Latin America

+5pts

North America

+10pts MENA

+10pts

SSA

+4pts

APAC

+19pts

Europe

+12pts

Hospitality engagement is significantly above the Global Norm. What are the parts of the employee experience in hospitality that have the biggest impact on engagement?

• Adaptability: Developing a workforce that adapts well to change.• Transparency: Senior leaders clearly explain how strategy

will be achieved.• Staffing: Sufficient staffing levels to get our work done.

ManyofthehospitalityorganizationsKincentricpartnerswithhavesucceededindrivinghighlevelsofemployeeengagement.Howhavetheycrackedthecode?

Buildthefoundation

Wheredohospitalityorganizationsexcelmost?*

Inclusion: Employees feel treated equally regardless of race or ethnicity.

CulturalAlignment: Employees are comfortable with their company’s culture and values.

CustomerFocus: Employees are motivated to exceed customer expectations and treat all customers fairly.

Whatdifferentiatestopquartilehospitalityorganizationsfromtherest?**

Rewards: Pay is perceived as fair, and benefit plans meet employee needs.

EmployeeExperience(eX): Deliver an employment experience that is consistent with what has been promised.

What are the best doing right?

Employee Engagement in Hospitality

HospitalityEngagement:DifferencefromMarket/RegionAverage

Engagement

65%78%

86%

21+ pts above market average

11 to 20 pts above market average

1 to 10 pts above market average

Similar to market average

Below market average

1

‘Hospitality’ is defined as organizations whose primary focus is ‘hotels and leisure’: hotels, resorts, cruise lines, casinos & gaming, and other consumer leisure facilities * Overall favorability** Hospitality with above top-quartile engagement compared to hospitality with below top-quartile engagement

Kincentric Global NormKincentric Hospitality AverageKincentric Hospitality Top Quartile

EngageyourPropertyManagers

Clientcasestudy

Property managers are pivotal roles within hospitality organizations, and their top engagement drivers differ from non-PMs.

• Supervision: Their direct superior acts ethically, with integrity and sets clear expectations.

• Inclusion: Employees within their property provide equal and inclusive service to all guests.

Where are Property Managers more positive about the work experience compared to non-PMs?

Background:• Kincentric has been partnering with this large, global hospitality client

for more than 3 years, measuring engagement and the workexperience of more than 100,000 employees each year.

• We provide a full suite of employee lifecycle solutions for this client,including engagement, onboarding, exit, 360, and pulse surveys.

• Like many hospitality organizations, they are focused on providing atruly exceptional guest experience and fending off competition fromindustry disruptors.

Across our high-performing hospitality clients, communicatingsurveyresultsandtakingactionarekey.

At this client there is 96%engagement amongst those employees who strongly believe that survey results are communicated to their team, and 98%engagement amongst employees who strongly believe that the right actions are taken as a result of employee feedback.

Byunderstandingtheuniquedriversofengagementforkeypopulations,ourhospitalityclientsareabletofocustheireffortsontheareasthatmattermost.

UniquedriversofEngagementforBabyBoomers:• Sense of accomplishment from their work

UniquedriversofEngagementforGenZ:• Manager support• Manager demonstrates care• Manager takes initiative to own solutions

UniquedriversofEngagementforPropertyEmployees:• Performance management successfully identifies strengths and

improvement areas• Organizational structure helps with achieving work goals• Attract the people needed to achieve goals• Promote the people needed to achieve goals

www.kincentric.com/contact-us

3

CS

Work is fairly distributed

Survey results are used to recognize successes and make improvements

Senior leaders are visible and accessible

Survey results are shared with employees

Fair pay

95%77%

96%81%

98%84%

96%82%

85%71%

Response to:Results from the last employee survey were

communicated to my team

Response to:Based on the results of the last survey, we’ve done the right things

Strongly Agree

Agree

Slightly Agree

Slightly Disagree

Disagree

Strongly Disagree

Engageearly

As in other industries, Millennial and Gen Z hospitality employees have lower average engagement levels.

Gen Z has lower engagement and intent to stay across tenure levels, but they stay engaged longer through the first year of employment.

2

HoSPitALity AvERAgE ENgAgEMENt

generation XBabyBoomers

generation ZMillennial

81%82%

76%

74%

Baby Boomers generation X Millennial generation Z

< 0.5 1-2 6-100.5-1 2-5 11-15 16-20

yEARS oF tENURE

76%78%

80%76%79%78%

86%84% 85%

86%86%88%

87%

73%74%

81%

81%83%

85%82%83%83%

Property Managers Non-Property Managers

% of employees that are engaged

96

80

40

32

30

27 19

20

27

44

85

98