How HVMG's Culture Drives Profit
At HVMG, when we list our values, talent is always at the
top. We can only deliver on our promises with the consistent, enthusiastic
support of our hotel and corporate teams, so we are serious about winning that
support.
In an industry with notoriously high turnover, we can
produce great results for our partners because our values are more than just
words on a website. As one of our GMs wrote in an anonymous survey, "This
is the best management company I've ever worked for. They walk the talk from
the corporate office to the field."
Our turnover numbers bear this out. Our General Manager
tenure averages 5.8 years, longer than the average property hold term of 3.3
years. Overall turnover is 48.04%, compared to the industry average of 55.7%.
Because we treat our GMs like CEOs of the hotels they run, they create
loyalty among our associates.
Employee loyalty in the hotel industry can be elusive,
yet it is crucial for both smooth daily operations and long-term success.
Creating an environment where employees feel valued, motivated, and committed
to the company's goals is a powerful foundation for loyalty.
The hotel industry faces distinct challenges when it
comes to building loyalty due to its high turnover rates, demanding schedules,
and frequent interactions with guests that require an emphasis on service
excellence. To foster loyalty, hotel companies must invest in a culture where
employees at all levels—from front-line team members to executive leaders—feel
a sense of belonging and pride in their work. A strong culture encourages
employees to align with the company's mission and values, which in turn leads
to higher retention, enhanced service quality, and, ultimately, better
financial performance.
Our Be Excellent culture does just that.
Front-line associates are the backbone of any hotel.
These team members are responsible for making every guest's stay memorable,
which makes their roles crucial for the hotel's reputation and success.
However, these roles are often entry-level positions with high turnover, so
it's essential to provide career development opportunities that allow these
employees to grow.
Offering clear pathways for advancement, professional
development, and ongoing training can inspire them to see their role as more
than just a job. XLR8,
our fast-track program for aspiring select service General Managers, is a
successful example of this.
A culture of appreciation also plays a significant role
in securing loyalty from property employees. Regular recognition and
team-building events reinforce a sense of belonging and importance. When
employees feel valued, they are more likely to invest themselves fully in their
work and stay with the company longer.
Strong retention equals strong performance for hotel owners.
One of the most compelling reasons to invest in employee
loyalty is its direct link to performance. High retention rates lead to
associates who are more experienced, knowledgeable, and connected to their
roles. Long-tenured employees are more likely to understand and buy into
expectations, which translates into a higher quality of guest experiences and
operational efficiency. This, of course, turns into profit.
Culture drives loyalty and performance at HVMG.
At HVMG, the connection between loyalty and performance
is reinforced through our Be Excellent culture, which emphasizes care,
respect, and development at every level. We have cultivated an environment
where every associate understands the company's mission and values. This
commitment to a cohesive culture has created loyalty, evidenced by strong
retention rates and exceptional service.
In addition to a strong culture and leadership, HVMG
provides continuous training, mentoring programs, and career development opportunities,
creating a positive atmosphere where employees are excited about their work and
inspired to grow with the company. The result is a resilient workforce that can
maintain high standards of service, adapt to changes, and drive the company's success.
