Becky Roberts | Dynamics 365 Application Consultant
Well, it all began. In 1863.
Alright, maybe not quite that far back, but my journey into the holiday park industry feels like it began in another era. It all started during my tourism management degree at Leeds Metropolitan University—back when overhead projectors ruled classrooms and caravan holidays conjured images of flocked wallpaper and damp, cramped spaces.
Fast forward through nearly three decades of evolution within the holiday park industry, and I’ve learned a few things about engaging the disengaged, implementing standard operating procedures (SOPs), and introducing technology to technophobes. But, before I get too far ahead, let me take you on a trip down memory lane.
From Sandwich Year to Career Commitment
My first exposure to the industry came with a presentation that painted a picture of caravan holidays as, well, something less than glamorous. But despite the humorous portrayal, I found myself intrigued and soon spent a year working at Haggerston Castle Holiday Park. That experience hooked me in, and I never looked back.
Over the years, I’ve held a variety of roles, from receptionist to general manager, eventually working on regional support teams and pioneering initiatives that reshaped entire departments. But the real magic came from the challenge of engaging those who, at first glance, seemed disengaged—whether it was team hesitant to embrace new technology or the departments traditionally seen as the ‘poor relation’ in the caravan world.
Becky Roberts isn’t afraid of getting her hands dirty.
Engaging the Disengaged: The Key to Success
When it comes to change management, one of the biggest hurdles is always engaging those who resist. The fear of change is real, particularly in industries steeped in tradition, where “we’ve always done it this way” is a mantra. I found that this fear was particularly prevalent among those working in maintenance and housekeeping—roles that, while vital to the guest experience, were often undervalued and overlooked.
So, how do you engage the disengaged?
The first step is meeting them where they are. You can’t sit in an office and expect people on the ground to automatically align with your vision. I rolled up my sleeves, got my hands dirty, and worked alongside the teams. I listened, I understood their concerns, and then I showed them how the changes could actually make their jobs easier—not harder. It wasn’t just about telling them what to do; it was about involving them in the process and giving them a sense of ownership.
As a Consultant I love seeing the impact of new features especially those I know will benefit housekeeping and maintenance teams. Have you ever changed 40 beds in a shift? Hard work! Think about how they travel around the park to complete tasks; up and down beavering away. The new Walk Order feature let’s them organise their tasks in the natural layout of the park, keeping their travel time to a minimum and their productivity high!
Implementing Standard Operating Procedures (SOPs): Structure Breeds Success
In the holiday park industry, consistency is king. After all, guests expect the same high standard of cleanliness and service whether they’re staying in a caravan in Devon or Edinburgh. That’s where SOPs come in.
One of my early projects was developing and standardising cleaning procedures across our parks. We conducted time and motion studies to determine how long it should take to clean various types of accommodations and identified the best products and methods for the job. This wasn’t a top-down mandate. We brought in cleaners from different parks—those on the front lines—to help shape the process. This not only ensured that the SOPs were practical and realistic but also built buy-in from the team.
We even added a fun twist, launching the new SOPs with a game show-style quiz. It may sound a bit out there, but it worked. By making the rollout interactive and engaging, we ensured that the message stuck, and the procedures became ingrained in the daily routine.
Bringing Technology to Technophobes
One of the biggest challenges I faced was implementing new technology in an industry where the workforce wasn’t always tech-savvy. Picture this: seasoned cleaners and maintenance team—many of whom had been doing their jobs for decades—now asked to use tablets and smartphones to manage their tasks. Cue the groans.
At first, there was resistance. But what surprised many was that it wasn’t always the younger team members who adapted quickly. In fact, some of the best performers were older team, who approached the new technology with a methodical precision that came from years of experience. They became champions of the change, showing others that even those who might consider themselves ‘technophobes’ could embrace new ways of working.
The key was making the technology work for them—not the other way around. We customised apps and systems to ensure they were user-friendly, intuitive, and genuinely helpful in making the job easier. And just like with SOPs, it was about getting the team involved early, so they felt part of the process rather than victims of it.
Final Thoughts: Driving Change Through Engagement
Throughout my career, I’ve seen firsthand that the most significant barrier to improvement is often a fear of change. But I’ve also seen that, with the right approach, even the most disengaged teams can be brought on board. It’s about respect, communication, and involvement. And yes, sometimes it’s about injecting a little fun into the process.
Whether it’s standardising procedures, rolling out new tech, or simply getting buy-in from a hesitant team, success comes from understanding the people behind the process. When you engage with them on their level, listen to their concerns, and provide clear benefits, you’ll find that even the most disengaged team members can become your biggest advocates.
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