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“My personal view, speaking broadly for the leisure sector and for


colleagues within Grosvenor, which was a bonus paid in two instalments as a reward for returning back to work. We have also created a clear career pathway within Grosvenor, so that colleagues can see, from their very first day in the company, where potentially their paths can lead. From hosting food and drinks to our dealing environments, management roles and beyond, we created a pathway that we called ‘Raising Our Game.’ It is both a career pathway and an employee value proposition, which is in the process of being launched to our wider team in the coming months that culminates in a conference that we’re planning to stage in September (Covid-allowing).


‘Raising Our Game’ sets forth a firm career pathway for our colleagues, which runs alongside our involvement in the UK government’s kick-starter campaign for youth employment of 18+ year olds, and our own apprenticeship programmes that we are rebooting for the year ahead. Further plans include the launch of a chef’s academy, in which we will establish a programme of training and development for chefs within the Grosvenor Group. Te programme will enable applicants to envision a career within a casino environment that perhaps they hadn’t considered before.


Is there pressure on salaries right now? I think it’s a logical expectation of the early


P38 WIRE / PULSE / INSIGHT / REPORTS


colleagues that care for customers in frontline roles, is that this sector needs to pay our colleagues appropriately. Whether that’s a


restaurant, pub, bowling alley, bingo hall or casino, we need to play our part in helping our colleagues have sustainable and long-term careers. Part of that is a fair appropriate reward.”


trends we’re seeing that there will be inflationary pressure on salaries, but we’ve yet to experience that within Grosvenor. However, I do think it is something that will be bearing down on us in the future.


My personal view, speaking broadly for the leisure sector and for colleagues that care for customers in frontline roles, is that this sector needs to pay our colleagues appropriately. Whether that’s a restaurant, pub, bowling alley, bingo hall or casino, we need to play our part in helping our colleagues have sustainable and long-term careers. Part of that is a fair appropriate reward. I think that’s structurally something the wider sector has to embrace as part of the response to the uncertainty we are facing and the cost of keeping colleagues for the long-term. After all, the cost of losing a


colleague as opposed to recruiting and training another one is far less. Plus, the impact on the customer of changing team members and service is a big negative when the answer is to offer our colleagues a more sustainable pay structure.


Are you seeing more candidates per role - or is the industry attracting less talent?


In terms of the number of applications for roles, we’ve not seen a discernible decline. We have around 4,000 colleagues within Grosvenor and a strong pipeline of interest in live applications for roles every week. I also think we’re doing a relatively good job of converting that interest into job offers. We’re not talking about huge numbers, but we’ve yet to see a drop off in terms of a recruitment squeeze. However, we have to keep alive to any changes.


We’ve yet to see the full effects of the pandemic play out in the wider sector. I hope that the sector will open all its venues between now and Freedom Day (July 19) and as a broad sector that includes pubs, hotels, restaurants and casinos, we will trade through the course of the summer and the autumn before collectively taking stock. So, for the next three to four months, I don’t predict a material squeeze on recruitment for Grosvenor. I do hope that people are attracted into hospitality roles to fill the skills gap that we’re seeing more broadly. I also think there’s a


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