riteshbansal23
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THE Ritz-Carlton brand signifies magnificent customer service. It has instrumental in elevating the levels of customer service worldwide and many of its HR polices are considered to be the best in the hotel industry.
The Ritz-carlton is known for its quality and service. It is committed for providing the finest service and surroundings to its guests. And do you know the reason for this? The reason is best HR polices of the hotel. The hotel always believes in “we are in the business of creating exceptional memories to our customer”.
HR practices of the Ritz-Carlton-So what does the HR function do to ensure brand uniformity, service uniformity, and service excellence across 59 hotels of the Ritz-Carlton chain of hotels. It starts with recruiting the right people and grooming them to ensure that every customer who stays at the Ritz-Carlton has a happy and memorable experience.
RECRUITMENT: The right people at the right place is the strategy of the hotel. The hotel adopts a rigorous process in selecting the new members for the hotel. It was found that exceptional employees performed well with respect to the following behaviors.
• Building relationship with guests.
• Building supportive relationship with the staff.
• Enthusiasm, sensitivity to others’ needs
• Spontaneous care for others
The educational background required differs for each position. As the result of this research they have created talent benchmarks TM for each position-from the manager and supervisor to first-line service positions. The employees that works there are also involved in the selection process. Hence as much as 10% of the staff can be involved in the interview process.
TRAINING: The hotel not only provides a rigorous orientation and training program for each employee, but it also works towards ensuring training uniformity across all of the Ritz-Carlton chain of hotels. After new recruits have negotiated the selection process, they undergo orientation. In the orientation program the employees meet with the division leader of the hotel, understands how all the areas of the hotel works in tandem with one another to serve the guests. During the orientation program each employee eats lunch one day in one of the restaurants. This allows them to experience service from the guest’s perspectives. The training and development initiatives at the Ritz-Carlton not only prepares the employees for their job, but ingrain each employees with The Ritz-Carlton’s culture and instill in each employee a sense of pride, which is directly linked to work they do.
EMPLOYEES EMPOWERMENT: Each employee is given the power to solve the problems of the customer of his own. Each employee is empowered to spend up $2000 of the hotel’s fund per day to resolve a guests problems. For the employees job descriptions become less relevant vis-à-vis guests problems. Apart from this the suggestion of the employees are always welcomed and rewarded.
THE LINEUP: The lineup meeting is a means to interact with the hotel staff before they are set off on their duties of the day. The first 15 mins of the day are spent are spent in dialogue with the other employees they discuss actual and hypothetical situations. They also discuss topics sent from the corporate offices and the same topic is discussed at each of the hotels throughout the world on that particular day. Dishwashers, doormen, maintenance staff, managers, cooks, housekeeping staff, front-desk personnels, all meet in groups before starting off their day. The lineup serves as an important tool to discuss and reinforces the organization’s core values on the daily basics.
MONDAY WOW: The Monday lineup is enhanced with stories of ritz employees who went out their way to serve customers. When one guest was in dire need of the pair of shoes ,one of the employees headed to the wall-mart at the end of the shift and purchased a pair of shoes for the guest. The most important aspect of the Monday wow stories is that they enhance an employee’s emotional commitment and sense of identity with their work. And this contributes to superior performance which translates into superior customer service.
HR COUNTS: The Ritz-Carlton’s stress on legendary customer service and people centered HR practices has a measureable impact on the company. Employees turn over rate has stabilized from over 55 % in 1991 to under 25% in 2002. Customer complaints levels fell from 27% to just 1%. For every 1% increase in customer satisfaction, the company has been able to track 2.5% increase in revenue per available room.
CONCLUSION: The Ritz-carlton to be honored and recognized as one of the most customer service-oriented hotel companies in the world. The Ritz-Carlton exemplifies how good HR practices lead to customer satisfaction and ultimately to profits for the organization. As paul hump says “ for staff to delight customers, managers must do more than grant their employees the freedom to do what is necessary ; they must motivate employees to exercise that freedom.” The Ritz-Carlton delights customers through magnificent customer service delivered by well- trained and empowered employees.
The Ritz-carlton is known for its quality and service. It is committed for providing the finest service and surroundings to its guests. And do you know the reason for this? The reason is best HR polices of the hotel. The hotel always believes in “we are in the business of creating exceptional memories to our customer”.
HR practices of the Ritz-Carlton-So what does the HR function do to ensure brand uniformity, service uniformity, and service excellence across 59 hotels of the Ritz-Carlton chain of hotels. It starts with recruiting the right people and grooming them to ensure that every customer who stays at the Ritz-Carlton has a happy and memorable experience.
RECRUITMENT: The right people at the right place is the strategy of the hotel. The hotel adopts a rigorous process in selecting the new members for the hotel. It was found that exceptional employees performed well with respect to the following behaviors.
• Building relationship with guests.
• Building supportive relationship with the staff.
• Enthusiasm, sensitivity to others’ needs
• Spontaneous care for others
The educational background required differs for each position. As the result of this research they have created talent benchmarks TM for each position-from the manager and supervisor to first-line service positions. The employees that works there are also involved in the selection process. Hence as much as 10% of the staff can be involved in the interview process.
TRAINING: The hotel not only provides a rigorous orientation and training program for each employee, but it also works towards ensuring training uniformity across all of the Ritz-Carlton chain of hotels. After new recruits have negotiated the selection process, they undergo orientation. In the orientation program the employees meet with the division leader of the hotel, understands how all the areas of the hotel works in tandem with one another to serve the guests. During the orientation program each employee eats lunch one day in one of the restaurants. This allows them to experience service from the guest’s perspectives. The training and development initiatives at the Ritz-Carlton not only prepares the employees for their job, but ingrain each employees with The Ritz-Carlton’s culture and instill in each employee a sense of pride, which is directly linked to work they do.
EMPLOYEES EMPOWERMENT: Each employee is given the power to solve the problems of the customer of his own. Each employee is empowered to spend up $2000 of the hotel’s fund per day to resolve a guests problems. For the employees job descriptions become less relevant vis-à-vis guests problems. Apart from this the suggestion of the employees are always welcomed and rewarded.
THE LINEUP: The lineup meeting is a means to interact with the hotel staff before they are set off on their duties of the day. The first 15 mins of the day are spent are spent in dialogue with the other employees they discuss actual and hypothetical situations. They also discuss topics sent from the corporate offices and the same topic is discussed at each of the hotels throughout the world on that particular day. Dishwashers, doormen, maintenance staff, managers, cooks, housekeeping staff, front-desk personnels, all meet in groups before starting off their day. The lineup serves as an important tool to discuss and reinforces the organization’s core values on the daily basics.
MONDAY WOW: The Monday lineup is enhanced with stories of ritz employees who went out their way to serve customers. When one guest was in dire need of the pair of shoes ,one of the employees headed to the wall-mart at the end of the shift and purchased a pair of shoes for the guest. The most important aspect of the Monday wow stories is that they enhance an employee’s emotional commitment and sense of identity with their work. And this contributes to superior performance which translates into superior customer service.
HR COUNTS: The Ritz-Carlton’s stress on legendary customer service and people centered HR practices has a measureable impact on the company. Employees turn over rate has stabilized from over 55 % in 1991 to under 25% in 2002. Customer complaints levels fell from 27% to just 1%. For every 1% increase in customer satisfaction, the company has been able to track 2.5% increase in revenue per available room.
CONCLUSION: The Ritz-carlton to be honored and recognized as one of the most customer service-oriented hotel companies in the world. The Ritz-Carlton exemplifies how good HR practices lead to customer satisfaction and ultimately to profits for the organization. As paul hump says “ for staff to delight customers, managers must do more than grant their employees the freedom to do what is necessary ; they must motivate employees to exercise that freedom.” The Ritz-Carlton delights customers through magnificent customer service delivered by well- trained and empowered employees.