According to the Consultants of Hospitality Administrators (CHA), the average turnover rate for hotel employees is 50%.

And as a hotel manager, you’re probably well aware of the challenges this high rate poses. Finding, hiring, onboarding, and training new employees takes valuable resources—resources that could otherwise be going to improve the guest experience, and thus your hotel revenue.

To boost your employee retention, try these three techniques.

1. Establish a mentorship program

Fifty-three percent of millennials (who make up the majority of the workforce) want a mentor—which means you have the opportunity to instantly make them happier by providing one.

Plus, receiving advice and guidance from more experienced members of the team will accelerate your employees’ careers, further boosting their engagement and productivity.

We suggest connecting mentees and mentors within the same general areas; i.e. the front desk supervisor could mentor a front-desk clerk, while your head of marketing could mentor an entry-level marketing assistant.

2. Recognize great work

Many employees believe their work is going unnoticed. Naturally, if they don’t get any recognition, they’ll be far likelier to find a new position.

Stop this from happening by putting a spotlight on your staff’s accomplishments. You can set up scheduled awards, like a monthly spotlight on someone who demonstrated “Above and Beyond Customer Service.” Alternatively, you can call out great work whenever you and your other supervisors notice it. And when you receive positive feedback from a guest, make sure that the employees who worked with that guest see their review.

Finally, give employees a chance to get in on the action. Peer recognition programs are a great way to make everyone feel good.

3. Empower employees

It’s pretty common for hotels to have firm rules in place. But while guidelines keep your service consistent, giving employees the power to make their own decisions not only makes them feel valued and respected, but it also leads to better outcomes.

Check out these two hypothetical scenarios. In the first, a guest tells the concierge that he was unhappy with the cleaning service, so the concierge, following the procedure, gives him a 10% refund. The guest is moderately appeased.

In the second, the concierge has the autonomy to decide his response. He noticed the guest had loved the hotel restaurant’s salmon, so after taking note of the complaint, he has a three-course meal (featuring the salmon) sent to the guest’s room. The guest loves it—and the concierge is happy because he gets to see his impact.

Ultimately, giving employees freedom will lead to their loyalty.