Karim El Berkchi, manager of Kempinski Hotel Muscat, draws on decades of experience to illustrate how total rewards elevate team performance.
How do total rewards at Kempinski help sustain talent retention and deliver exceptional guest experiences?
Total rewards remain central to our strategic planning at Kempinski. These extend beyond compensation to include salary, bonuses, benefits, appreciation, and development. Moreover, we balance talent retention with guest satisfaction, knowing that motivated employees drive exceptional service. Demotivated teams cannot sustain our brand. Furthermore, our strategies prioritize more than finances. We conduct the KEES employee survey twice yearly to gauge satisfaction and progress. In addition, we engage daily with staff to strengthen communication. This ensures their voices inspire meaningful actions that enhance workplace culture and morale. Therefore, key questions guide us consistently: how do we attract and retain top talent while empowering them for five-star experiences? Consequently, investments such as robust training programs and clear career paths directly strengthen our service quality. These also reinforce our performance standards. Recently, we proudly celebrated the graduation of our nine-month E-Supervisor program. It fosters skilled, motivated professionals ready to exceed guest expectations. Ultimately, collaboration forms the heartbeat of a luxury hotel. Guests never see departments but instead experience seamless hospitality at every touchpoint. Hence, a truly comprehensive rewards strategy must effectively dissolve departmental barriers. It should encourage a collective, team-oriented mindset throughout the entire organization.
In what ways can a comprehensive rewards strategy drive collaboration across departments in a luxury hotel environment?
We achieve this by linking a portion of our rewards to hotel-wide performance goals. These are not just individual or departmental aspects. For instance, a bonus structure might be tied to the hotel’s overall guest satisfaction scores. It could also involve an increase in repeat business. This encourages the front desk team to communicate effectively with housekeeping. It motivates the culinary team to coordinate with banquets because everyone’s success is connected to one another. Consequently, it fosters a culture where an employee from one department is willing to go the extra mile to assist. I believe these methods are proven by some of the awards we’ve received. For example, as Hotel Team of the Year.
How do you measure the impact of rewards programs on both employee morale and overall hotel performance?
We rely on a mix of qualitative and quantitative data. This helps gain insights about employee engagement and overall workforce satisfaction consistently. For employee morale, we use KEES, engagement surveys, one-on-one check-ins and stay interviews to capture direct feedback reliably. Additionally, we monitor key metrics, including employee turnover rates and internal promotion rates, to assess team satisfaction and career growth opportunities. A low turnover rate and high internal promotion rate indicate that employees feel valued. They envision a meaningful future with us.
For hotel performance, impact is measured through clear business metrics. These reflect operational efficiency, guest satisfaction, and overall organizational effectiveness accurately. Specifically, we track guest satisfaction scores, online reviews, average daily rates, occupancy percentages, revenue per available room, and total hotel revenue. The goal is to establish a direct correlation where investments in employees’ well-being generate tangible improvements in business performance consistently over time. Consequently, the return on investment is evident not only in financial results but also in our strengthened reputation and brand value.
What innovative approaches do you believe will redefine employee engagement in the coming years?
I believe the future of employee engagement relies on personalization and an increased focus on well-being for every individual consistently. The traditional one-size-fits-all approach is no longer effective, especially as employees today increasingly expect benefits and experiences tailored to them. To adapt, organizations must move beyond standard benefits. They should explore flexible reward options that meet individual needs and preferences effectively. For instance, employees could select benefits most valuable to them. This includes opportunities for specialized training and professional development programs regularly. Ultimately, hotels that thrive are those viewing employees as partners in success. They prioritize their well-being and professional growth continuously. By investing in staff personally, organizations can foster a more engaged, motivated, and high-performing workforce. This delivers exceptional guest experiences consistently.
