Four Seasons Hotel Singapore Employee
Four Seasons Hotel Singapore
Human Resources
Deepens Employee Engagement through Comprehensive HR Strategy to Develop and Retain Talent
Summary
OPPORTUNITY
The hotel’s approach to human resource management could be a competitive differentiator, to help it attract, recruit, develop and retain talent through the employee lifecycle
ACTION
Developed and put in place a structured and comprehensive HR strategy with two main prongs:
Building partnerships with hospitality schools; students come in as additional resources while gaining work experience—cultivating the hotel’s employer brand through positive word of mouth
An extensive emphasis on employee development which seeks to understand and cater to each staff member’s professional aspirations
RESULTS
A lower-than-industry average turnover rate of about 18% (2013), as shared by the hotel
Strong employer brand amongst hospitality students, strengthened by word of mouth
Healthy pipeline of potential talent for the hotel to activate in the future
OPPORTUNITY
FINDING AN EDGE IN THE WAR FOR TALENT
The Four Seasons Hotel Singapore, like many other hotels in Singapore, finds itself competing to attract and retain hospitality professionals from the same limited labour pool.
The Human Resources team realised a structured and comprehensive HR strategy - which built further on the global chain’s existing approach - would help to attract, pipeline, develop and retain talent throughout the employee lifecycle. A considered approach to its employer branding, the thinking went, would give Four Seasons Hotel Singapore an edge in the war for talent.
To continue creating a pipeline for the next generation of hospitality professionals as well as boost productivity and optimise resources, the
Human Resources team led by Senior Human Resources Director Celeste How developed a multi-prong strategy: deepening local school partnerships, and investing in employee development and retiree programmes (development and retention). With
Human Resources
Deepens Employee Engagement through Comprehensive HR Strategy to Develop and Retain Talent
Summary
OPPORTUNITY
The hotel’s approach to human resource management could be a competitive differentiator, to help it attract, recruit, develop and retain talent through the employee lifecycle
ACTION
Developed and put in place a structured and comprehensive HR strategy with two main prongs:
Building partnerships with hospitality schools; students come in as additional resources while gaining work experience—cultivating the hotel’s employer brand through positive word of mouth
An extensive emphasis on employee development which seeks to understand and cater to each staff member’s professional aspirations
RESULTS
A lower-than-industry average turnover rate of about 18% (2013), as shared by the hotel
Strong employer brand amongst hospitality students, strengthened by word of mouth
Healthy pipeline of potential talent for the hotel to activate in the future
OPPORTUNITY
FINDING AN EDGE IN THE WAR FOR TALENT
The Four Seasons Hotel Singapore, like many other hotels in Singapore, finds itself competing to attract and retain hospitality professionals from the same limited labour pool.
The Human Resources team realised a structured and comprehensive HR strategy - which built further on the global chain’s existing approach - would help to attract, pipeline, develop and retain talent throughout the employee lifecycle. A considered approach to its employer branding, the thinking went, would give Four Seasons Hotel Singapore an edge in the war for talent.
To continue creating a pipeline for the next generation of hospitality professionals as well as boost productivity and optimise resources, the
Human Resources team led by Senior Human Resources Director Celeste How developed a multi-prong strategy: deepening local school partnerships, and investing in employee development and retiree programmes (development and retention). With