Meyer Jabara Hotels’ Journey Culture Reaping a 75% Employee Retention Rate
Implementing principles of continuous cultural improvement is slashing the management company’s turnover rate through empowerment and accountability
Meyer Jabara Hotels is reporting a 24.20% turnover rate through the first half of 2023. With the U.S. Bureau of Labor Statistics citing 70% to 80% turnover annually as the industry norm, this 46-year-old hotel ownership and management group is obviously doing something right. With hotel operators still feeling the sting of the “Great Resignation,” MJH is revealing its secret to employee retention success.
“Our biggest competitive advantage is what we call The Journey,” said Justin Jabara, president of Meyer Jabara Hotels. “It’s a culture based on the Journey Management System coached by renowned author, consultant and speaker, Dr. James Belasco. The cornerstone of The Journey states that ‘all of us collectively are better than just one of us.’”
In his book “Flight of the Buffalo,” Dr. Belasco writes: “What leaders really want in the organization is a group of responsible, interdependent workers, similar to a flock of geese. I could see the geese flying in their “V” formation, the leadership changing frequently, with different geese taking the lead. I saw every goose being responsible for getting itself to wherever the gaggle was going, changing roles whenever necessary, alternating as a leader, a follower, or a scout. And when the task changed, the geese would be responsible for changing the structure of the group to accommodate, similar to the geese that fly in a “V” but land in waves. I could see each goose being a leader.”
It is this paradigm on which MJH has built its Journey leadership principles:
Leaders transfer ownership for work to those who execute the work.
Leaders create an environment for ownership where each person wants to be responsible.
Leaders coach the development of personal capabilities.
Leaders learn fast themselves and encourage others also to learn quickly.
Empowering Employees
Empowerment is a key theme of The Journey at Meyer Jabara Hotels. Employees are taught that they have the Power (training to make skilled decisions), Permission (authorization after training is complete), and Protection (ongoing coaching if a mistake is made) necessary to embrace decision-making for the good of guests. For instance, rather than having Corporate Director of F&B Guy Reinbold dictate all menu items at each Meyer Jabara hotel, he sits with F&B teams and asks them about local favorites, family recipes, and what has worked previously. This approach is cultivating F&B sales that are growing year- over-year.
“We don’t just say, ‘you’re empowered,’ and that’s that,” Jabara said. “Rather, we give our associates the ‘3 Ps’ to help them make decisions and act appropriately and professionally. We will never put our people in a position where they don’t have the skill or training to be successful.”
A case in point: If a guest is angry, front-desk associates are empowered to resolve matters, depending on their experience level – such as removing a charge or switching the guest’s room – without calling a manager. Provided the agent makes decisions “above their waterline” (or things they are trained for) they are not punished if a decision backfires. Conversely, deciding below their waterline – such as “comping” a full week’s stay without consulting a supervisor – will result in further consultation.
Employee engagement is also encouraged and appreciated. For instance, rather than having Corporate Director of F&B Guy Reinbold dictate all menu items at each Meyer Jabara hotel, he sits with F&B teams and asks them about local favorites, family recipes, and what has worked previously. This approach of engaging the whole F&B team is cultivating an environment that is increasing F&B Sales year over year.”
Reflecting Great Service, ‘No Stuffy Left Behind’
MJH is serious about recognizing and rewarding exemplary performers. The company’s annual executive retreat features a formal dinner honoring 10 workers who best represent the company’s culture – these people are the “Mirrors of Meyer Jabara Hotels.”
“Last year the Courtyard by Marriott North Canton’s head of housekeeping won a Mirror award after noticing that many children accidentally leave their favorite stuffed animals behind,” Jabara said. “Each time a forgotten stuffy was found, the housekeeper wrote a coloring book featuring that specific stuffed animal’s adventures at the hotel – riding down the laundry chute, eating at the breakfast bar, etc. – with illustrations drawn by a friend. Then, the housekeeper would mail the stuffed animal, book, and crayons to the child all at her own expense. “The selfless actions taken by this valued employee is a true embodiment of our Journey culture,” Jabara said. “This is a guest service that goes above and beyond what is required of our associates, and it exemplifies the benefits of empowering our people to act for the good of our guests. We commend her for her creativity and dedication to service and are extremely proud of this initiative.”
Numbers Don’t Lie
The latest Unifocus report shows that Meyer Jabara Hotels’ employees are the happiest they’ve ever been, with scores from its recent Associate Opinion Survey the highest on record. Jabara said he attributes this achievement to the fact that 90% of associates are living – and loving – The Journey. That is evident in the fact that 111 current associates have been employed by MJH for five or more years in the following roles: front desk clerk, chef, accountant, maintenance engineer, bookkeeper, general manager, director of purchasing, overnight cleaner, receptionist, sales secretary, controller, night auditor, housekeeper, laundry, security, banquet houseman, web designer, and even legal counsel.
Spearheading The Journey culture at MJH are Gail Clarke, senior vice president of human resources – a position she has held for the last 37 years – and Terri Tucker, a consultant and thought leader facilitating Dr. Belasco’s Journey Management System.
“The Journey culture creates differentiated and repeatable experiences for guests – if a service touch succeeds at one property, it likely will work at others,” Clarke said. “I have seen housekeepers put Christmas trees in guests’ rooms during the holidays and heard about GMs placing sports team hats on beds of guests who come into town to attend ballgames. Those small gestures make a BIG impact, resulting in both staff and guest loyalty.”
Tucker said she heard a newly onboarded employee describe Meyer Jabara Hotels as “the most bizarre company he ever worked for.” Inquiring why, the new hire said: “I went to my first staff meeting this week and everybody was high-fiving and hugging each other. Where I worked before, everybody was out to get each other. I’ve never seen anything like it. It’s amazing!” “It’s these heart connections that are binding people to management and each other, and it’s why they choose to stay with Meyer Jabara Hotels,” Tucker said.
To learn more about The Journey, click here. For information on Meyer Jabara Hotels, visit www.mjhotels.com.