7 ways to reset hotel employee discipline

Something remarkable happened recently when hospitality behemoth McDonald’s spent millions in a month-long advertising campaign to erase the perception of “McJobs” as emblematic of a minimum-wage dead end for employees.

The McDonald’s strategy not only attracted 50,000 new employees, it spread throughout the hospitality industry the message that it’s up to employers to change old perceptions.

Where to begin? Employee disciplinary programs play an outsized role in shaping employee and job applicant attitudes and must therefore be included in any review of successful recruitment and retention strategies.

ARIal Black">3 means to an end: compliance, no-fault or mutual commitment

Discipline has always been focused on compliance with rules and policies. In the “old days,” the “my way or the highway” approach—an indifferent, albeit effective, compliance model—held sway.

As attitudes shifted and union influence increased, the words “no-fault” and “progressive discipline” emerged. In this model, an employee’s attitude or his explanation of extenuating circumstances had no effect on the discipline decision. Instead, discipline “points” accumulated for offenses, regardless of the reason. The greater the point total, the closer the employee edged toward losing his job.

Today, as McDonald’s move demonstrated, the need to change employee perceptions remains. Employers are also weary of continuing intrusion by government, unions and other third parties. As companies become flatter, leaders are learning to like the idea of a more open, less layered organization—one where employees at all levels function best using self-discipline and clearly defined mutual expectations and benefits.

The big payoff: In this professional “mutual commitment” model, major disciplinary issues shrink as trust grows, and a mutually beneficial employer/employee relationship has a real chance to thrive.

Building the mutual commitment model

How does a hospitality employer build a mutual commitment model of employee discipline?

1. Make a clear statement. Design recruitment and on-boarding policies so the company’s commitment is unmistakable, such as with the following statement:

“When you join our hotel’s team, you and your supervisor will each commit to a relationship built on mutual trust, respect and self-discipline.

“Together we will not only provide outstanding service to our guests, we will celebrate each other’s strengths and be there for each other whenever help is needed.

“When any of your supervisors are wrong, we’ll admit it and do our best to correct our mistake.

“When you are wrong or fail to follow our mutual commitments, you’ll take responsibility for your actions. If the problem is a serious one, you also will accept the consequences of your behavior.”

2. Build the management team. Recruit, train and retain only those managers whose actions show they are passionately committed to leadership. Adopt a rigorous ethical leadership code. For top performers, spend money on professional coaching and customized development plans to hone their leadership skills; then utilize them as mentors for fellow managers.

3. Focus on the absolutes of self-discipline. Forget the employee handbook laundry list of 50 “don’ts.” Instead, develop a short list of “absolutes” that help employees stay focused on what’s important: respect for guests, fellow employees and property.

4. Notice your tone. Watch out for use of impersonal, cold, third-person language such as “Employees who violate this provision will be subject to immediate termination.” Use “you” and “your supervisor” or the name of the company rather than “the Company” wherever feasible.

5. Add systems for employee feedback and neutral dispute resolution. Explore new and expanded ways to actively solicit feedback from all levels of employees. For example, use paycheck stuffers to restate employee and employer “mutual commitments”. Frequently revisit what feedback is being given and, more importantly, what’s being done about it.

Finally, consider implementing a program of binding arbitration utilizing retired judges as the last stop for thorny discipline and dispute issues. It is a much simpler, shorter and often less expensive way to handle disputes that are otherwise resistant to a mutually acceptable resolution.

6. Consider another type of “reset.” There is little doubt that employees hold grudges over situations of perceived disparate treatment. Such is the stuff of hard feelings, grievances, union campaigns, lawsuits and undesirable employee turnover.

In a recent letter to clients entitled “Hitting the Reset Button at Work,” Fisher & Phillips attorney Tillman Coffey suggested a way out for employers who realize they’ve “allowed standards to slip,” resulting in inconsistent discipline. Coffey advocated employers take responsibility for the past and clearly communicate expectations going forward.

7. Measure results. One surefire way to know a new discipline policy is working is to ask employees. As the HR team knows, many are not bashful about sharing their feelings. Other metrics to observe include the number of complaint/grievance filings; rate of disciplinary suspensions and terminations; reasons for turnover.

Whatever metrics are used, take prompt course-correcting actions in order to build and preserve mutual trust and respect.