Perched atop a mesa in Colorado Springs, the four-diamond Garden of the Gods Resort and Club is a premier destination offering breathtaking views and a world-class experience. Guests indulge in relaxation and wellness activities, including a 27-hole championship golf course, tennis and pickleball courts, swimming pools, spa services, and a variety of dining options.
Like many businesses in the hospitality industry, the resort faced significant challenges in the wake of the COVID-19 pandemic, particularly with its seasonal workforce.
The Challenge: High Turnover and Rising Costs
The resort heavily relies on seasonal staffing during peak times, such as summer and winter holidays. From maintenance workers and golf greens keepers to hairstylists, kids club attendants, and food servers, relationship-driven hospitality professionals are at the heart of the business.
In 2021, the resort was experiencing an unsustainable 80-percent turnover rate among full- and part-time team members. Recruitment costs soared, while leadership, hiring managers, and supervisors struggled with inconsistent service quality and the loss of institutional knowledge.
Recognizing the need for change, a new Human Resources (HR) team was brought in to help address these challenges. Vice President of Human Resources Melisa Lesperance and Human Resources Manager Katie Coale, both new to their roles, quickly identified gaps in communication, onboarding, and employee engagement that needed immediate attention.
“There were a lot of unknowns coming into work as a new employee at that time. New staff members didn’t know what to expect. There was very little communication—even after going through a lengthy interview process,” says Katie.
Upon hiring, Katie received an 80-plus-page onboarding packet to review and sign.
“I didn’t fully understand what I was signing. That experience made me realize we needed a more transparent, engaging onboarding process,” Katie said.
Determined to improve retention, Katie and Melisa spent their first year tracking turnover trends, engaging leadership, and developing strategies to enhance job quality and increase employee satisfaction.
The Solution: A Strategic Approach to Job Quality and Retention
The HR team launched a strategic initiative to increase retention and improve job quality for seasonal workers over the next two years. Their approach focused on:
- Strengthening internal relationships and communication
- Identifying employees’ needs, including opportunities for cross-training and career advancement
- Addressing pain points for supervisors and hiring managers
- Improving organizational training and development
- Enhancing the onboarding experience
Revolutionizing Onboarding
Katie and Melisa transformed the onboarding process from an overwhelming 80-page packet into a streamlined, five-step experience that set employees up for success. Upon hiring, employees now receive:
- A personalized welcome letter from the resort’s owners
- A series of emails detailing what to expect on their first day, including team introductions and organizational charts
- A simplified, easy-to-follow onboarding checklist
- Visual guides featuring photos of peers, leadership, and key resort locations
- A warm welcome to the resort led by the General Manager on orientation day, followed by a meet-and-greet with leadership to encourage open communication from day one
Partnering for Success: The Pikes Peak Retail & Hospitality Sector Partnership
To further strengthen their efforts, the HR team connected with the Pikes Peak Retail and Hospitality Sector Partnership. Through this collaboration, they gained access to hospitality professionals across the region and discovered Colorado’s Job Quality Framework, a tool designed to improve job satisfaction and retention in high-turnover industries.
Inspired by the framework, they implemented key strategies to create a stronger sense of belonging and engagement among employees:
- Breaking down silos – Employees were given access to all levels of management, creating an open-door culture.
- Building incentives – Recruitment bonuses, performance incentives, and family discounts encouraged employee engagement and referrals.
- Redesigning orientation – The CEO now personally welcomes new employees, setting the tone for a connected, mission-driven workplace.
The Results: Transforming Employee Retention & Culture
By 2024, the resort’s turnover rate dropped from 80-percent to 38-percent, marking a significant shift in employee retention. Key takeaways from their success include:
- Communication is Key – HR fostered transparency and trust, ensuring employees knew they had an advocate.
- Building Relationships Across Departments – Leadership training programs ensured that new managers understood the “why” behind HR’s work.
- Empowering Employees – HR equipped employees with the tools to succeed, from simplified paperwork to career growth opportunities.
- Investing in Leadership Development – The resort implemented new leader orientation, ongoing training, and educational reimbursement for supervisors.
A Culture of Growth & Opportunity
The resort now focuses on succession planning to nurture long-term career growth. A standout example is a former seasonal golf cart attendant who, through mentorship and training, became a golf pro—a role he will likely hold for over a decade.
“We had a team member who left for more growth opportunities, only to return because of the supportive culture we built. That speaks volumes about the impact we’ve had,” says Katie.
The resort's supportive culture is also a significant factor in employee retention and satisfaction. HR’s recognition of generational workforce shifts led to clear career advancement paths for Gen Z and Millennial team members through open communication, leadership training, and continuous support.
“We used to have five or six salespeople, but now, through our onboarding process, we’ve empowered and engaged 400+ employees who all see themselves as part of the sales experience. It’s about knowing each other’s role in the business and connecting with our mission,” Katie said.
Katie's promotion to Corporate Director of Human Resources in 2024 further exemplifies the resort's commitment to recognizing and rewarding employee contributions.
Conclusion: A New Standard in Hospitality HR
Today, Garden of the Gods Resort and Club has transformed its workplace culture into one that is collaborative, entrepreneurial, bold, gracious, and fun. Employees feel a shared purpose—not just to serve guests, but to create incredible memories that last a lifetime.
By investing in job quality, leadership development, and strategic partnerships, the resort has set a new standard for workforce retention in the hospitality industry—one where employees don’t just work a season, but build a career. ###