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Through this approach, the hospitality owner and operator prepared for readiness and opening of borders, as well as protected and equipped its workforce.
An international hospitality owner and operator, Far East Hospitality's diverse portfolio of 10 unique and complementary brands of hotels, serviced residences and apartment hotels, includes Oasia, Quincy, Rendezvous, Village, Far East Collection, A by Adina, Adina Hotels, Vibe Hotels, Travelodge Hotels and Collection by TFE Hotels.
The company owns owns more than 10 hospitality assets and operates a combined portfolio of close to 16,500 rooms under its management across over 90 hotels and serviced residences in nine countries – Australia, Austria, Denmark, Germany, Hungary, Japan, Malaysia, New Zealand and Singapore, with more in its development pipeline.
At the third annual edition of Employee Experience Awards - Singapore in 2023, Far East Hospitality won two silver awards - one for 'Best Soft Skills Training Programme' and another for Best Post-Pandemic Recovery Strategy'.
To celebrate this milestone, we catch up with the Far East Hospitality team on how it has carried out its recovery plan for the business and the workforce efficiently and successfully.
Q How do you ensure your employee experience initiatives are aligned with your business objectives?
At Far East Hospitality, we developed a comprehensive plan including our business, our people, our customers, and the sustainability of our plan.
During the pandemic, we continued our engagement efforts with our people. Both the management and staff were kept busy with planning and preparation in anticipation of post-pandemic recovery. Our business objectives were never out of sight. The respective functions were closely monitoring and studying the many sources of information relevant to our business. In addition, we were working alongside government agencies, business partners, and institutions to support these plans.
Our strategy focused on a two-pronged approach – 'Prepare and Protect'.
- Prepare for readiness and opening of borders.
- Protect and equip our workforce.
Our endeavour has enabled us to carry out our recovery plan efficiently and successfully.
Q Can you provide examples of how the organisation has invested in the employee experience?
The workforce challenges affecting the tourism, hospitality, and F&B businesses have been grave. Even with the strong support from government agencies, the recovery in this area is slow.
The employee experience of Far East Hospitality is encapsulated in our core values – 'B.U.I.L.D' and workplace culture attributes – 'Acts of Grace'.
Throughout the pandemic, Far East Hospitality journeyed with our staff members not with words but actions. All jobs were secured, employee engagement and training continued, a COVID-support package was introduced, health and wellness initiatives not only continued but were heightened, to name a few.
Q What are some of the key challenges that you faced in implementing your EX-initiatives, and how did you overcome them?
The paradigm has shifted, the socio-economic environment and the expectations of travellers are beyond going the extra mile. Hotel accommodation is no longer just about the room. It is about the entire experience we provide.
To be future-ready, we must create the heart that guests want. With our inside-out approach, we look at our set-up, infrastructure, and staff. Each must be ready to meet the demands of the post-COVID pent-up travellers' as well as the Millennials’ quest for a place where they can tell a story.
Our staff must be skilled with new competencies, especially with the ever-fading human touch in our increasing automated society. Eg. Learning to “connect” when the guests want to be related to, and to pleasantly surprise them when they want to.
Our soft skills training structure was developed to ensure all staff (especially new hires without hospitality background) are equipped with the skills to deliver our brand promise.
Q Do you have processes to measure the effectiveness of your EX initiatives, and what metrics do you use to evaluate success?
The effectiveness of our post-pandemic recovery strategy was affirmed and observed by several channels:
- Far East Hospitality garnered over 14 distinguished awards and accolades in 2022.
- Far East Hospitality was awarded Most Exemplary Employer 2022 by Singapore Tourism Awards.
- Four of Far East Hospitality's hotels clinched top spots on TripAdvisor Traveller Choice Best of the Best – Top 25 Hotels in Singapore.
- A fair number of our hotels and serviced residences have consistently been on the top 10% ranks of TripAdvisor.
- The result of our Guests Engagement Survey in December 2022 exceeded target by over 4% of pre-pandemic years.
These are testimonies of our concerted efforts executed as one organisation.
Q Finally, what role do leaders and managers play in driving a beautiful employee experience, and how are they held accountable for the success of these initiatives?
We believe in a shared vision and enable our people to act alongside us. Our leaders and managers lead from the front, guiding the way.
Staff members are trained, mentored, and guided in carrying out initiatives. Leaders provide regular and timely feedback to staff members, and staff members are invited to provide feedback to their managers. There is open communication amongst all level of staff members, for we believe that teamwork makes the dream work in Far East Hospitality.
Read more interviews on why organisations have won trophies for their HR practices - head over to our Winning Secrets section!
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