Doing the Laundry: Addressing Morale Issues in the Housekeeping Department
Problem Background
The client, a southern California boutique hotel sought to measure the morale level of its 350 employees. As a time-share resort, write-ups in national vacation publications were a primary source of customers. The hotel consistently received the highest marks for the quality of its front desk and housekeeping departments, winning several national and international readers’ choice awards.
Turnover at the front desk has historically been very low, with average employee tenure at approximately 7 years; turnover in housekeeping however, has been very high, the highest in the organization. Concerned that constant turnover will cause the hotel’s high satisfaction ratings to erode, the Human Resources department chose to commission a morale study to determine whether there was a job satisfaction issue that needed to be addressed or if there was a more insidious problem.
Approach
A mixed methods approach was utilized to obtain information from the organization’s workforce on a variety of work-related issues. Employees were given an employee morale assessment composed of two surveys: one measuring job satisfaction, and another measuring organizational commitment. Customized open-ended questions were also included to allow employees to express their thoughts and concerns about the organization. Because the composition of the housekeeping staff was comprised primarily of Spanish language speakers, the survey instruments were translated and given to employees in either English or Spanish. Additionally, supervisors, managers, and directors were given a separate 360-degree instrument to assess their leadership behaviors. This research approach resulted in a variety of data which enabled the consultant to measure the data quantitatively and qualitatively to provide the client with extensive information about the organization and its workforce.
Results
The results of the study were surprising to say the least. Employees of most departments reported mid to high levels of satisfaction. Housekeeping employees however, were nearly unanimous in their misery. They reported that they lived in constant fear of their supervisor, who ruled her department with an iron fist. Her primary motivational tactics were fear and coercion. Many of this supervisor’s employees reported that although they enjoyed the company, they were actively seeking other employment. When presented with this information, the human resources manager decided that immediate action should be taken to ensure that these valued employees remained with the organization.
The vast amount of data obtained in the organizational assessment made training needs easily identifiable. A comprehensive plan was created to address the housekeeping issues, as well as the overall development of the organization. Individual meetings were conducted with each member of the leadership team to discuss their 360-degree feedback results. Additionally, a team meeting was held to discuss the overall results of the organization. A leadership curriculum, focused on behavioral characteristics and situational skills was developed and delivered in a series of workshops for the leadership team. In addition to the leadership skills workshops, the consultant scheduled intensive coaching sessions with the housekeeping manager for a period of six months. To increase cohesion among all employees, the consultant developed and delivered a half-day team-building workshop, which was followed up with quarterly refreshers that addressed a variety of developmental issues.
Conclusion
The survey results provided the hotel with a baseline for future comparison. 12-months later, the assessment was repeated. Employee satisfaction scores increased 18% on average, and 30% in the housekeeping department. The results of the first 360-degree assessment enabled the consultant to provide each manager with their personal strengths, weaknesses, and a customized action plan. Repeating the assessment enabled each manager to see his or her own growth. In addition to measurable increases in morale and leadership effectiveness, customer satisfaction had also increased 20% over the 12-month period.
