Goodwin & Associates Blog
The most trusted name in hospitality.Archive for June, 2008
This is what we do and strive for, thanks to Ginger Dubois, I am a very lucky person to be able to work with such a great business family!
Dear Eric,
A word of thanks to your company and to sing my praises towards the amazing Ginger Dubois! I recently received an offer for a regional sales job with Stafford Hospitality after an absence of two years from the industry. Ginger saw my resume posted on H Careers and the rest is history (might I add that the “history” is comprised of 3 short weeks)! Her professionalism is outstanding in that she did everything she was supposed to do, quietly, calmly, and never left a single detail unattended. I was amazed when she mapquested my first interview appointment, emailed it to me along with her cell number and guided me throughout the process. It seemed effortless and that is why I want you to know what a star you have on your team. She is a
10+ in every category. I am a seasoned hospitality professional and
have seen it all – she is something special. Please let me know if I may return a favor in the future. I hope your week is off to a great start Eric, mine certainly is much in part to Ginger’s support.
Sincerely,
Donna Sue Hettick
Exit interviews reveal the issues that lead to turnover
Exit interviews reveal the issues that lead to turnover
By DINA BERTA
(June 23, 2008) The adage that “employees don’t quit jobs, they quit managers” proves itself time and again in exit interviews, said Christin Myers, director for reducing turnover at Creative Restaurant Solutions, an Exton, Pa.-based consulting firm.
Founded 11 years ago by industry veteran Morreen Rukin Bayles, CRS has interviewed thousands of restaurant workers, managers and executives after they’ve voluntarily left a company. The firm looks for trends and issues and presents restaurant chains with reports of four to five pages. Sometimes an independent third party is able to uncover the real reasons why an employee quits, Myers said.
Why do people quit?
They will say, “I left for a better opportunity,” but that is the surface reason. What made it a better opportunity? What was more attractive? Why did you jump ship for $1,000? Why did you even consider it? Why did you start looking? Why was now the right time to leave XYZ company?
What do you learn as a result?
We find there was usually a conflict with a supervisor or upper management. Not feeling like there are opportunities for growth or advancement is another one. The biggest opportunity [for employers] is development.
What else do people say in exit interviews?
We’ll ask about the culture, the mission statements, core values—everyone has different terms. Is there a disconnect from what higher-ups say and what actually happens on the field? A manager can’t do 100-percent table touches because he’s working in the dish room or on the expo line. That’s where that disconnect comes from. Or there may have been too many changes that were not well-explained, too many changes in the C-suite; there’s a new president, a new CFO, some new change.
Surely some people quit for reasons other than their employers?
Of course. Someone may really get an opportunity that no one would refuse, or a spouse relocates or there is a change in their personal situation. There was not anything that would keep them. But there are things [a company] can do to make their work experience a better one, to give people a positive feeling and make them ambassadors of the brand.
Internet Marketing in Hospitality Management
By Aarti Nayudu
One of the most successful strategies for marketing within the hotel industry is Internet marketing. Gone are the days when hoteliers could rely solely on advertisements in magazines or on television. With just about everything available with the click of a mouse, smart hoteliers understand the importance of investing in Internet marketing.
Internet marketing is the name of the game for hoteliers if they intend to stay in the market for long.
Hospitality management is one of the most enterprising fields in the world of business. One industry that has everything to do with hospitality management is the hotel industry. Hospitality management deals with travel and tourism. As implied by the word ”hospitality,” it also includes greeting and looking after guests by making sure that they are given excellent service. Hence, the field is also connected to the food and beverages aspect of the hotel industry.
Like professionals in any other industry, hoteliers have to invest in marketing for their survival. In the dynamic world of the hotel industry, it becomes crucial that hoteliers have sound and successful marketing strategies.
Given that most of us plan our vacations and travel online, we look for accommodation deals online and often book hotel rooms online as well. The result is that most of the clients for hoteliers are online shoppers. Thus, hotel owners have to do everything possible to ensure that they use the Internet optimally for their marketing. Through the Internet they must reach out to their potential customers.
One way of doing this is by having a consumer generated media (CGM) strategy, which, as pointed out in an article by Max Starkov and Jason Price titled ”What Hot Internet Marketing Topics Are on the Minds of Hoteliers,” can be a very efficient way of marketing. So what falls under CGM? Blogs, review sites, and discussions on social networking sites are a few examples.
Hoteliers must closely watch CGM sources on the web as these can contribute to their overall marketing. Often we read someone’s blog or an ongoing discussion on a discussion board about a certain hotel and decide to check it out. CGM sources can have both positive and negative effects on a hotel’s marketing, but that should not be considered a deterrent. Either way, they can be constructive. If there is something negative, it can be treated as feedback, and the concerned company can take measures to address it. After it has been addressed, the hotel should attempt to spread the message that the issue has been resolved.
A hotel’s website is of the utmost importance when it comes to Internet marketing. It has to be visually appealing to attract Internet users, but it should not be overly flashy. The design of the website should work well with its content, and the site should be 100% user friendly. A prospective customer should be able to find all the information he or she needs without having to spend hours and hours looking.
A good and accessible website will encourage customers to return to it. From time to time hoteliers may wish to update their sites’ appearance, but they should make sure that the new look does not compromise the user-friendly aspects of the site.
Another strategy that can help with Internet marketing is email marketing, where existing customers are sent regular emails about the hotel’s latest deals. Then there are rewards, which are the easiest and quickest way to reach out to the customer. Regular customers should be made to feel appreciated and thus should be given incentives through loyalty programs.
Last but not least, hoteliers should revise their business strategies on an annual basis to ensure that their sales continually increase. A recent example would be Carlson Hotels Worldwide, which reviewed its strategies to expand its franchise systems, among other things.
The 2nd Benchmark Survey on Hotel Internet Marketing Budget Planning and Best Practices reports an increase in website bookings, with direct website bookings comprising 23.5% of the total number of bookings and indirect website bookings accounting for 20.4%. Internet marketing is the name of the game for hoteliers if they intend to stay in the market for long. The statistics clearly indicate that hoteliers have to take Internet marketing seriously and ensure that they budget for it when they are planning their overall marketing strategies.
DIRECTOR OF FOOD AND BEVERAGE OPPORTUNITY, 100K PLUS, APPLY NOW
New Position with well-repudiated International Hotel Company for a Corporate-based Hospitality leader. Title of Director of Food & Beverage to head all F & B brand initiatives.
Location: Bethesda, MD applicants may relocate
Salary: over 100’sk+ plus 30% bonus
Position: Director of F & B
What is it?; The Corporate position that Maintains the integrity of hotel company’s’ food and beverage concepts and brands and evolve the concepts over time
Notes: This is a newly created position – wants incumbent to have quick service experience such as Starbucks.
Requirements: Bachelors Degree required, Masters Degree a plus. Five or more years of progressive experience in hotel industry or multi-unit chain casual restaurant experience.
Interested applicants meeting the above requirements please apply directly via email gdubois@goodwin-associates.com. Please include resume, along with 3 professional references.
Networking online and off-line: I appreciate the opportunity to be interviewed byNation’s Restaurant News
Networking online and off-line
By Nora Caley
Networking used to mean handing out business cards at Chamber of Commerce events. While those face-to-face meetings are still valuable in a job search, there are also some high-tech ways to meet people who might help you find a job.
Eric Goodwin, president of the recruiting firm Goodwin and Associates in Concord, N.H., says there is a place for networking in person, as long as it’s done in a way that is genuine and authentic.
“The best relationships happen naturally and organically,” he says. “There is always one person in the room who is busting out their business cards. I don’t think that’s appreciated by business people.”
Goodwin says websites like LinkedIn.com are a great way to network. At LinkedIn, people sign up for free, then find a person they want to meet by connecting with friends and friends of friends who can eventually lead them to that contact.
There are also social sites such as Facebook and MySpace, in which people can meet online. He says Goodwin and Associates has partnered with Facebook to create a site where restaurant professionals can communicate with each other.
“Hospitality folks can share war stories, recommend books and wine, and exchange ideas,” he says. “They can develop mentor relationships.”
There are also newer online communities that are specifically for foodservice workers. Bite-Club.com offers posts that people can respond to and has a job board and events calendar. FohBoh.com is a site that offers chats, blogs and comments, so foodservice workers can offer their opinions about topics that range from food prices to charitable causes. There is also a job board.
“For people who have been downsized, I would get involved as quickly as I can with some of these online sites,” Goodwin says. “Some jobs aren’t posted, and some are becoming available shortly but are not currently public, so someone may know a friend who knows a friend.”
As for old fashioned, in-person networking, there are opportunities in traditional and untraditional places. Suzi LeBlanc, director of human resources with Fifth Group Restaurants in Atlanta, says some people network everywhere, from a bank line to the gym.
“For industry networking, I prefer wine tastings and wine-oriented events, which tend to bring out many of my peers,” she says. “I like the quarterly Midtown Alliance meetings to meet nonindustry folk.”
Check with your state restaurant association to see if it has local chapters for various cities or regions. Those smaller chapters often host mixers and luncheons. Some are open to nonmembers.
Finally, there is always temp work. Some hotels and restaurants hire contract workers or temporary employees to staff a banquet or other event. You might be able to meet industry people and make some money while pouring wine or helping to plate a thousand entrées.
2008 Nation’s Restaurant News. All Rights Reserved.
Director of Sales & Marketing Philadelphia Hotel, Please send resume or notify friends or associates who may be interested, thanks!!
Director of Sales & Marketing #2 Position in the Hotel, reports to the GM
All rates are over $100
4 Diamond Properties only
Position will oversee 16-20 employees
Revenue / Reservations / Business Travel
Will oversee the Director of Conference Services
Position needs to put “Heads in Beds”
Salary range 100k plus
Edward Dingler, CPC
Goodwin & Associates
Office 267-350-8797
Cell 484-620-9069
Fax 267-350-8797
www.goodwin-associates.com
edingler@goodwin-associates.com
The MFHA Multicultural Talent Summit–Support It and Get Involved, Pass the Word!!
August 10 – 12, 2008
The Fairmont Hotel
Chicago, Illinois
The MFHA Multicultural Talent Summit
is a highly interactive two-day event.
The program is designed to engage
industry leaders and talent acquisition
professionals in learning and planning
breakthrough strategies to recruit, retain
and advance multicultural talent.
OBJECTIVES
• Launch the MFHA strategic
vision: Mission 20/20
• Equip participants with an
action plan to accelerate
their talent development
and outreach efforts
• Present talent development
success models
• Deliver professional
development training for
minority and non-minority
talent
• Provide insights about next
generation talent
TARGET AUDIENCE
•Human Resource
Executives & Managers
• Talent Acquisition &
Talent Management
Officers
• Diversity & Inclusion
Managers
• Senior Staff Managing
Multicultural Teams
• Non-Minority
Managers Leading
Multicultural Teams
AGENDA
SUNDAY, AUGUST 10, 2008
9:00 am – 8:00 pm
REGISTRATION / CHECK-IN
MFHA INFORMATION/PLANNING
• Regional Council Meetings
• MFHA Products / Services
• www.whatsnext4me.com
• 2009 Showcase of the Stars sign-up
PROJECT IMPLICIT MASTER MIND SESSION
• Project Implicit is an educational research in a virtual
laboratory where participants examine their own
hidden biases to help improve recruiting results.
• Participants who participate in this session must
pre-register and complete an assessment at the
MFHA-Project Implicit virtual laboratory:
www.projectimplicit.net.
• This session aims to improve recruiting results by
providing real insights about understanding attitudes,
biases, and stereotypes.
OPENING RECEPTION
AGENDA
MONDAY, AUGUST 11, 2008
7:00 am – 9:00 pm
BREAKFAST
OPENING REMARKS FROM CO-CHAIRS
INTRODUCTION TO MFHA MISSION 20/20
Gerry Fernandez, President & Founder, MFHA
KEYNOTE: Professor Nat Irvin II.
Multicultural Futurist – A Look Into the
Future Workforce
VIDEO PRESENTATION: The Workforce of
the Future
RESEARCH PRESENTATIONS:
• The Workforce Report – The State of the Diverse
Workforce in Foodservice [The People Report]
• MFHA Employee of Color Engagement Survey Results
MFHA INSIGHT EXERCISE: Using “World Café”,
a facilitated group experience that includes
all attendees.
• Examine perceptions of the value proposition for
multicultural talent in the industry
• Document common themes
• Link and connect insights
LUNCH
TALENT PLANNING EXERCISE: Using “Open
Space Technology”, a facilitated group
experience targeting specific groups.
• Dicussions will focus on attraction, development,
and retention of multicultural talent.
• Tables organized in two categories:
– Corporate/Home Office
– Local or Property/ Unit/ Field
• Participants will examine case studies / best
practices and develop individualized talent
development templates (action plans)
TOWN HALL MEETING: Open Forum – Sharing of
learnings and insights
CLOSING SPEAKER: Examples of Talent Solutions
GALA COCKTAIL RECEPTION
MFHA LEADERSHIP & SCHOLARSHIP GALA
• Showcase of the Stars video
• Scholarship presentations
• MFHA Awards
TUESDAY, AUGUST 12, 2008
8:00 am – 5:00 pm
OPENING SESSION: Highlights and Summary
of Previous Day
SUMMIT WORKSHOPS
• A Taste of Efficacy: Professional Development for
People of Color
Target Audience: Emerging Leaders / Mid-Level
Managers/ High Potentials
• Straight Talk for Diversity Leaders
Target Audience: Experienced Diversity Officers/
Directors/Managers
• What About Me? The Role of White Males in
Diversity Leadership
Target Audience: White Male Leaders
• So…What’s Different About Managing
People of Color
Target Audience: Unit-level, District, Region and
Corporate Operations Managers
CLOSING SPEAKER: “How to Have the Hard
Conversations”
CLOSING REMARKS
POST SUMMIT OPTIONS
12:00 pm – 5:00 pm
WOMEN OF COLOR LUNCHEON
PROFESSIONAL DEVELOPMENT WORKSHOPS
(repeat of morning Summit Workshops with
additional content)
To register visit w w w.mfha.net
CORPORATE MEMBERS 2008
To register log on to www.mfha.net
Cracker Barrel Names New VP Restaurant Operations
Cracker Barrel Names New VP Restaurant Operations
Cracker Barrel Old Country Store promoted Nicholas Flanagan to vice president of restaurant operations. In his new role, Flanagan is responsible for restaurant operations at all 576 locations, and will supervise the company’s 10 restaurant regional vice presidents as well as the restaurant operations administration team.
Flanagan has 19 years of restaurant industry experience and joined Cracker Barrel in 2004. Prior to that, he worked for Metromedia Restaurant Group, starting as a unit manager and advancing to VP Worldwide Franchise Operations and VP Sales and Development.
Yum! Brands Appoints Eaton President of KFC
Yum! Brands Appoints Eaton President of KFC
Yum! Brands appointed Roger Eaton president of KFC USA. He replaces Gregg Dedrick, who has decided to leave by year’s end to pursue other interests after 20 years with the company.
In his new role, Eaton will be responsible for KFC’s domestic business, which includes 5,300 restaurants that are predominantly franchised units. Most recently, Eaton served as chief operating and development officer. Prior to becoming Yum’s COO, Eaton served for seven years as senior vice president/managing director of Yum! Restaurants International South Pacific and Africa region.
Earlier in his career, Eaton was regional operations director and finance director of KFC SOPAC as well as general manager of KFC New Zealand.
