Building The Culture At The Confidante Hotel
2020 / Miami Beach, FloridaProject Overview:
One week of culture data collection followed by a data-based recommended action report.
Date:
Fall 2020
Project Purpose and Methods
This project developed from a previous relationship that we had with Hyatt Hotels after some work with them at other properties. We were asked to come down to The Confidante Hotel, which is a part of their Unbound lifestyle hotel collection.
Main Project Goals:
-Accurately measure the cultural health of the hotel
-Provide data-based feedback and action items on culture
-Follow through with re-analysis and assistance with implementing the action
The Methods
The data collection took place over the entire property, with the staff allowing us access to all areas in order to be able to collect as many data points as possible. The data was collected by two staff members over a period of five days. The type of data collected was behaviour-based body language and conversation data, as well as interviews. All data was coded using the methods that Boost Innovation created for our Culture Analytics.
The Data
More than 2700 behaviour data points were gathered over the 5 day period, we analyzed the data by running it through our Culture Analytics model. The results were presented in person, in written report, and followed up on with Hyatt leadership.
Report Snapshots
The Reports
These snapshots are designed to demonstrate some of the reporting provided after data collection and analysis. We have left out some aspects of the report that revel any sensitive information. The +56% number indicates positive culture growth (a healthy culture) as anything positive indicates a healthy workplace culture. The graph demonstrates the predicted change in culture health with and without our action items being implemented.
FEEDBACK & CHALLENGE SEEKING
One of the lowest scores is the willingness to seek feedback independently. This is connected with our mistake theme, but it is more widespread than that.
Numbers: Less than 10% of staff observed exhibited a willingness to seek feedback and challenge over our observation period.
Meaning: Though we all want feedback and challenge to be accepted and used, building a culture where it is sought out and pursued should be considered the gold standard. Given the critical value of feedback for performance, organizations are encouraged to create situations that encourage feedback seeking, reduce perceived feedback-seeking costs, and improve interactions between employees and feedback sources. (Williams et al,. Journal of Applied Psychology. 1999).
CLARITY OF EXPECTATIONS
Clarity of expectations represents data points where expectations were either made explicitly clear, or not clear enough, and then connected with survey responses.
Numbers: Approximately 30% of respondents indicated lower levels of clarity of expectations, and that number jumps to over 40% when we look just at housekeeping. In addition, we saw trends indicating lack of clarity in communication procedure (ie. email, text, etc) and what the method of disseminating information is and (perhaps more importantly) is not.
Meaning: This number, combined with the fact that over 80% of staff across the board responded with high levels of having required resources, shows a need for frequent and authentic communication.
Actionables: Prebrief & Debrief moments, Mutual building, Agreement
OWNERSHIP OF TASK
Task ownership is represented in data coding as moment of ownership of what they someone is doing, in addition to a connection to the surveys.
Numbers: Normalized scores show an overall ownership score of 47 which is lower than small organizations but strong for one of the Confidante’s size. The ownership scores of the hotel in general (45) also indicate strong growth tendencies. Ownership of job specific tasks (28) was lower, and ownership of tasks specific to COVID (22) was the lowest score.
Meaning: We seek to have ownership scores in larger organizations be comparative to ownership scores in medium and smaller ones. This is not to say
INTER-DEPARTMENTAL COMMUNICATION AND INCLUSION
In line with Hyatt’s values, the general mindset of inclusion and diversity in respect to guests and general culture was not identified as being a concern. However, the inclusivity of colleagues from across departments was identified as a concern due to the increased value of it from COVID 19 effects, new leadership, and the need to grow in new ways moving forward.
Numbers: Food and Beverage (27), Leadership (24), and House-keeping (23) all expressed high levels of seeing benefit in an increase in inter-departmental communication.
Meaning: The most important way to look at this is that we have an opportunity to really increase awareness and connectivity between departments. Some want it, but because only some really see the need for it, all would benefit from an increase in understanding,
awareness, and connecting.
Actionables: Innovation & Collaboration Team designed to build understanding of roles and responsibilities and critically look at challenges through a new lens.
