The top 30 best places to work in hospitality

Rosalind Mullen

Large or small, independent or international, successful hospitality businesses today all have one thing in common â€" they never ignore the welfare of their staff.

To be at the top of your game and beat off the competition, you know you need skilled, motivated staff. And to stop the competition from poaching them once they are well-trained and on the career ladder, you need to improve staff engagement and retention.

Stacks of research backs up the clear correlation between staff engagement and company profits. For instance, the Corporate Leadership Council’s findings show that engaged companies grow profits up to three times faster and that highly engaged employees are 87% less likely to leave. So why is it that some 65% of employees are unhappy at work, according to Investors in People?

Switched-on operators don’t have that problem. Every year, people engagement specialist Purple Cubed and The Caterer conduct a search to find the 30 Best Places to Work in Hospitality. The companies selected below have all used Purple Cubed’s creative Purple Plan to analyse and showcase best practice.

Key findings from this year’s research show that a positive working environment continues to creep up the ‘What makes a great employer?’ priority list, moving up to fourth place from fifth in 2014. Such workplaces tend to encourage positive communication, team respect, inclusion and employee areas that are treated with the same attention as customer-facing ones.

It is also positive to see that “trusting managers” has entered the listing for the first time this year; demonstrating that hospitality businesses are creating empowerment cultures where their people are encouraged and trusted to do what is right for the organisation.

The three shortlisted employers vying for the Best Employer Catey award are listed over the following pages in alphabetical order, followed by the rest of the 30 Best Places to Work in Hospitality in the UK in their ranking. While most have a range of staff welfare policies in place, we asked them to share a brief glimpse of their most recent or effective initiatives. Prepare to be inspired.

SHORTLISTED FOR THE BEST EMPLOYER CATEY: CAFE IN THE PARK

In a nutshell Set up in 2005 by Carly and Ian Trisk-Grove

Location The Aquadrome, Rickmansworth

Employees 14 full-time

Average labour turnover People stay for a year on average. Four members of staff have been there for more than two years, one for over three and two for over four

Annual turnover £740,000 (2015)

It’s not just the staff who are close-knit at this family-owned café, it is also the customers. In fact, in February it was shortlisted for the People’s Favourite category in the Sustainable Restaurant Association’s Food Made Good Awards. You just have to watch the website video to see how much the friendliness of this cheerful venue means to the people who go there.

When forced to pick out a few examples of what makes this café such a great place to work, there are two that stand out. First, the owners pay their staff a salary so they know what they will take home each month. They never give out zero-hour contracts and all staff get the same starting salary â€" £17,500 â€" because they all do the same job.

Second, they also work with a number of adults with learning difficulties, who volunteer from two to 10 hours a week. This has many benefits. The volunteers have an opportunity to gain work experience and to mix with adults without learning difficulties, and the full-timers gain an understanding of what life is like for people with a learning difficulty.Â

In recognition of its all-round best-practice, this café has been awarded three stars by the Sustainable Restaurant Association for its commitment to society, sourcing and the environment.

SHORTLISTED FOR THE BEST EMPLOYER CATEY: FIRMDALE HOTELS

In a nutshell Tim and Kit Kemp’s collection of uber-cool, unstuffy, luxurious boutique hotels

Locations Five hotels and three townhouse hotels in London; one hotel in New York

Employees 1,200Â

Average labour turnover 28%Â

Annual turnover £105m

Several recognition initiatives have been introduced at this cutting-edge company to promote communication, engagement and employee involvement. The aim is to build employee retention, reduce turnover and also to reward and celebrate success.

It’s clearly doing plenty of things right. Last year, employee retention was 87%, while its loyalty awards, which recognise long service with additional holidays, reveal that just over 20% of employees have more than five years’ service.

Breakfast clubs bring employees together every quarter to give feedback on what it is like to work at Firmdale. Over the past year, this has revealed that staff want more development and internal succession. This has triggered the implementation of a bespoke performance review and communications system (namely Purple Cubed’s Talent Toolbox). The result is that some 23.5% of the team have been promoted or transferred within the company in the past year.

Staff Appreciation Weeks take place twice a year in every hotel where managers organise film clubs, bowling and lunch. This is in addition to afternoon teas every Friday so the team can kick-back and celebrate the week.

Training certificate presentations are held quarterly where those involved celebrate with Champagne and canapés. Some 20.5% of employees are trained every quarter, with more than 120 employees attending each event.

And last but not least, there is the annual company-wide incentive, where staff are invited to put forward a suggestion, spurred on by the fact they will receive a reward if it is implemented.

SHORTLISTED FOR THE BEST EMPLOYER CATEY: VALOR HOSPITALITY EUROPE

In a nutshell A hospitality management company founded in 2014. Part of a US company, this European arm now has 20 hotels in the UK comprising seven Holiday Inns, three Crowne Plazas, three DoubleTree by Hiltons, three Hilton Garden Inns, one Best Western Plus, one Hotel Indigo and two Ramada Worldwides

Location Across the UK with plans to grow to 50 sites in the next five years

Employees 1,700

Average labour turnover 38%

Annual turnover Undisclosed

In 2015, a year after launching its European division, Valor took managers on a roadshow across the UK to introduce employees to the Purple Cubed digital communications hub, Talent Toolbox. This hub has become a one-stop-shop for intranet, news, communications, engagement surveys and performance reviews. The company went from an old intranet system that had fewer than 5,000 views in a year to an engaging platform that generated 259,367 hits in 2015.

Valor did it because the company believes there is a tangible link between employee engagement and sales. Commenting on the decision, managing director Brian McCarthy said: “Lots of companies measure engagement, but we prioritise engagement as a precursor to sales. I know that if team engagement is strong and I can see it living and breathing in the business, it tells me our sales results in three months’ time will be equally as strong.”

Engagement has certainly spawned a number of positive results. These include moving from the bottom of the InterContinental Hotels Group performance league table to the number one spot; a reduction in labour turnover; a rise in employee engagement of more than 5%; a 100% boost in internal promotions; and improved sales and earnings before interest, taxes, depreciation and amortisation performance as well as improved customer satisfaction.

The boost in reputation means the hotel management company is now launching the first AC Hotels by Marriott property in the UK.

4 THE ROOF GARDENS

In a nutshell Set 100ft above London, the Roof Gardens comprises 1.5 acres of gardens, a private members’ club and the Babylon restaurant. It is owned by Virgin Limited Edition

Location Kensington, London

Employees 100 full-time/permanent and 100 casual/part-time

Average labour turnover 29%

Annual turnover Undisclosed

This is a business that has bought into the belief that its people are its greatest asset. Key to the people-retention strategy is respect for staff â€" looking after them and allowing them the freedom to be themselves and flourish.

Several initiatives reinforce this message to staff. Staff welfare days do what they say on the tin. Arranged throughout the year, these days are structured around giving staff healthcare and nutritional advice, massages, nail treatments and pilates classes. For personal welfare, there is also a confidential helpline that staff can call.

Staff are also encouraged to sign up for charitable initiatives which in turn boosts their general sense of wellbeing. This May, some of the team will be bonding while they raise money for charity during a three-day mountain trek.

Back at work, there is a strong focus on mentoring and cross-training to enable staff to learn from the more experienced team members around them.

Should there be any work-related issues, they can air them at the monthly staff consultative committee meetings. There is also a an email channel for suggestions so staff can send ideas on improving the workplace direct to the decision-makers.

To help fresh faces to settle in â€" and create a direct communication line â€" the people development manager and general manager invite them for a coffee and a chat.

But perhaps the best staff perk is getting a day off on birthdays and dinner with a guest at Babylon to help them celebrate.

5 GIBBON BRIDGE HOTEL

In a nutshell A 30-bedroom hotel owned and run by Janet Simpson

Location Forest of Bowland, Lancashire

Employees 35 to 40, seasonal

Average labour turnover 25%, which refers to transient EU labour employed on temporary 12-month contracts

Annual turnover £2m

Gibbon Bridge is a family affair. It opened as a hotel in 1982 when Janet Simpson and her mother decided to diversify from farming. They started with six bedrooms and a bar, but as the business grew, so did the hotel. There are now 30 bedrooms, a restaurant and conference and events facilities set in 23 acres.

As a family-run business, the focus has always been on work-life balance, fair pay and career progression for staff. As Simpson says: “One of the most important aspects of staffing is ensuring that everyone feels valued at all levels. Our ethos has been to create a community and family feel throughout the team.”

Thought, for instance, has been given to the staff living accommodation, which is located in the beautiful grounds around a picturesque pond in a peaceful part of the estate. The addition of a park bench means staff can sit and enjoy the stunning rural views.Â

All the amenities they need are provided, along with gym facilities and bikes. Three meals a day and laundry facilities are available at a minimal charge â€" even when staff are on days off.

To maintain service standards, everyone is given in-house training and the opportunity to learn new skills through taking NVQs. Also, all employees are paid by the hour, so they are not expected to work hours that they are not paid for.

As the Purple Cubed survey reveals, the result is a loyal and happy team. Gibbon Bridge scored a performance rating of 87.5% on being a company that respects work-life balance against a benchmark of 69.94%, and 90.63% against a benchmark of 78.73% on creating an environment where staff work together to produce good results. Some 60% of staff would recommend it as a ‘best place to work’.

6 EGO RESTAURANTS

In a nutshell A collection of individually designed Mediterranean restaurants and bars

Location 10 restaurants across the north

Employees 250

Average labour turnover 20%

Annual turnover £10m

There’s a lot going on at Ego. Starting at the top, all of its general managers are given bonuses relating to performance as well as a percentage of net profit every month. This gives the managers more responsibility over their profit and loss, provides uncapped earnings and creates ownership. More specifically, it keeps managers engaged and motivated about leading their team towards sales growth.

Head chefs are also on bonus schemes. These are related to a monthly kitchen audit to ensure environmental health standards are consistently exceeded and kitchen stock is maintained correctly. The chefs receive a bonus if they pass their audit and if they meet their monthly food gross profit percentage.

As for the rest of the team, they are recognised in a number of ways. One canny incentive is linked to the mystery guest scheme, whereby staff who help generate a 100% report get £100. Unsurprisingly, this has seen a general rise in standards and enthusiasm for training. In fact, there are training plans for all new starters and full-time staff.

In addition to each restaurant recognising an employee of the week, there is also a company-wide employee of the week, who receives a bottle of Champagne and a voucher.

To keep staff in the loop, the company’s weekly newsletter shows financial updates and includes a message from the chief executive recognising hard work. General managers also add comments on trading and add congratulations to the named employee of the week. Staff perks include meals during shifts from the menu at no cost, plus staff discounts across the Ego portfolio.

7 THE LONDON EDITION

In a nutshell Part of Edition Hotels, a slick, uber-cool hotel with 173 Ian Schrager-designed rooms and Michelin-starred chef Jason Atherton overseeing the restaurant

Location Berners Street, London W1

Employees 350

Average labour turnover 5% a month

Annual turnover Undisclosed

The London Edition arrived in 2013, launching a new-generation luxury hotel in the UK created by Ian Schrager working with Marriott International. This city-slick luxury hotel in the heart of Fitzrovia combines innovative design and modern dining and entertainment with personal, friendly service.

To keep it like that, there’s a concerted effort to maintain high employee engagement. The challenge is that the HR policy is to recruit employees on personality and attitude, so many staff have never previously worked in hospitality. To ensure standards remain high, they therefore have to use cutting-edge recruitment, training and engagement strategies.

A simple but fun one that catches the attention is the hotel’s social agenda. As most staff rarely get the chance to experience five-star service themselves, the hotel arranges monthly events to help connect them with the cool Edition culture. These include private cinema viewings, art competitions, pub quizzes, boat parties with on-board DJs, family barbecues and parties in VIP venues.

This is a switched-on company, so the HR team also arranges pop-up employee parties on the hotel’s private rooftop. That way managers and staff can get to know each other in more relaxed surroundings.

8 LOVELY PUBS

In a nutshell A group of eight pubs

Location In the heart of the Warwickshire countryside, convenient for the NEC and the ICC

Employees 325

Annual turnover £15.132m (net of VAT)

Direct wages cost (including NIC) £4.094m

Here’s a business where staff can really shimmy up the ladder â€" one senior manager has recently become a working partner within the business, for instance.

To make sure everyone has a chance to find their potential, the company recently introduced an online training system to ensure all training and standards are high. This not only develops staff in all areas of the business, it also enables them to work in other Lovely Pubs.

There’s an inclusive culture of management, borne out by the fact 92.4% of respondents said they trusted their manager. To keep them engaged, the teams are taken to meet suppliers and see how the produce is made. One group recently went to the Purity Brewery, while another went to Rioja in Spain with Bibendum Wines. The managers have also taken kitchen staff to London to experience a range of restaurants and inspire new menus.

Lovely Pubs is also working with three local colleges to encourage students to consider a career in catering. It takes students on visits to various suppliers, including its butcher (Farm to Fork) and a brewery (Grain to Glass). The youngsters then help to cook and serve the produce at one of the pubs to understand how a busy catering establishment works. Occasionally, catering students are invited to take over a pub for an evening so they can design a menu, cook, serve and interact with guests.

9 PBL CHEFS

In a nutshell A temporary employment agency for chefs, set up in September 2014 by Phillip Houlihan

Location Based in London

Employees Approximately 200Â

Average labour turnover Approximately 8% â€" this varies due to chefs leaving the country and returning or taking up permanent positions

Annual turnover Predicted £550,000

This relatively newly-fledged agency manages a broad book of temporary chefs for clients as diverse as Michelin-starred restaurants, sporting events and gastropubs. The company also sets out to ensure that its chefs get the right opportunities to enhance their career.

To build camaraderie and loyalty, the company recently offered an incentive scheme that rewards employees with the chance to let their hair down and enjoy a meal and drinks at a top destination in central London. This also gave managers the opportunity to socialise with employees in a non-work environment.

As an employer, it seems to have hit the ground running. According to the Purple Cubed survey of staff, 92.31% of employees said they feel they are part of a team that respects each other and nearly 85% said everything was in place to do their job well.

This comment from a chef sums it up: “Great environment to work in, feel part of a family, which is important to me.”

10 ACCENT CATERING

In a nutshell A specialist independent caterer serving the business and education sectors

Location Across more than 50 contracts and a headquarters in Staines

Employees 450Â

Average labour turnover 16%Â

Annual turnover £12mÂ

The reward and recognition of staff is a cornerstone of Accent’s HR policy. To that end, it has started a ‘Shining Stars’ employee programme that runs every quarter to acknowledge outstanding service by employees at all levels. Those who go the extra mile are congratulated by the company directors and receive a bonus.

Their achievements are also highlighted in the Shining Stars newsletter, which is distributed throughout the company every quarter and pinned to the staff noticeboard. This noticeboard is a useful tool. It works not only to recognise the winners of the award, it also creates a sense of cohesion and community. Through it, employees can keep in touch with each other’s news, or share recipes or ideas.

The reward and recognition scheme links personal performance to the overall company goal and is successful in motivating employees, with 90.79% saying they feel part of a team that respects itself and nearly 90% saying the team works well to produce results.

11 BENNETT HAY

In a nutshell Bespoke hospitality services provider run by Anthony Bennett and Robin Hay

Location Based in London

Number of employees 123Â

Average labour turnover 25%

Annual turnover UndisclosedÂ

One comment in Purple Cubed’s survey from a member of staff sums up the culture at Bennett Hay: “The management are fair, approachable and I feel as if I am part of the same team as them. Pay is always on time and questions are answered quickly. They have really helped out my workmates with personal issues too.”

In May 2015, the company launched a Health Cash Plan benefit, an annual allowance that employees can spend on their health and wellbeing. The broad choices include physiotherapy and chiropractic treatments, podiatry and chiropodist treatments, dental treatments, a health assessment, gym membership, hospital cover and access to a counselling service.

The decision to focus on health was driven by the recognition that jobs can be physically demanding, so this was a means to encourage people to take care of themselves. As it enters its second year, it reckons the plan has had a positive impact and feedback is good.

In February, it’s also invited all staff to its second annual dinner at the five-star Berkeley hotel in London to celebrate the Guest First Awards. The winners were those staff who had gone the extra mile to “delight and anticipate the needs” of the client or guests.

Perhaps most surprisingly, this company gives shares to its top performers every September â€" and then buys them back at a multiple based on the growth of the business in five years’ time.

**12 REDEFINE BDL HOTELS**Â

In a nutshell An independent hotel management company working with 64 hotels under brands such as Holiday Inn, Crowne Plaza, Doubletree by Hilton and Aloft

Location There are two offices â€" one in Glasgow and another in Brentford, London

Employees 140Â

Average labour turnover 20.16%

Annual turnover £12mÂ

An increase in the global travel market and a rise in the number of hotels being opened fuelled Redefine BDL’s bumper 2014. Continuing rapid expansion saw the addition of 22 hotels and consolidated its ambition to enter Europe. None of which would be possible without its strong team.

Indeed, Redefine BDL has been focusing hard on its internal communications strategy to ensure that staff are kept informed. Collaborations across HR, IT and marketing resulted in a combination of innovative communication methods to keep all employees up to date with changes, as well as providing a forum for networking and to share best practice.

The company used social media groups on Facebook and LinkedIn to share documents and photos informally. A particular breakthrough has been embracing Skype for business meetings, which has resulted in reduced travel costs.

13 THE GRAND HOTEL

In a nutshell A five-star 152-bedroom property, which has been in Elite Hotel’s five-strong portfolio since 1998

Location Eastbourne, East Sussex

Employees 170Â

Average labour turnover 20% (most recently 16%)

Latest annual turnover UndisclosedÂ

Staff at the Grand Hotel seem a happy bunch, as shown by the fact labour turnover has recently reduced from an average of 20% to 16%. Their good mood is no doubt helped by the fact the company is successfully developing talent â€" with more than 30 internal promotions since April 2015.

As a member of Investors in People, this hotel has worked hard to engage staff. But some of its initiatives are surprisingly simple. Last year, for instance, it implemented a “virtual staff noticeboard” in light of the fact most staff didn’t have access to email, nor did they read noticeboards. The result is a closed Facebook page called the Grand People Page. This lively communication tool is used to post photographs of training days and of winners of GEM awards, employee of the year and so on. It is also used for urgent messages, as well as internal vacancies and to announce new starters or celebrate promotions.

About two-thirds of staff have joined the group and it is proving to be a nifty means of getting information out quickly.

14 THE HEADLAND HOTEL

In a nutshell A 96-bedroom, four-star hotel with an award-winning spa, luxury cottages an