Bidroom organizes I Meet Hotel, a global conference connecting hoteliers to the future of hospitality. Since the COVID-19 outbreak, we have to take our conferences online. I Meet Hotel conducted a survey with 1000s of hotels to design a webinar more suited for hoteliers. One of the subjects that were highlighted was HR management; In this session, we will cover HR from 3 perspectives; Higher education, Recruitment, and the Hotel. This webinar will feature; Mikhail Romanenko @ Swiss Hotel Management School - Building an Inclusive Workforce Milou van Oosterwijk @ Temper - A different Approach towards your flexible Workforce Rocco Bova @ Chable' Resort & SPA - Making the Call, Saving the Team or the Business The webinar is being moderated by Marcin Wesolowski, Director of Operations @Bidroom. The conference will run for 1 hour which includes; three 15 minute speakers, and one 15 minute Q&A panel. Limit: 500 participants Visit www.imeethotel.com/webinar for more information and future events

1. Episode 5
HR Solutions
20th May 2020
Milou van Oosterwijk
Key Account Manager
@Temper
Speakers Moderator
Mikhail Romanenko
Lecturer of Msc and
Bachelor programs @Swiss
Hotel Management School.
Rocco Bova
General Manager @Chable'
Resort & SPA
Marcin Wesolowski
Director of Operations @
Bidroom

2. EVIDENCE-BASED PRACTICES
FOR HUMAN TOUCH Mikhail Romanenko

3. RESEARCH PRACTICE
GAP

4. FOR EXAMPLE:
IMPACT ON INCLUSION?

5. Ask
Acquire
Appraise
Aggregate
Apply
Assess
1. SCIENTIFICLITERATURE
EMPIRICALSTUDIES
3. PRACTITIONERS
PROFESSIONALEXPERIENCE
2.ORGANISATIONS’
INTERNALDATA
4. STAKEHOLDERS
VALUESANDCONCERNS
(Barends, Rousseau and Briner, 2014)
EVIDENCE-BASED PRACTICES

6. HRM AS CORE COMPETENCE
POSITIVE ORGANISATIONAL BEHAVIOUR
POSITIVE PSYCHOLOGY
PROCESSES AND PRACTICES
CORPORATE HR & HRDs

7. INCLUSION AND DIVERSITY

8. RESEARCH
PRACTICE
DIVERSITY TRAINING
- Voluntary
- Longitudinal
- Trainee group composition
- In combination
- Cognitive learning

9. STARBUCKS: RESPONSE TO THE RACIAL PROFILING INCIDENT

10. RESEARCH
PRACTICE
ARTEFACTS

11. RESEARCH
PRACTICE
CHOICE ARCHITECTURE

12. WHAT SHOULD WE CHANGE?
OR

13. 5%
95%

14. CHOICE ARCHITECTURE

15. A SIMPLE EXAMPLE
+ STRUCTURE
+ STRUCTURE + STRUCTURE + STRUCTURE
+ STRUCTURE + STRUCTURE + STRUCTURE
+
+ BLIND EVALUATION
+ INTERVIEWER PRIMING

16. INTUITION?
OR, BEST AVAILABLE EVIDENCE
ENHANCED BY CRITICAL EVALUATION?
GUT FEELING?
TRENDS?

17. BRIEF BIBLIOGRAPHY

19. A different approach
towards your flexible
workforce.
Celebrate freedom. Go FreeFlex.

20. Introduction
Temper is not a traditional temp
agency.
It’s a platform that brings supply and
demand together.

21. 300.000
2019
13.500
55.000
130.000
2018
20172016
Worked hours per month

22. MissionWe enable and inspire everyone
to work for themselves happily

23. Millennial needs*
• Flexibility
• Work/life balance
• Learning and development
• Friendly and inviting working environment
• Enjoyable working conditions
Client needs
• Ease of use
• Hyperflexibility
• Quality of Staff
• Optimal Coverage
• Lower costs
*PWC, Millennials at work, reshaping the workplace

24. Transparency in the Perfect Match
Skills
Social Hygiene
Based on the requested and desired
skills there will be a match between
the demand and supply.
Rating
4,92
Both clients and FreeFlexers
are rated. This is a reflection of
the quality of both parties.
Turnout
98,5%
The turnout percentage shows
how often the FreeFlexer has
been present at their shift.

25. Temper Academy
● Millennials are more committed to their
personal learning and development than other
generations.*
● They want to be allowed to stretch themselves
to the full extent of their abilities.*
● The Academy gives clients and FreeFlexers
the opportunity to invest in their personal
growth and development.
*PWC, Millennials at work, reshaping the workplace

26. Client Performance
Data is king. A consultative and data
driven approach enables hoteliers to
optimize their workforce and
organization.

27. Health Metrics & Drivers

28. FreeFlexer Feedback
“Applied as Barista, but spent the night behind the
dishwasher.”
“I really enjoyed working at your hotel, I hope I can work
more often and can join your flexpool.”
“Food was promised but I got nothing, had only a 10
minute break on a 8 hour shift.”
“The manager was very unpleasant and mean. We were
all working very hard and she only had negative words.
Nevertheless, my previous experiences at your hotel
were positive”

29. How do we see the market evolving?
Human touch in your flexible workforce
Fully involve your flexible staff in your company culture to ensure a
high quality service providing team
Millennials demand greater flexibility
The entire concept of work is becoming more flexible*
Data is king
Hoteliers can use data to make well-thought decisions in order to
become a better employer
*PWC, Millennials at work, reshaping the workplace

30. What is your biggest challenge
regarding your flexible workforce
post corona?

31. Thank you!
Milou van Oosterwijk
Key Account Manager
Hotel Chains
Contact me on LinkedIn
+31 6 - 38 67 96 01
m.vanoosterwijk@temper.works
www.temper.works

33. MAKING THE CALL
SAVING THE TEAM OR
THE BUSINESS

34. • Opened in 2017
• Gathered over 40 International awards
• Temporarily closed due to the directive of the
Government of Yucatan
• All staff has been kept with only about 30%
working for maintenance, gardening, cleaning
and security
• And preparing for reopening
Rocco Bova
GM - Chable’ Yucatan

35. Best HR Practices in Times of Crisis
We have all come to this conclusions.
Once hotels are closed and there are no guests nor staff
around, at the end, a building (no matter how beautiful)
is just a building.
Hence the importance of taking care of your people
first.
When business will come back your company must
have the best reputation possible
The most important assets are PEOPLE!

36. The Easy Choice
Obviously the easy way is to cut on payroll. But then,
what to do when the business will come back?
The sour taste will remain forever in the head of the
people that, after a lot of hard work and sacrifices, have
placed your company where it is today.
Do you really want to burn your reputation like that?
Do you know what the power of social media can do to
your brand?

37. Or Some Other Options
● Salary and benefits cut
● Temporary closure of the business
● Reduction of stocks and purchase
● Reduction of expenses like CAPEX or major
refurbishment
● Revision and reduction or cancellation of other
contracted services
● Unpaid leave

38. During the crisis

39. Communication
Make the team part of the decisions. Explain why and if
possible for how long,
Now, the best leaders will shine. The role of a leader is to
provide a sense of direction, safety and security and
reassurance,
But also to be honest and direct about the reality when
necessary,
Over reassuring may project a sense of ‘’guarantee’’. During
crisis, there are no guarantees,
Ask for suggestions. What else can we do to save the
company (and ultimately, our jobs)?

40. Communication
The toughest day of my career was the day I had to
announce the closure of the hotel.
From that day onwards I kept the communication flowing
by:
1. Creating a Facebook group to ensure that we can
communicate with everyone even if not present.
2. Scheduled weekly calls with senior managers to give
each others updates.
3. Used whatsapp groups to share immediate
messages daily.

41. Ensure you provide correct information. Never
assumptions or rumours. There is nothing worse than
lying or providing incorrect data.
● Provide details about the current situation with the
hotel as well as future plans
● Share government data
● Be more emphatic
● Keep the spirit of the team positive
Communication

42. There is so much free content online available,
This is the time to sharpen the saw,
Review and change SOPs and procedures if and where
necessary,
Train for useful skills like : working from home, time and
tasks Management, crisis Management, etc
Learning

43. Ask the team what activities we can do once opened to
generate sales
Involve them in deciding the process of reopening
Motivate to ensure everyone stay committed to
excellence
Offer moral assistance and guidance to those more
affected
Engage and Support

44. Constant, transparent and honest communication.
Positive, encouraging and forward looking statements.
Provide opportunities to learn and grow while at home.
Keep the team engaged and motivated.
Final Thoughts

45. THANK YOU!