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The Charterhouse continues to woo customers with adevoted workforce and industry-leading standardsBy Chai HuaChina DailyFifty three new hotels are set to be completed in Hong Kong between 2011 and 2015, adding nearly 10,000 rooms to the current stock, according to the 2012 Hong Kong Tourism Board (HKTB) Hotel Supply Situation Report.儲存倉Based on a staff-to-room ratio of 0.6:1, the HKTB estimates that about 6,000 new hotel job vacancies will therefore be created in the city over the next five years.The industry’s continuous expansion creates a huge demand for talented manpower, but it does not present a problem for The Charterhouse Causeway Bay Hong Kong Hotel, which has an annual employee turnover of less than 2 percent.The 22-year-old establishment employs 150 staff in a hotel with 294 guest rooms and suites, three restaurants and a fitness room.One essential reason for the hotel’s high levels of employment loyalty is that Bernard Rodrigues, general manager, holds a strong belief in the worth of employees and the importance of staff training and development.The easygoing manager from Singapore has spent 28 years in the Asian hospitality industry, having worked for many regional and international hotel brands, such as Meritus Hotels and Resorts, Dusit Hotel Group and Intercontinental Hotels Group.“We believe that ‘people make the difference’ and we devote our efforts and time to developing our employees so that they are knowledge-based and competent in their respective skills,” he says.The hotel holds a staff orientation every month, with each department encouraged to present its visions and missions to new members of staff. Employees can advance their careers here through mentorship as well as regular onsite and offsite training.“We upload different training programs to ensure our staff possesses the best knowledge of their skills and the latest hotel developments,” says Rodrigues, “thus ensuring we deliver professional services to make every guest’s stay a pleasurable one.”Rodrigues is himself a good example of pursuing knowledge all the time. Even in his 50s, he insists on learning new things, having just received his MBA from the Glion Institute of Higher Education in Switzerland, one of the top three hospitality management schools in the world.Every morning Rodrigues shares the latest industry news with his colleagues so that they can learn more.Besides professional studies, the hotel also organizes many activities to enrich employees’ lives. The hotel’s bowling team, for example, recently won the runner-up prize in a competition organized by Hong Kong Controllers and Accountants Associations.The aim of these activities is to reach a synergized cooperation between different departments and acro迷你倉最平s different generations of employees.Rodrigues’ philosophy of managing is very simple – to remain open and supportive. He aims to make the hotel a better place for employees by providing them with all possible resources and ensuring their work is rewarded.He gives a very practical example – their annual bonus is above market rates, with high payments coming from high standards. The general manger also encourages the hotel’s employees to be creative in their work and to impress the guests every day.“All human beings need to be pushed to reach their peak. I am a very driven person and I like to push to the limit,” says the ambitious leader.The outstanding efforts by the hotel’s management have recently been rewarded. Hong Kong’s Employees Retraining Board presented the title of Manpower Developer to The Charterhouse Causeway Bay for the first time in 2012, recognizing the hotel’s outstanding performance in staff development.Rodrigues values employees’ performance so much that he adds “taking care of employees” to the brand’s strategy.“Our hotel and brand strategy has always to take care of our employees, because they are the cornerstones of the hotel’s present and future success,” he says.“At the end of the day the internal branding is as important as the external branding.“By creating a culture of learning and a development platform which is one of the attributes of internal brand-building exercise, we hope to achieve a sustainable workforce, in collaboration with training bodies and institutions that we could work with.”Rodrigues also adopts strategies for establishing tracking systems, to keep tabs on revenue management and guest and employee satisfaction, which are used to determine appraisals, promotions and bonuses.Take the guest satisfaction tracking system, for example. Visitors are invited to fill out a scorecard in a sealed envelope and these forms are gathered every month, which the frontline’s service ranking is based on.Employees are also asked to fill in a 30-question survey on an online platform every year, as a way to express their feelings towards their superiors, working environment and welfare.An important factor to make this tracking system effective is that managers take note of guests’ and employees’ suggestions, and then use them to improve the hotel’s development.One employee suggested placing a card on the bed sheet to ask guests if they want to change their linens as a method to save resources. This green program was well received as it increases guest engagement and saves energy in many ways.Besides the convenient location to the Hong Kong Conference and Exhibition Centre, the sincere service continues to win The Charterhouse Causeway Bay repeated customers and delegates.迷你倉