THE LANCASTER HOTEL: A FAMILY SPIRIT DEDICATED TO EXCELLENCE (France)
Anthony Schneider, in charge of human resources at this century-old establishment, discusses the keys to a strategy focused on the well-being of the staff. |
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THE LANCASTER HOTEL: A FAMILY SPIRIT DEDICATED TO EXCELLENCE (France)
Anthony Schneider, in charge of human resources at this century-old establishment, discusses the keys to a strategy focused on the well-being of the staff. |
Catégorie : Europe - France - Carrières
- Carrière
Article rédigé par Vanessa Guerrier-Buisine le 11-03-2025
 Anthony Schneider, who joined Lancaster in October 2023 and is in charge of human resources, has quickly established himself as a key player in the Parisian property
Crédit photo © Hôtel Lancaster Paris
In 1925, Emile Wolf, the Swiss hotelier who founded the Hôtel Lancaster, established a philosophy that would endure over the decades: to welcome every guest as a friend. For a century, the hotel has embodied this art of hospitality. Behind this philosophy is a close-knit team whose exceptional loyalty is testament to a caring and structured management style and a strategic vision. Anthony Schneider, in charge of human resources, gave us the keys to the success of this property where the well-being of employees is a priority.
A valued employer brand, a loyalty at the top of the hotel industry
When Anthony Schneider joined Lancaster in October 2023, he noticed that the numerous initiatives dedicated to the employees' well-being lacked visibility. “Many initiatives had already been launched when I arrived, particularly in terms of employer branding on the operational side, but nothing was communicated”, he confides. The result was that, despite record loyalty, they were experiencing recruitment difficulties. Today, the situation has changed. “We receive around forty unsolicited applications per week. We have set up an ATS to save time and increase efficiency. I want to respond personally to each candidate. Our CEO, Lydérick Jadaud, and our CFO, Sandrine Vizcaino, give us the means to succeed.”
The work carried out on remuneration has also played a key role. “After Covid, the management started this work on the salary scale to be able to stand out from our colleagues.” In 2024, an average increase of 8% was granted to the most difficult jobs, such as dishwashing, chambermaids or valet-baggage handlers. The 13th month is paid regardless of seniority, and salary increases are calculated on this basis. Another strong initiative: chambermaids, who are sometimes employed part-time or on precarious contracts elsewhere, are here on a 39-hour permanent contract. “They are proud to be at the Lancaster, to wear their uniform,” emphasizes Anthony Schneider. It's a model that works: the team loyalty rate is very high, with an average length of service of 14 years for department heads and 5 years for the entire team. “Some employees have been here for 40 years, like the room service butler, who started as a commis in the 80s,” says the manager.
Working conditions tailored to the teams
One of the pillars of this loyalty is based on clear-cut, even costly choices in the service of optimal working conditions and, ultimately, a maximized guest experience. “We have more staff than some of our competitors, in order to anticipate guests' needs and guarantee impeccable service,” explains Anthony Schneider. This choice of a high staff-to-room ratio for the 54 rooms is part of an approach that reduces the pressure on the teams and offers guests a serene and family-friendly environment. “We have 80 employees working year-round, and all the support services are in-house, which means we have experts dedicated to each area. Our culture is based on the desire to please, both guests and colleagues”.
Technological tools have also been integrated to make daily life easier. “We have been equipping our chambermaids with tablets for four years now, which makes their work easier and helps them to understand their various tasks throughout the day.” Likewise, each department has a procedures manual and new recruits receive enhanced support, with a mentor to guide them. “I also provide support throughout the trial period, and there is a monthly meeting where the manager and the employee can exchange views.”
Proximity management and a culture of dialogue
At Lancaster, the proximity between management and the teams is a tangible reality. Anthony Schneider is keen to cultivate a daily presence on the ground. “I know each employee by name, with a real closeness, for an open dialogue.” Simple but impactful initiatives have been put in place to strengthen this bond, such as sending greeting cards to each employee's home or organizing a monthly snack, a time for exchange and conviviality.
This culture of dialogue is also reflected in the recruitment process. Lancaster favors a human and immersive approach. "For example, I took part in cohesion and logic workshops organized by the Paris-Île de France CCI, during which the candidates did not know that I was a recruiter. By participating in the exercises with them, in casual attire, I was able to observe them and create an initial bond, before revealing my role at the end of the exercise.” An effective way to assess candidates' soft skills and their ability to integrate into the team. It is also a way of breaking down the initial barrier between recruiter and candidates, creating a more natural approach and making the rest of the recruitment process run more smoothly for candidates.
A home for the guests, a home for the teams
The warm atmosphere of the Lancaster is not only enjoyed by the staff: it is felt by the guests, many of whom have been loyal for years.
Anthony Schneider shares a revealing anecdote: “We have a regular guest, a great wine lover, who buys fine bottles at the Lancaster. He often engages the restaurant manager, who is also passionate about good wines, in late-night debates. In reality, our guests feel at home, and so do our staff, with elegance and without familiarity.”
This balance between excellence and kindness makes Lancaster a model of talent management in the luxury hotel industry. “Our house is home to some great stories,” concludes Anthony Schneider, who leaves us in suspense about upcoming HR actions. A house that, on the eve of its centenary, continues to write its own story with its teams, in the service of a timeless art of hospitality.
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