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instead seeing this simply as a job. They will begin to take more calculated risks. Employees will step beyond procedures to provide exemplary guest service experiences. The employees will not be afraid to experiment and possibly fail.

We are clearly beginning to engage the minds of the employees. And if we do that, the hearts follow quickly behind. In the past, in our culture, 'thinking time' was considered to be 'goofing off.' Now, increasingly, a thinking employee who recognizes or anticipates a guest need beyond the employee's immediate tasks and duties and then provides service to that guest—that employee behavior distinguishes us from the competition.

mass of his managers and supervisors completed the training.

Another benefit is that the effective coaching process leverages all of our managers and supervisors to develop our talent pool on a daily basis. Development no longer occurs a couple of times a year when it is delivered by HR in training courses. Managers now see developing their people for the current job and future jobs within Atlantis as part of their day job. The cultural change has begun and people are less reluctant to offer up their best people for advancement.

But perhaps more importantly, we had significant improvements in our GSI (Guest Satisfaction Index). Early in this journey, our GSI typically hovered around the high 60s and low 70s. Shortly after we trained more than 300 supervisors and managers, our GSI rose as high as 85 to 87%—some people thought we would never achieve that.

Dr. Myszkowski: From your perspective, what have been some of the most valuable outcomes or results from the training that we have not already discussed?

All of this benefits the local Bahamian community—and that is so important. The more successful Atlantis becomes, the more opportunities there will be for our employees to advance and take on responsibilities they could barely imagine a few short years ago.

Beverly: In terms of Atlantis, I think this will be part of a larger cultural change where we have more employees with the self confidence to perform. People will not avoid things they might think they are not good at or sure of. People are beginning to show the self confidence to stand up and recognize that they don't know everything. They will see these gaps as an opportunity to learn. Eventually, many more employees will begin to take more ownership of their businesses

Shortly after we trained more than 300 supervisors and managers, our GSI (Guest Satisfaction Index) rose as high as 85 to 87%—some people thought we would never achieve that.

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