When event planners choose a venue, they’re not just booking a space — they’re trusting the team behind it to deliver flawless experiences.
At Crowne Plaza Newcastle, the team’s culture is central to how events are run. We sat down with Kelly Johnson, People & Culture Manager, to find out how the hotel has transformed its workplace culture, and why that matters for meetings and events.
Kelly: The shift we’ve made is putting people first – and we work on it every day. In every meeting — even with our owners — we discuss the people side of things before we delve into numbers.
I spend a good chunk of my day walking the floor — checking in, saying hello, asking how people are doing, and encouraging managers to do the same. It’s not just about shifts and rotas — it’s about checking in with each other as human beings.
We’ve also put a lot of effort into activities that support wellbeing — free Pilates, financial advice sessions, and mental health workshops. And then little touches that just make it a nicer place to work — challenges, social events, fun things throughout the year.
People feel more listened to and supported, and morale is stronger. It’s about creating a workplace that’s fun, supportive, and inclusive – and not just a workplace, but a place people enjoy being.
Kelly: Huge difference. When staff feel valued, they put more into the guest experience. Even on a tough day, a thank-you or a little perk can give someone the motivation to keep going. That positivity filters through to clients and delegates — and makes the atmosphere at events more welcoming and polished.
We’ve also built a culture of cross-training. If the events team is under pressure, staff from other departments step in to help. It means no one feels isolated, and clients see a team that works seamlessly together.
A team that understands every part of hotel operations is more agile, adaptable, and able to anticipate client needs during complex events.
Kelly: Reduced turnover means more experienced staff, higher standards, and fewer surprises for planners — creating a stable, reliable partnership. For me, the key is showing people they’ve got a future here. We talk a lot about career goals and open up opportunities across departments. If someone’s studying social media at uni but working part-time in our restaurant, we’ll give them time with the marketing team so they can build those skills.
We also host things like chef-led menu tastings or wine workshops, which bring the whole team together, let people learn, and make it fun.
And we’re open about our own career journeys too — managers share how they got to where they are, whether that’s through qualifications, hard graft, or moving between departments.
We prefer to promote from within, but even if the next step isn’t here, we want people to leave with skills and experience that take them forward. That approach has improved retention — people see a future in hospitality, not just a job.
Investment in learning and skills ensures event planners get to work with confident, knowledgeable staff who can problem-solve and add value beyond the basics.
Kelly: We use a platform called Mo — a bit like a social feed for employees. If a client praises an event, this can be shared so every staff member involved sees that recognition, and managers can send vouchers as rewards.
It’s immediate, visible, and reaches the whole team, not just managers or supervisors. That’s hugely motivating — and it shows in our Venue Verdict scores and TripAdvisor ratings, which have climbed as a result.
We also keep it fun — from sharing silly photos to offering surprise treats like ice lollies on a hot day. Those things matter just as much as the formal recognition because they build that sense of community.
Kelly: The culture of a venue shapes the experience your clients get. When staff feel listened to, supported, and valued, it shows in the service. We’re proving that putting people first doesn’t just make us a better place to work — it makes us a great place to host events.
