Creating loyal workers within the hope that tourism will quickly return to regular

One of the things the tourism and travel industry has learned from the COVID-19 pandemic is the importance of having good and loyal employees.

1. The tourism sector is known for its high turnover, possibly due to often low wages and sometimes capricious managers.
2. Employees are the frontline people who determine the tourism experience for any business.
3. It would be up to employers to build employee loyalty if the goal is a successful company.

Everyone seems to want loyal employees, but few tourism companies seem to know how to gain that loyalty. Indeed, tourism is known for high turnover, low wages and often capricious management. It is a mistake to overlook the fact that employee-employer relationships often affect the tourism experience and can become an important form of positive or negative marketing.

Good management fosters loyalty and often leads to customer service that creates repeat customers. To create this employee loyalty Tourism treat offers some suggestions to increase employee retention and improve customer service.

– In an industry like tourism that people want to stay in for a few years, the employee experience is almost or as important as the customer experience. Some of the main reasons tourism workers often complain about their work are the lack of clearly defined goals, the lack of challenging work, and the lack of fair compensation. These are three areas in which tourism management must ask itself profound questions. Employees cannot do their job if the job description changes daily. Similarly, dead ends with no opportunity for advancement lead to refusal to do a good job. In a dynamic business like tourism, you treat employees as if they were guests.

– Make sure employees know you are part of a single team. Often the tourism management has been accused (and sometimes fair) of compensating themselves first and then only worrying about the staff afterwards. Good employers understand that raises are far more important to those at the bottom of the ladder than to those at the top. Make sure you lead employees by example, not just words.

– Determine what you expect from the employees. Do not accept anything. Employers have the right to expect that decency information will remain private, that personal issues should not affect job performance, and that employees should listen before acting. Employers not only have the right but also a duty to cut off workplace gossip, enforce laws that protect other workers from hostile jobs and from issues of sexual, ethnic and religious discrimination.

– Help employees understand what kind of customer service to provide treat them as customers. Tourists tend to define good customer service as reliability, responsiveness, and value for money (money). Think about how you can translate these basic ideals into the work environment. How reliable are you, do you keep promises or just make them? Do you respond to special needs or just cite company regulations and enjoy (keep) employees doing their job or do they just devote time to get a paycheck?

– Employees work best when they are rewarded for a good job. Positive strokes often do a lot more than negativity. Be specific when complimenting co-workers, and remember that small rewards that are given often often work out more than a large reward that is only given once or twice a year.