{"id":2440,"date":"2025-01-06T17:38:36","date_gmt":"2025-01-06T17:38:36","guid":{"rendered":"https:\/\/mo.work\/?page_id=2440"},"modified":"2025-03-12T16:50:38","modified_gmt":"2025-03-12T16:50:38","slug":"grand-brighton-hotel","status":"publish","type":"page","link":"https:\/\/mo.work\/case-studies\/grand-brighton-hotel\/","title":{"rendered":"The Grand Brighton Hotel"},"content":{"rendered":"
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The challenge:<\/h2>\n\n\n\n

“We want to focus on performance…”<\/h2>\n\n\n\n

The Grand Brighton Hotel<\/p>\n\n\t<\/div>\n\n\n\n

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Mo has worked with The Grand Brighton since 2019 to launch a tailored reward<\/a> and recognition scheme designed to deepen employee engagement.<\/p>\n\n\n\n

By focusing on custom, experience-based rewards<\/a>, the initiative aligned with The Grand Brighton\u2019s commitment to recognising<\/strong> and celebrating<\/strong> their people in meaningful ways.<\/p>\n\n\n\n

It wasn’t easy. Achieving success required both executive buy-in and validation from employees, ensuring the programme reflected the needs and desires of the entire workforce. <\/p>\n\n\n\n

But the results speak for themselves: 70% employee retention rate.<\/p>\n\n\t<\/div>\n\n<\/div>\n\n\n\t<\/div>\n\t\n\t\t\n\t\t\t\n\t\t\t\t<\/path>\n\t\t\t<\/g>\n\t\t<\/svg>\n\t<\/span>\n<\/div>\n\n

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The people team at The Grand Brighton needed a custom solution<\/strong>.<\/h2>\n\n\t<\/div>\n\n\n\n
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The Grand Brighton\u2019s people team understood that a one-size-fits-all approach to rewards wouldn\u2019t resonate with their diverse workforce. Instead, they prioritised custom rewards<\/strong> that catered to individual preferences while reinforcing a sense of belonging to the brand.<\/p>\n\n\n\n

Key to the programme\u2019s success was offering experiences, rather than traditional cash or voucher-based rewards. Many of the most popular rewards<\/a> were sourced from the hotel itself, creating a unique and personal connection between employees and the brand.<\/p>\n\n\n

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\u201c<\/span>The most used experiences are those in the hotel. And that makes me really happy! That someone would take the vouchers we\u2019ve given them and choose to come here for dinner.\u201d<\/span><\/p>\n\t\t<\/div>\n\t\t\n\t\t\t

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\n\t\t\t\t\t\"Andi\t\t\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\t\t\tAndi Fletcher<\/strong>\n\t\t\t\t\t\tFormer Group People Director<\/span>\n\t\t\t\t\t<\/p>\n\t\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t<\/cite>\n\t<\/blockquote>\n<\/div>\n\n\n

This innovative approach emphasised pride in the workplace and a sense of community, as employees chose to enjoy their rewards within the very organisation they contribute to daily.<\/p>\n\n\t<\/div>\n\n<\/div>\n\n\n

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What led The Grand Brighton Hotel to Mo?<\/h2>\n\n\t<\/div>\n\n\n\n
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The Grand Brighton Hotel’s engagement goals were clear:<\/p>\n\n\n\n

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  1. They wanted a one-point reward and recognition platform for their employees.<\/li>\n\n\n\n
  2. A place where they could celebrate work-related wins.<\/li>\n\n\n\n
  3. To make their people feel appreciated in meaningful ways.<\/li>\n<\/ol>\n\n\n\n

    Mo is an award-winning culture platform that supports custom awards. We also have an in-house Customer Success team, led by Kim and Tahera, to support the team throughout their onboarding and beyond.<\/p>\n\n\n\n

    According to Andi Fletcher, her employees at The Grand Brighton were looking for three things in the workplace: a trusted and supported environment, somebody at work that cares about me and somewhere where I feel I can belong.<\/strong><\/p>\n\n\n\n

    The hotel industry faces chronic retention challenges. So how did Andi and her team transform their employee retention rates?<\/p>\n\n\t<\/div>\n\n<\/div>\n\n\n

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    How does Mo’s platform work?<\/h2>\n\n\n
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    Make every Moment count.<\/h2>\n\n\n\n

    Mo utilises social recognition to improve engagement and connection. A Moment<\/a> is a post where employees share important personal or professional updates \u2014 such as weekly wins and weekend snaps. Moments build deeper connections and build genuine relationships with their teams by providing a platform for employees to showcase their accomplishments.<\/p>\n\n\n\t\t\t<\/div>\n\t\t<\/div>\n\t<\/div>\n\t<\/div>\n\n

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    Drive performance through action.<\/h2>\n\n\n\n

    A Boost<\/a> is a prompt created by managers or admins in the Mo app to encourage employee engagement. These can range from reflective questions about weekly learnings to fun requests for pet photos. Boosts drive engagement with Moments, a key metric for Mo’s success. They allow managers to steer engagement and can be targeted to specific audiences, serving as a tool for both company-wide and team-specific communications.<\/p>\n\n\n\t\t\t<\/div>\n\t\t<\/div>\n\t<\/div>\n\t<\/div>\n\n

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    \u201c<\/span>We focus a lot of our time as a leadership team understanding performance, not results. If we focus on delivering performance, the results will follow.\u201d<\/span><\/p>\n\t\t\t<\/div>\n\t\t\t\n\t\t\t\t

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    \n\t\t\t\t\t\t\t\t\tAndi Fletcher<\/strong>\n\t\t\t\t\t\t\t\t\tFormer Group People Director, The Grand Brighton Hotel<\/span>\n\t\t\t\t\t\t\t\t<\/p>\n\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t

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    \n\t\t\t\t\t\t\t\"The\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t<\/cite>\n\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\t\t\t\t<\/path>\n\t\t\t\t\t<\/g>\n\t\t\t\t<\/svg>\n\t\t\t<\/span>\n\t\t\t
    \n\tDiscover Mo for hospitality<\/span>\n\t\t\t\t\n\t\t\t\t\t<\/path>\n\t\t\t\t<\/svg>\n\t\t\t<\/span><\/a><\/div>\n\t\t<\/blockquote>\n\t<\/div>\n<\/div><\/div><\/div>\n\n\n
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    Background: The state of the hotel industry.<\/h2>\n\n\t<\/div>\n\n\n\n
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    Hospitality struggles with low engagement and high employee turnover. Adding in a pandemic didn’t help. To stabilise their business, The Grand Brighton needed to lower attrition rates without increasing salaries – a tactic that was unaffordable due to the Employee National Insurance rises.<\/p>\n\n\n\n

    Andi realised that traditional methods of measuring employee engagement, such as large-scale survey models, were both costly and disconnected from the practical realities of single-site operations. Surveys costing upwards of \u00a312,000 to \u00a320,000 provided general insights but often lacked action. <\/p>\n\n\n\n

    The Grand Brighton’s leadership found that standard benefit packages, while appreciated, were not driving meaningful engagement or retention.<\/p>\n\n\n

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    \u201c<\/span>Mo worked for us in Brighton because it was a massive motivator… it was the first thing that people talked about when they kind of went back into their department.\u201d<\/span><\/p>\n\t\t<\/div>\n\t\t\n\t\t\t

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    \n\t\t\t\t\t\"Andi\t\t\t\t<\/div>\n\t\t\t\t
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    \n\t\t\t\t\t\tAndi Fletcher<\/strong>\n\t\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/p>\n\t\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t<\/cite>\n\t<\/blockquote>\n<\/div>\n\t<\/div>\n\n<\/div>\n\n\n

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    Today: The Grand Brighton has seen a lasting impact with Mo.<\/h2>\n\n\t<\/div>\n\n\n\n
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    The Grand Brighton\u2019s custom reward and recognition programme yielded impressive outcomes, even with their already high expectations:<\/p>\n\n\n\n