The Best Places to Work in Hospitality 2019

*It's time to reveal The Caterer's 30 Best Places to Work in Hospitality 2019, run in partnership with Purple Cubed and sponsored by Umbrella Training. These are employers who recognise and nurture their people and thereby create a healthy, thriving business. Rosalind Mullen rounds up the contenders

 

Five years ago, The Caterer and people retention specialist Purple Cubed joined forces to find and showcase the 30 Best Places to Work in Hospitality. This annual celebration of employment best practice in companies large and small, established or entrepreneurial, never fails to be inspirational, and this year it is better than ever, with 53% of staff saying they would recommend their company as a best place to work – up 5% on last year.

 

Brexit fever, skills shortages and other factors mean it is particularly crucial that employers strive to attract and retain staff through providing good working conditions and engagement strategies. The good news is that many operators are doing it brilliantly.

 

This year’s people engagement survey shows the industry’s engagement score has increased by 4%, with the average being 81%. What’s significant is that the list is not drawn up by managers or operators. The companies featured in the following pages have been recommended by the majority of their staff, who filled out an anonymous survey compiled by Purple Cubed. This survey rates the performance of their employer in a number of categories, with “being part of a team that respects each other”, “respect for work-life balance”, “positive working environment”, “working as a team to produce results”, “being paid on time” and “communication” emerging as the top six concerns for staff.

 

While the top 30 spans independents and groups across the hotel, restaurant, pub and foodservice sectors, they all share an understanding of how to treat their staff to get the best out of them. They recognise the needs and ambitions of the individual and exceed the minimum requirements of an employer by introducing initiatives ranging from team-building socials to flexible working and tangible rewards. Most importantly, people are given the tools to progress in their careers.

 

What follows are the five shortlisted employers who are vying for a Catey award, followed by the rest of the 30 Best Places to Work in Hospitality in the UK. We asked them to share a glimpse of one or two of their favourite initiatives that might inspire others.

 

Umbrella Training

 

Umbrella Training is an Elite Hospitality Apprenticeship provider, which offers more than 100 years’ hospitality experience, work-based learning and tailored assessment for your organisation.

 

We aim to provide the highest quality training and development and, in turn, create a world-class workforce. We want to serve and support communities who want to thrive in the hospitality sector.

 

As the experts, we understand how important it is for employers to maximise return on investment while implementing new and exciting apprenticeship programmes. So we work collaboratively with our learner and employer partners to deliver quality and consistent training to our apprentices.

 

When you join us, you #ComeUnderOurUmbrella. Using our wealth of knowledge, and our involvement in the apprenticeship reforms, we'll support you through every stage of your apprenticeship journey to ensure you get results. Nine out of 10 learners achieve lifelong learning, sustainable employment and complete their apprenticeship.

 

We look forward to working with you #ComeUnderOurUmbrella

 

THE TOP 30

 

CH&CO -Â SHORTLISTED FOR BEST EMPLOYER CATEY

 

In a nutshell A foodservice provider in sites such as workplaces, venues, visitor attractions, education and healthcare
Location More than 750 sites
Employees More than 6,450
Average staff turnover 1.95% (2019)
Annual sales turnover More than £300m

 

 

CH&Co has grown significantly over the past three years and throughout that time it has used digital communications platforms to bring its thousands of employees across the country together as one team.

 

Take Unlock, for instance, which is already being used by 3,500 employees and has proved particularly effective in improving engagement.

 

From blogs and vlogs to document storage, it keeps everyone across the business up to speed with the latest news, views and inspiration. Senior managers can use it to speak directly with teams around the country, bringing the “one team” culture to life. Crucially, the two-way tool also gives employees the opportunity to ask senior managers questions.

 

Another benefit is that Unlock encourages peer-to-peer recognition with e-cards that allow people to thank, praise and congratulate each other. Plus, they can access employee benefits, such as discounts and cashback offers from retailers â€" one team member saved 23% on the cost of a holiday.

 

Meanwhile, internal social media platform Yammer is proving to be a great way for teams nationwide to share what they’re doing, showcase best practice, and to receive instant feedback. The chief executive regularly flags up employee achievements, for example, while lively polls, such as “to toast or not to toast a hot cross bun?” create a team spirit.

 

Personal development has been made easier, too. The PeopleBank e-recruitment platform helps managers to identify talent and make sure people are in the right roles or can gain experience in other sites. To illustrate the company’s commitment to growing talent, it has 300 apprentices and has added leadership apprenticeship level three and level five qualifications.

 

Inclusivity is taken seriously, too, underlined by the establishment of an LGBTQ+Â which is aiming for Stonewall accreditation. To support this, managers are undergoing mental health awareness training and in 2018 the company achieved Disability Confident Leader accreditation from the government.
And with the gender pay gap a hot topic in the news, it’s worth noting that CH&Co has a 67% lower pay gap than the national average â€" and it is committed to closing this gap further.

 

This is a company that has worked hard to turn its engagement strategy around, as one comment in particular in the Purple Cubed employee engagement survey illustrates: “I’m near 10 years within the company… I left twice and returned. Both times I wasn’t feeling appreciated or couldn’t see any support from the heads of departments. This has changed a lot. The questions are responded to and the people are reachable.”

 

The facts are there, with roughly 76% of respondents saying CH&Co treats its employees well either all or most of the time and nearly 80% saying they are happy all or most of the time.

 

THE GRAND BRIGHTON -Â SHORTLISTED FOR BEST EMPLOYER CATEY

 

In a nutshell An independent, 201-bedroom hotel in an iconic Victorian building
Location Brighton seafront
Employees 300
Average staff turnover 0%-46% depending on the department (labour retention breakdown: 9% of employees with 10 years or more service; 25% with five years; 37% with three years and 70% with more than one year’s service â€" an increase from 47% in 2014)
Annual sales turnover £16m

 

 

Private owners bought the hotel from De Vere Group in 2014 and set about revitalising the employee engagement initiatives to create a progressive business fit for the future. Their aim has been to create a pipeline of talent, drawn locally, developed and “retained but not held back or restricted”. And as the retention rates above show, they are doing something right. In short, they’ve created an inclusive culture.

 

Senior managers, for instance, are equipped to lead their teams with emotional
intelligence and to manage people as individuals. Employee ideas are shared in the Think Grand team, comprised of employee representatives from each department â€" a recent project was an overhaul of staff dining.

 

The business is also focusing on providing its people with good career development, with 57 promotions in 2018, a rise of 24%. Career conversations take place on a continual basis to ensure individuals learn and develop at their own pace. This is supported by a bite-size learning system, MicroLearn, which allows managers to recommend the right route and for team members to map their own journey.

 

Training platforms include a supervisory development programme, which identifies and fast-tracks those with talent. Some 55 employees have so far graduated, 95% of whom were promoted within six months, with another 15 graduating in 2019.

 

There is also a management academy for assistant managers/supervisors, which offers a 12-month programme of workshops. As well as being assigned a mentor, they take part in business projects that allow them to work across different functions on a common goal. So far, the academy has produced 22 future managers and, of the first cohort, 40% grew their career internally, with two rising to head of department roles. Its success has led to the launch of
a nine-month F&B academy.

 

Underpinning the whole business is a culture of thanks and recognition, reinforced through a recently introduced app called Mo (for great “mo”ments). Employees are recognised with “Grands” for delivering exceptional hospitality, which can be exchanged for rewards such as cash, cinema tickets or spa experiences.

 

Responses in the employee engagement survey are impressive, with more than 95% of respondents saying they work well with the team to produce good results and the same again saying that they have a good relationship with their manager. And just about all of them would recommend it as being a good company to work for “all” or “most of the time”.

 

And here’s a comment that says it all: “There is a real entrepreneurial spirit. No idea is a bad one. All opinions and ideas are listened to and implemented where appropriate and viable. I am given the freedom and flexibility to really make a difference. We are looked after, enabling us to do our best every day and to look after our guests.”

 

FIRMDALE HOTELS -Â SHORTLISTED FOR BEST EMPLOYER CATEY

 

In a nutshell Tim and Kit Kemp’s collection of luxuriously designed hotels
Locations Five hotels and three townhouse hotels in London; two hotels in New York
Employees 1,300
Average staff turnover 28%
Annual sales turnover £157.3m

 

 

For the fourth year running, Firmdale has featured on the Best Employer Catey shortlist, having been a high achiever in the Best Places awards. Time and again, this company demonstrates that good business results can be had from listening to employees, respecting worklife balance, offering career development, promoting from within and celebrating successes.

 

Over the past 12 months, the HR team says its people strategy has contributed to a 10.35% increase in revenue, a 1.3% lift in occupancy to 88.6%, an average customer satisfaction level of 91%, consistent levels of employee engagement at 80.7% and a labour retention of 72%.

 

The company is currently building on the success of its Firmdale Live staff interactive days, which showcase opportunities and company culture. As operational constraints meant not all employees could attend, the concept now tours each hotel under the ‘Love What You Do’ banner, making it easy for staff to nip into a designated room during their working day.

 

Activities include ‘spin the wheel’, which lets staff discover the financial and wellbeing benefits on offer, as well as a prize for the best photo uploaded on Yapster â€" a lively exercise that helps promote the company’s internal social channel Firmdale Life.

 

Eight fully-funded English courses boost skills and improve retention. There are six levels, with the top two working towards a B1 GESE exam. The weekly courses run for six months, so employees tend to stay until completion and then often apply for the next level, meaning the company has turned some people from six-month employees into two-year employees.

 

To ensure their international staff have peace of mind around Brexit, Firmdale also arranged drop-in clinics to help EU nationals negotiate the EU Settlement Scheme applications.

 

All of this doesn’t go unnoticed. “My workplace has the best environment, with
people from different backgrounds, where everyone respects each other and does the best they can. I truly enjoy working here as I feel home,” said one.

 

Another commented: “Firmdale in the five years I have been here has always felt like working as part of a family. Like any family you have ups and downs, but you feel supported and encouraged.”

 

The survey also reveals that 81% believe it is a good environment in which to work. The HR team also highlight the fact that a quarter of employees have worked in the company for five years or more.

 

MANOR HOUSE LINDLEY -Â SHORTLISTED FOR BEST EMPLOYER CATEY

 

In a nutshell Opened in April 2018, the five-gold-AA-star, restored Georgian manor has 11 rooms and five F&B outlets, a gym and an events space
Location Lindley, near Huddersfield
Employees 49
Average staff turnover 10% (May 2018 â€" March 2019)
Annual sales turnover Undisclosed

 

 

Sara Presley set out to attract top talent to Manor House way before she actually opened the doors to the hotel in April 2018, reinforcing her intention to create a successful first-class business by setting salaries above the competition.

 

Since then, the hotel’s people culture has clearly worked its magic, attracting applications from staff at leading hotels in North Yorkshire, Chester, London and Glasgow, with a waiting list of 20 candidates for general assistant positions.

 

Indeed, the tone is set before employees join. Job offers, for instance, are sent in black envelopes with gold foil and a handwritten message from the general manager to build excitement. The induction process spans several days and includes being assigned a peer mentor and a bespoke training plan.

 

The strategy has been to recruit talented people who can be trained into leadership roles and, within a year, that is already happening. For example, the restaurant manager is now assistant F&B manager and a housekeeping supervisor is now head housekeeper.

 

As the team is as new as the hotel, building communication and bonds has been key. As well as instigating morning and evening meetings where staff discuss goals for the day, raise concerns or offer feedback, Manor House has also invested in communications system Planday.

 

This platform enables senior managers to incentivise staff by showcasing those who go above and beyond. The employee of the month, for instance, receives a £150 prize, and the employee of the year is awarded a bonus.

 

Feedback indicates staff are sharpening their work ethic to win recognition from management and peers â€" as well as the financial perk.

 

If you doubt the business benefits of creating a happy team, take note that at Manor House, 95% of respondents to the employee engagement survey say they feel they are part of a team that respects each other â€" and 95% also crucially say they want to do a good job.

 

There’s also an embarrassment of positive comments. Here’s one that is typical: “I absolutely love it here! Everyone is amazing and the respect for each other is excellent, like no other job I’ve had before â€" the fact that the Manor House team cares about me is enough for me to stay.”

 

When asked for ideas to make it a better place to work, you won’t be surprised to hear that most comments reflect the sentiment: “None at the moment”.

 

RED CARNATION HOTELS -Â SHORTLISTED FOR BEST EMPLOYER CATEY

 

In a nutshell A privately owned, family-run luxury hotel company
Location 20 properties across the UK, Ireland, Guernsey, South Africa, Switzerland and Botswana
Employees 4,000 globally
Average staff turnover 19% globally
Annual sales turnover £145m

 

 

No stranger to the shortlist in our annual Best Places to Work listing, this family-run company proves time and again that it values its staff â€" from its Gold Standard award from Investors in People, right down to personal touches, such as individually selected Christmas presents for each employee and an annual staff appreciation party.

 

But over the past year the group has seized the opportunity presented by the apprenticeship levy and become the first hospitality company to introduce and fund a degree apprenticeship programme. Six post-A-level students have been given the opportunity to earn while they learn, working four days a week with the company and attending lectures at Pearson College London on the fifth day.

 

Throughout the three-year course they will be mentored by a senior manager and have regular catch-ups with the managing director. And if that isn’t enough, the group has employed its first graduate recruitment and development officer to bolster support.

 

All six degree apprentices have already brought energy and value to the company. They gave an inspirational presentation at the global management conference in March and have become social media champions in the hotels, as well as attending apprenticeship fairs to attract like-minded people into the industry. Due to the success of the first cohort, Red Carnation is continuing the scheme.

 

To strengthen support for all trainees â€" including work experience youngsters,
interns and apprentices â€" the company has also launched a Managing Your Learners training programme to ensure managers have effective tools to engage, support, manage and safeguard young learners.

 

What perennially stands out about this company, however, is the excellent culture of communication, driven by founder and president Bea Tollman. Managers take feedback from their teams seriously and take action where necessary, which has resulted in 97% of respondents to the survey saying communication with their manager is good and 98% saying they trust them.
Comments range from: “It’s a beautiful company to work for,” to “We are very lucky to have an owner who really, genuinely cares and senior managers who work hard and are role models. We are willing to try new things which makes us brave, too, and for me, this means a lot.”

 

6 ALOFT LIVERPOOL
In a nutshell Aloft is a Starwood brand for tech-savvy urbane travellers. The
Liverpool hotel has 116 rooms and a restaurant
Location On Liverpool’s North John Street â€" the first Aloft outside London
Employees 55
Average staff turnover Reduced to 30% from 36% in 2017
Annual sales turnover Undisclosed

 

Aloft Liverpool has spent the past year focusing on its employees, but what stands out among the many initiatives is the investment in a staff chill-out area dubbed the Gaff. Designed by the staff, for the staff, it is kitted out with a Smart TV, Playstation, bean bags and a kitchen, and has notched up 500 likes on LinkedIn.

 

As for employee vibe, respondents to the Purple Cubed survey highlight the lack of hierarchy in the hotel, which they say creates an atmosphere of mutual respect and communication.

 

This is strengthened by annual reviews and regular coffee chats, which give everyone a chance to air issues and discuss personal development. Last year, these talks prompted Aloft Liverpool’s biggest succession planning drive since it opened in 2014, leading to nine promotions. These included a kitchen porter becoming a commis chef, a restaurant team member becoming a supervisor and the restaurant manager being promoted to deputy general manager.

 

With all these engagement initiatives, it’s no wonder the hotel’s employee survey average increased to 90% in November from 70% in 2017, while the Purple Cubed report notes an impressive 100% rating of trust in managers against a benchmark of 82%.

 

Praise from the team is summed up nicely by this comment: “There is no ‘hierarchy’ and the managers have all the time in the world to listen to, train and coach their teams. Listening to the team’s suggestions has enabled the hotel to do better than expected.”

 

7 HEATHROW/WINDSOR MARRIOTT HOTEL
In a nutshell A 382-bedroom hotel with three restaurants, health club and indoor pool
Location Slough, four miles from Heathrow airport
Employees 136
Average staff turnover 21.8%
Annual sales turnover £12.7m

 

What’s impressive about this hotel is that it listens to its employees, as shown by the launch of its “You said; we did” strategy, in response to feedback from an engagement survey.

 

Twice a year, the general manager and HR director gather together employees from each department for an open, honest discussion. To ensure frank feedback, heads of department and supervisors are not invited and the general manager leaves the room for the final 10 minutes of the session, allowing staff to open up to the HR director.

 

The first session focuses on “You said”, asking staff for suggestions on how to make their department and the hotel in general a better place to work. The second session focuses on “We did”, where the managers explain what they have been able to implement and why certain suggestions could not be followed through.

 

Through these meetings, a number of operational and wellbeing suggestions have been raised and implemented. These include bike racks for guests, more comfortable uniforms for staff, improvements to the staff canteen and to the food, and the sourcing of a new taxi company for both guests and staff.

 

The unsurprising result is that 92.2% of respondents to the survey say they find their leaders inspirational and 87.8% say they have good communication with their manager.

 

This is reflected in comments such as this: “The hotel is like a work family, people work together, respect each other. The leadership team is inspirational, supportive and always seeks to drive results … for growth and success.”

 

8 PARIS HOUSE
In a nutshell This three-AA-rosette restaurant serves modern British food and is run as a family business by executive chef Phil Fanning and wife Claire
Loc