Page 250 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

The Never-Ending Source of Engagement C237

: Incorporate extensive relationship-building opportuni-
ties into new-hire on-boarding.
: Senior leaders make extra efforts to visit all locations, be
visible, and get to know employees.
: Hold frequent leader listening sessions and employee
briefings.
: Give formal awards for special achievements to employ-
ees at all locations and in all divisions.
: Senior leaders and managers model a sense of caring
and family by showing personal interest and sensitivity
to employees in times of need.
: Be open with information, which serves to build a sense
of community and makes the organization feel smaller.
Leverage social media, such as blogs, wikis, chat rooms,
TelePresence, audioconferencing, and videoconferenc-
ing, to build and maintain a sense of community.
: Limit the employee population at all locations to 150
where possible.

: HOW VALUING EMPLOYEES MAKES A DIFFERENCE AT
JOIE DE VIVRE HOSPITALITY

Started in San Francisco in 1987 by Chip Conley (while in his mid-
twenties) Joie de Vivre Hospitality has built a reputation for creat-
ing a unique collection of lifestyle businesses in the United States,
from luxury campgrounds to Japanese communal baths to boutique
motels. Joie de Vivre’s brand personality has a lot in common with
the California lifestyle experience: fresh, inventive, casual, and grass-
roots oriented. Given the growth of Joie de Vivre Hotels throughout
the state, Joie de Vivre Hotels is California’s largest boutique hotel
company, and it has become a hotel brand synonymous with the Cali-
fornia travel experience.
Joie de Vivre Hospitality is the parent company of Joie de Vivre
Hotels and oversees all the other businesses beyond its 38 boutique