Alan Momeyer, vice president of human resources at Loews Corp., delivered that helpful message to attendees who came to check out yesterday’s “HR Tips and Trends” session at the HR in Hospitality Conference & Expo at Caesars Palace in Las Vegas.
Momeyer, who was accompanied on stage by HR peers from Four Season Hotels & Resorts, Fairmont Hotels and Resorts, Destination Hotels and Resorts/Lowe Enterprises, and Cornell University School of Hotel Administration, was referring to how quality job candidates seek jobs now versus five years ago.
In the past year or so, Loews saw approximately 300,000 job applicants come just from a partnership with indeed.com, the popular employment-related meta-search job engine, according to Momeyer.
“That didn’t just happen. It happened because we paid to be visible,” he said, urging the HR leaders in attendance to get more aggressive in seeking out quality candidates via sites such as Indeed as well as ever-more popular social networking sites.
Momeyer and his colleagues on the panel also stressed the importance of taking a more active role in managing your employment brand online.
For example, panelist Robert Mellwig, senior vice president of really cool people (that’s right) at Destination Hotels and Resorts/Lowe Enterprises, says the organization views employer-review sites such as Glassdoor.com similar to the way its customers look at tripadvisor.com.
According to Momeyer, his introduction to Glassdoor came via his millenial-age daughters.
“When they graduated college and started talking to companies about interviews and job openings, they went straight to Glassdoor to find out more about these companies.”
HR can help the organization have a bigger say in what candidates find when they (inevitably) visit such sites, said Momeyer.
“A lot of times, it’s unhappy employees complaining on these sites,” he said. “You should think about approaching your employees who would have something good to say, to share their reviews.”
Panelist Carolyn Clark, senior vice president of HR at Fairmont Hotels and Resorts, “knows how important our external brand is for our guests, and what differentiates our guest experience.”
But, equally as vital, she said, is determining what makes the Fairmont employment experience a positive one for its 45,000 global associates.
To “differentiate our colleague experience, increase our job applicant flow and increase employee engagement, we really want to tell our colleague experience, and [show candidates] what it’s like to work here.”
Doing so requires “fishing where the fish are,” she said, noting that Fairmont has recently undertaken an initiative to “identify [the most used] channels and best candidates, and seek them out and ask them what’s most important to them in their jobs and careers.”
Clark and her HR team have asked the same of current Fairmont employees, surveying associates to find out what attracted them to the company, what has kept them there and what about their jobs makes them happy, she said.
What Clark and company have gleaned from this process is that, above all else, employees (and potential employees) value a connection with their co-workers as well as the organization.
“What we’ve learned from hearing our employees describe their work experience is that they look at their jobs as if they were working with their families.”Twitter It!