Harrah's Casion
...tions Before trying to make any changes in the organization, there needs to be a strong charismatic leader who is ready and willing to embrace new concepts. Someone who is prepared to “step out front, wave the flag of change for all to see, marshal the support of company personnel, and integrate customer service initiatives into an everyday part of how the company conducts its business affairs.”3 With Bill Harrah no longer at the helm of the organization, someone needs to step into a leadership role, and steer the company into a new age of service quality. 1. Communicate the company’s core values and mission! 2. Build and support clear targets! Harrah’s should be looking for a reward and incentives plan that encourages customer interactions. One of the problems mentioned in the case, is that employees try to avoid customer contact because it can often appear as though the employee is accepting a bribe. This casino giant will never have a distinguishable level of service, if the employees are avoiding customer contact. What Harrah’s needs is a program that encourages the employees to overcome this barrier. I believe an employee of the month reward program would be effective. It is relatively inexpensive to implement, and does not require a long process to introduce. Essentially this program allows you to individually recognize your star performers. If you reward the most productive, professional and social employees; then, theoretically, you make it more attractive for employees to be productive, professional and social. I would also encourage Harrah’s to provide a comment card for each casino guest, where there should be an area to recognize an employee who went “above and beyond” or simply provided outstanding service. The casino could then reward the mentioned employees who have left a positive impression with the guest. It is important that the casino reward employees for these positive, lasting service interactions. An appropriate reward might be something as simple as a lunch voucher or discount for the staff cafeteria. An explicit hiring from within policy is an excellent way for employees to feel valued. Employees appreciate having the first chance at a new position within the company. This is an excellent option for the company because it does not require a large financial commitment. Also, an opportunity for the employees to travel within the organization is a simple way to make employees feel important. With properties throughout the United States, Harrah’s could set up a program, where employees can contact properties that they are interested in, and have the first opportunity to apply for a position, and transfer properties within the company. Another solution to employee motivation that I would like to suggest is a system of continuous improvement, where employee needs are met with education programs and service workshops. Employees should be encouraged to attend educational seminars and workshops, where they can learn, grow, and improve. For managers there should be a training program established to enhance the skills of the management team. A two month, self directed, distance learning program, could be put into place, focusing on business skills, communication skills, human resources and self-management skills. Another option is a conditional tuition reimbursement for work on college degrees, based on a predetermined length of commitment to the company. Encouraging employees to pursue their educational goals is an excellent way to show an unwavering commitment to the employees. As Harrah’s looks toward a more service and performance oriented workforce, Harrah’s would find it worthwhile to invest in their employees and continue to make each employee feel valued. One rewards program that could replace the gain-sharing program in this case, is a stock-option rewards program based on both financial profits and growth of market share. “Having employee-owners who share in a company’s success (or failure) via stock ownership is widely viewed as a way to bolster employee commitment to good strategy and operational excellence”.4 A well designed rewards program would ensure that Harrah’s huge marketing efforts are teamed up with a strong employee desire to produce outstanding service. Sharing information with employees about financial performance, strategy, operational measures, market conditions, and competitor’s actions is also an excellent way to build trust and encourage personal performance. More than anything, Harrah’s needs to maintain an exciting service culture, where there is a sense of pride and employee ownership within the company. A shared interest in long-term performance is a lasting employee motivator. Like many other options for employee motivators there are some weaknesses to an Employee Stock Option Program (ESOP). The first disadvantage of a...