Hospitality Trendz

employee. For the best ones to rise to the occasion, they must be surrounded by equally good workers. For a management- potential employee, you need a team player who can teach others how to play the game. Keep an eye out for ambitious employees: those who go ahead of their stations and are able to help out others who might get in the weeds during a busy service. Hopefully, you will be able to recognize one to two employees with the ability to catch others when they fall, and hustle when their team is in need—which is most of the time. Exemplary team players will have good rapport with others, and teammembers will be able to give examples of when these people have stepped up to the plate. If you see certain employees flourish, especially under pressure, it would be smart to keep tabs on them. Lastly… Do they have a “sponsor?” As with any business, having sponsors in the hospitality industry can get top performing employees to higher positions more quickly. Once you believe you have pinpointed one or more high-potential employees, speak to their supervising managers, staff they may have trained, and peers who have worked side-by- side with them. If any of these sponsors jump at the opportunity to vouch for them, it’s a very good sign. However, there is always a chance a manager might fear losing a strong teammember, and deny an employee’s clearly high performance. Fortunately, this is rare. Be mindful of this, and still be diligent about gaining multiple opinions, and always assure managers that if a leading teammember is being promoted then you will allow ample time for them to train their successors. The last thing you need is a bitter manager on your hands. Career pathing Now that you see potential in a line-level employee, it’s time to have an open discussion about the management position at hand. Have his or her current manager arrange a time to meet with you. Having coffee or a plain one-on-one works well for this instance, as long as it is a private conversation to gauge honest interest in the promotion. This conversation could go one of two ways: 1. The employee is elated that he or she has been presented this opportunity, and will happily begin the steps for manager training. 2. The employee may be reluctant to leave their team members behind, may have different career goals, or may refuse the position for monetary reasons. Lay out clear expectations, salary range, and benefits of the respective position, and be sure to give them some time to think about it—a week or so is good. The worst-case scenario is that the person turns down the position, and you have to begin the process again. hT ABOUT THE AUTHOR: Cleo Clarke is the global vice president of human resources strategy and development at Harri. Cleo is a senior human resource professional and has held an executive role in the hospitality industry for more than 15 years. ABOUT THE FIRM: Harri’s next-generation Workforce OS provides hospitality businesses with the management tools and strategic insights necessary to make real-time impact on revenue growth, profit margins, and risk mitigation. With Harri’s human capital management and workforce resource planning suites, hiring managers can source and hire top talent using media-rich profiles and streamlined tools, all while reducing costs and saving time. To date, more than 3,000,000 applications have been submitted to 53,000 jobs posted on Harri while supporting more than 400,000 members and 8,300 employers spanning the U.S. and U.K. markets. For more information, visit harri.com . MAY 2018 \ HOSPITALITY TRENDZ \ 79

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