Tag Archives: Hotel Employees

by | October 2, 2010 · 11:18 am

Hospitality Industry Employee Risks: Equal Employment Opportunity Commission (EEOC) Filed A Federal Lawsuit Against Hotel Owners Alleging “Pattern Of Racial Discrimination” In Hiring Hispanics Over Black Applicants

A federal lawsuit filed Thursday by the Equal Employment Opportunity Commission against the owners of an Eastside hotel claims black housekeeping employees were fired after they complained that Hispanic workers were paid more for doing the same work.

The suit, which alleges a pattern of racial discrimination against the hotel’s housekeeping staff and job applicants, also said the black workers were openly told they’d be fired and replaced because Hispanics cleaned better and complained less.

The EEOC filed the suit claiming racial discrimination on behalf of five fired employees of the Hampton Inn, 2311 N. Shadeland Ave., plus a group of black applicants who sought jobs at the hotel.

The EEOC suit also claims the hotel management destroyed employment records sought by the agency going back nearly two years. Incidents in the suit allegedly occurred from September 2008 to June 2009.

The suit seeks back pay and reinstatement for the fired employees, and it seeks unspecified compensation for other blacks denied employment on the basis of their race.

Hotel owners New Indianapolis Hotels LLC and Hement Thacker of Georgia could not be reached for comment. Attorneys in Indianapolis and Georgia, who formerly represented the hotel owner, declined comment.

Though employment records have been destroyed, the EEOC estimated about 30 to 35 applicants sought work at the hotel and may have been denied work based on their race.

For more:  http://www.indystar.com/article/20101001/LOCAL1803/10010388/1003/BUSINESS/EEOC-s-bias-suit-targets-hotel-on-Eastside

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by | September 29, 2010 · 6:51 am

Hotel Industry Employee Issues: Study Finds That “Front-Line” Employees That Are Envious Of Co-Workers Represent Potential Risk To Guest Relations

“Limiting envy is crucial not just to the success of the employee in his or her career, but it’s crucial to the success of the hotel itself,” said O’Neill. “The success of a hotel lies in how it treats its guests.”

Guest relationships can become collateral damage when hotel employees envy the relationships co-workers have with their bosses, according to an international team of researchers.

In the study of front-line hotel employees — desk staff, food and beverage workers, housekeepers — workers who have poor relationships with their bosses were more likely to envy co-workers with better relationships with supervisors, said John O’Neill, associate professor, School of Hospitality Management, Penn State. The study showed that the envious workers also were less likely to help co-workers or to volunteer for additional duties. The researchers report their findings in the current issue of International Journal of Hospitality Management.

“People who are less envious often go above and beyond their normal job duties to do things like cover for an employee who has gone home to help a sick family member,” said O’Neill. “Conversely workers who are more envious are less willing to perform these additional duties.”

Front-line employees are typically hourly employees who interact directly with guests. Since these employees have personal contact with guests, people staying at hotels become the unintended victims of on-the-job envy, according to O’Neill, who worked with Soo Kim, assistant professor, management and information systems, Montclair State University, and Hyun-Min Cho, tourism policy research division, Culture Contents Center, Republic of Korea.

For more:  http://live.psu.edu/story/48699

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by | September 28, 2010 · 5:50 am

Hotel Industry Security Risk Management: Hotel Surveillance Systems Used For “Outsider” And “Insider” Threats As Video Systems Perfect “Facial Recognition” Systems

“A homeless person was trying to sneak into the hotel, and we got a shot of him and put it in the system,” explains John Alan  Moore, the hotel’s director of security and life safety, by way of example. When the video system picked him up trying to enter the hotel again, the system sent off an alert, so security might escort him off the property.

“…the hotel isn’t just monitoring for potential outsider threat; it’s also keeping an eye out for rogue insiders, too.The hotel is using facial recognition to monitor employee behavior, paying particular attention to any former employees who leave on less-than-pleasant terms. All employees are informed that video monitoring of them takes place…”

As open buildings, hotels are typically on guard for any signs of trouble. So it’s no surprise that the downtown Hilton Americas-Houston just upgraded its video-surveillance system, installing one based on 3VR Security’s digital recorder platform for the sake of efficient retrieval of video footage for research.

Americas-Houston’s new networked digital-video system also includes facial recognition capability so Hilton can input a digital facial image that can send out an alert related to that individual if picked up by the video surveillance cameras.

But the hotel isn’t just monitoring for potential outsider threat; it’s also keeping an eye out for rogue insiders, too.The hotel is using facial recognition to monitor employee behavior, paying particular attention to any former employees who leave on less-than-pleasant terms. All employees are informed that video monitoring of them takes place.

The video system monitors the areas where employees come to punch into time clocks in order to verify the person’s identity. But perhaps more significantly, the facial recognition system is used to watch for any suspicious activities of employees or former employees.

“If someone leaves under bad conditions, we set up alerts for that,” Moore says. If the former employee suddenly showed up at the hotel, the video surveillance system would send out an alert.

In any serious cases related to any trouble, the video surveillance footage is stored and can be e-mailed to insurance carriers or the local district attorney. The system has 1TB each of storage and backup and only saves movement in clips.

The video surveillance system is used far more often for examining more mundane problems, such as when a guest complains of misplacing an item or wondering where the valet is. And the hotel isn’t doing facial recognition of its guests — though it would be nice to know whenever a top celebrity might walk through the door.

Read more: http://www.sfgate.com/cgi-bin/article.cgi?f=/g/a/2010/09/27/urnidgns852573C400693880002577AB003BA3C6.DTL#ixzz10pcTDCVe

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by | September 7, 2010 · 10:57 am

Hospitality Industry Employment Risks: Hotel Management Must Take Steps To Mitigate “Workplace Violence” By Having Relevant Policies In Place

Threats derive from a complex number of sources that may trigger violence. These may include policies that some employees find objectionable, such as a bad performance review or constructively intended criticism; rivalry or disagreement between employees; failed or drama-filled romance with a co-worker; and stressful or discourteous interactions with customers (who may themselves be sources of violence).

“…employees have benefited from stress-reduction classes or lessons in tactics to diplomatically handle difficult people…”

Most commonly, the violent act is undertaken by a terminated employee who becomes disgruntled and feels there is nothing to lose.

    Prior to making any new hires, an employer would be wise to assess the risks and set up relevant policies that at least address the most common threats. This evaluation might begin with an assessment of the premises. Sometimes the most serious threat is external. Depending on the type of business they conduct, employees may routinely expect to handle contentious or emotionally distraught customers. Other workers, perhaps those who handle large cash transactions or valuable merchandise, may be targets of robbery.

    Short of creating a high-security compound, employers can take some precautionary measures in these cases. Mitigating features can include alarm systems, security cameras or guards, an employee-controlled buzzer on the entrance door and even bulletproof glass.

    Another approach that may be less obvious, yet is effective, is for employers to train employees on how to avert bad situations. For instance, employees have benefited from stress-reduction classes or lessons in tactics to diplomatically handle difficult people.

For more:   http://www.workforce.com/section/legal/feature/employers-prevention-workplace-violence/index.html

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by | August 28, 2010 · 9:07 am

Hospitality Industry Employment Risk: Management Must Insure Compliance With H-2B Visa Program Requirements And Fair Labor Standards Act

 “…the hospitality industry is “always on the radar” for potential violations because it employs large numbers of H-2B and younger workers…”

In June and July, employment law firms began issuing legislative alerts to hospitality industry clients, warning them of plans by Wage and Hour Division officials to launch investigations of the hotel and motel industry beginning Oct. 1.

These investigations will center on compliance with H-2B visa program requirements and the Fair Labor Standards Act. The H-2B visa program allows businesses needing one-time, seasonal, peak-load, or intermittent staffing to use foreign workers as temporary labor.

Dolores Quesenberry, a spokeswoman for the N.C. Department of Labor, told Carolina Journal that she was unaware of any increased complaints, but did say the hospitality industry is “always on the radar” for potential violations because it employs large numbers of H-2B and younger workers.

Paul Stone, president of North Carolina Restaurant and Lodging Association, told CJ that the lodging and restaurant industry is North Carolina’s second largest employer, with approximately 500,000 workers, accounting for 10 percent of the state’s total workforce. Of the 1,600 hotels in North Carolina, only a few employ H-2B workers, Stone said, mostly because the program is so restrictive. Before hiring an H-2B worker, for example, an employer must certify there are no domestic applicants qualified for the position.

Stone wonders why hospitality employers are being targeted with the economy mired in recession. Wage and hour audits and similar investigations disrupt operations and increase costs, especially if an employer has to engage outside counsel or auditors, said Stone.

For more:  http://www.lincolntribune.com/modules/news/article.php?storyid=20513

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by | August 25, 2010 · 5:26 am

Hospitality Industry Risk Management: Management Must Train Staff To HALT If They Are “Hungry, Angry, Lonely And Tired” To Prevent Accidents, Mistakes And Bad Public Relations With Guests

 

"...Whenever (hotel employees) are hungry, angry, lonely or tired...(they) need to stop, HALT! In this state of being hungry, angry, lonely and tired (employees) are much more vulnerable to getting... buttons pushed...AND BAD THINGS ARE MORE LIKELY TO HAPPEN... "

Many hotel guests have all of these conditions going on upon arrival at the front desk. They have traveled a great distance, they are tired, and they may have not eaten in hours and as a result are angry or grumpy.  Any delays or unpleasant encounters will send this guest into a full fledge melt down going off on employees who may also be vulnerable. 

 In your hotel consider what investment goes into getting a guest to call and book a stay at your location?  How much advertising was done?  How many staff hired? How much time and energy in training with staff, operators and front-line?

How much patience and time was given to gain that guest trust?  Your building preparations and maintenance of the property? What did it take to have them call and give you their credit card and put their money into your hotel or establishment? 

Considering this investment is significant when in a moment that guest can be turned away by a negative encounter with one of your employees or managers. 

What took months and perhaps thousands of dollars to build can be lost in a moment. Your hotel and its ultimate success is only as good as its weakest employee. That might be a scary thought!  But even the best employee can be worn thin and not recognize their vulnerable condition.

For more:   http://www.4hoteliers.com/4hots_fshw.php?mwi=5338

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by | August 19, 2010 · 10:16 am

Hospitality Industry Employment Risks: Hospitality Management Must Have “Valid” Reasons To Fire Employees

  • Make sure that you have a valid reason for firing (or laying off) the employee. Some invalid reasons include: retaliation, complaining about OSHA violations, discrimination, alien status, and any violation of public policy.
  • Keep it confidential: a company-wide Eblast is probably not the best approach to alerting others in the company of the employees’ situation. Rather, only telling those individuals that need to know is the best approach to ensuring that the employee does not hear about his firing before it happens.
  • Plan ahead: sounds simple enough, but by considering all the legal requirements you need to comport with before firing the employee, you will also alleviate a lot of legal concerns that may occur post-firing. This may include: severance offers, monies due, terms in the employment contract, company policies, etc.
  • Keep a paper trail: keeping copies of performance reviews, relevant correspondence, and other personnel documents will help protect you should there be a lawsuit later on.
  • The employee should not be completely surprised by the firing or lay-off. Whether it is keeping employees abreast of the struggling finances of the company, or alerting the worker to poor job performance, there should be a dialogue before the employment termination.

Although a majority of the American workforce is based on “at will” employment, essentially meaning that the employer-employee relationship can be severed at any time, there are still some viable concerns over a wrongful termination suit in any situation. Making sure you have a valid reason for firing an employee, and planning the conversation ahead of time will help with the actual firing and protect your company from many of the legal issues that follow.

In the end, honesty is almost always the best policy, and usually appreciated as the employee can take your reasons with them as they job hunt.

For more:  http://www.reuters.com/article/idUS348304971720100817

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by | August 18, 2010 · 7:28 am

Hospitality Industry Health Care: Smaller Hotel Owners Will Struggle With “Medical Loss Ratio” And Must Find Hospitality Industry Health Care Insurance Specialist

The Affordable Care Act sets a minimum threshold for what’s known as the “medical loss ratio” — the percentage of premium dollars that go into medical care (a “loss” from Wall Street’s view) rather than into overhead or profits. For plans sold to small businesses or directly to individuals, that ratio must be at least 80 percent; for plans sold to large groups, it must be at least 85 percent.

For big insurance companies that sell predominantly to big employers, the medical loss ratio shouldn’t be hard to meet. With their economies of scale, these insurers and employers together provide coverage at relatively low administrative cost (although, it should be noted, Medicare’s overhead is even lower). But smaller insurers that deal primarily with individuals or small businesses will have a tougher time. Among other things, they typically lose 8 percent of premiums on commissions to agents and brokers who sell policies on their behalf. (Once the insurance exchanges exist, much of that cost will disappear.) These are also the insurers most likely to bilk consumers, since individuals buying coverage on their own typically lack the knowledge — or ability — to bargain as shrewdly as corporate benefits managers do. (The exchanges should also help with improved information and bargaining leverage.)

There’s leeway in the rule in two key places. The law doesn’t dictate a precise formula for calculating the medical-loss ratio. It’s up to the administration which “care management” activities count as medical care, whether taxes should be part of the calculation, and the extent to which carriers can average out the ratio among different plans. And while the law calls for the requirement to take effect starting in January 2011, the Department of Health and Human Services has the authority to phase it in; Sebelius could, for instance, set the floor at 70 percent for 2011 and then gradually ratchet it up until 2014. Some insurance and employer lobbyists have urged the administration to move slowly, lest insurers unable to meet those requirements go out of business. Then again, insurers that can’t meet those requirements are, by definition, less efficient.

For more:   http://www.tnr.com/blog/jonathan-cohn/77080/get-ready-sebelilus-v-insurers

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by | August 10, 2010 · 3:27 pm

Hotel Industry Employee Injury Risk Management: Hotel Management Must Increase Training To Reduce Repetitive-Stress Injuries To Housekeepers

“Anybody who runs a hotel has to be crazy,” Davis said, not to address any problems that can lead to injuries among employees because of the implication for worker’s compensation.

Hyatt housekeepers had the highest risk of injury, according to the study. The lowest risk were with the Hilton chain. The problem is housekeepers are prone to repetitive-stress injuries from continually doing such things as changing sheets, washing bathroom floors and vacuuming.

Service workers, especially hotel housekeepers, have higher rates of on-the-job injuries, according to a report in the American Journal of Industrial Medicine.

The 2009 study analyzed injury records from 2003-05 at 50 hotels operated by the top-five hotel companies. Jobs studied included housekeepers, dishwashers, kitchen workers and banquet servers, representing 46 percent of the study population.

Since the study came out, the hotel industry nationwide has been looking at new ways to reduce injuries. Some properties have added extra employees for housekeepers don’t have to do heavy lifting.

For more:  http://www.news-journalonline.com/business/local-business/2010/08/07/hotels-seek-methods-to-reduce-worker-injuries.html

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by | August 2, 2010 · 7:18 am

Hospitality Industry Health And Safety Risks: Hotel Owners Found Liable For $34 Million Resulting From Carbon Monoxide Leak Injuring 23 Employees At Hotel Restaurant

A Baltimore jury has awarded $34.3 million to 23 employees of an Inner Harbor steakhouse who suffered brain damage as a result of carbon monoxide poisoning.

The plaintiffs worked for the Ruth’s Chris Steak House at the Pier V Hotel. The restaurant was evacuated on Feb. 2, 2008, after employees complained of dizziness and nausea. Carbon monoxide in the air was measured at potentially fatal levels.

Attorney Billy Murphy, who represented the plaintiffs, said Wednesday that the leak went on for weeks before the evacuation and that the hotel had removed a safety device that would have detected the problem.

The lawsuit named the hotel’s operator and owner. Murphy says Ruth’s Chris was not at fault.

Attorneys for the defendants could not immediately be reached for comment.

For more:   http://www.businessweek.com/ap/financialnews/D9H8A21O0.htm

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