The superstitious say bad luck comes in threes. Several years ago, that may have been true for the B. F. Saul Co. hotel division as it struggled with three issues: annual team member turnover that approached triple digits, guest satisfaction ratings that fell below brand averages and a division’s workers’ compensation insurance premium in excess of $1 million annually. However, by leveraging the power of the company’s quality pledge as its employment brand, B. F. Saul transformed its bad luck.

The B. F. Saul hotel division, based in Bethesda, Md., owns and operates 19 hotels in Washington, D.C., Maryland, Virginia, Florida and Michigan. Eighteen of the properties are mid-market, business-class hotels that operate under franchise agreements with IHG, Marriott and Hilton. The 19th property is The Hay-Adams, a luxury property in Washington, D.C., that overlooks the White House. The hotel division employs more than 1,100 employees, which it refers to as team members.

The physical demands of the work required in the 24/7 hotel business, potential workforce demographics and the presence of many independent owner/operators who offer limited benefits and variable workplace cultures make talent management a serious challenge in the hospitality industry. High turnover rates cause training and development challenges, which lead to inconsistencies in both the guest and team member experience.

Fostering Team Member Engagement

From 2000 to 2005, B. F. Saul struggled with turnover that ranged from 72 to 92 percent. But a change in HR leadership for the hotel division in 2005 brought a new vision. The company established its quality pledge, Our Big 3, as the hotel employment brand, leveraging its message to create a culture that would foster higher satisfaction for both guests and team members. Our Big 3 states that B. F. Saul will provide:

1. Happy, professional team members who demonstrate aggressive friendliness.

2. A clean, crisp, safe property where everything works.

3. An environment where guests and team members receive all they expect as employees are empowered to satisfy guests, ensuring their willingness to return.