2. We Look at the Business This Way…
Guests
Staff/Employees
Supervisors/Managers
General Manager
Regional/DO
VP’s
CEO
3. Employees Today
• Individuality is a priority
• Visual learners
• Short attention spans
• Technology savvy
• Socially-conscious
• Want to do meaningful work
4. The Employee Life Cycle
• Recruiting
• Interviewing
• Onboarding
• Training
• Developing
• Incenting
• Retaining
• Separating
5. Virtuous Circle vs. Vicious Circle
Attractive Place Can Hire the Best We Hire Under Staff & Managers
to Work Available Pressure Bail Out
Bonus & Managers Sales & Profit
Financial Results Targets Missed
Virtuous Circle Vicious Circle
Beat Sales & Visitor Rate
Profit Targets Hire Staff Slow
Raving Fans Builds Morale & Morale & Culture Nobody is Talking
Return Culture Disintegrates About Us
Great Guest Guest Experience
Experience is Anemic
6. Hire Only “Rock Stars”
… not Lypsyncers
• You must differentiate yourself from the rest to survive
• Unique individuals = unique experiences
7. Who Do We Need?
• Storyteller – Hard Rock history, celebrities
• Musician (at heart) – local music events,
videos, music & memorabilia knowledge
• Tour guide – personalized impromptu tours (memo, music room)
• Performer – not afraid to entertain/get guests involved in the experience
• Creative & Spontaneous – willing to do something unplanned and
memorable simply to add to the experience
• Authentically Personable – guest obsessed, beyond the traditional
staff/guests relationship…developing an emotional connection through
unique & individualized conversation
8. Recruiting “Rock Stars”
Thinking outside “traditional” hospitality
• College campuses/hospitality schools
• Music stores
• Coffee houses
• Tattoo & piercing shops
• Local concerts
• Theme park tour guides
• Improv acting schools
• Social networking sites
Experience is not enough in our brand.
Unique & personable attitudes make the difference.
10. Interview Guides
• We will only hire 1-2
applicants out of every 10
interviews
• Hiring the right “fit” is too
important to screw up
• Must use our 3-interview
process with Interview Guides
• Main communication format
for managers
• This creates consistency
11. The Employee Life Cycle
• Recruiting
• Interviewing
• Onboarding
• Training
• Developing
• Incenting
• Retaining
• Separating
12. The Value of On-Boarding
It matters how & who teaches New
(Annual Report) Hire Orientations
Other Staff Member 113% Turnover
Any Manager 108% Turnover
A Qualified Training Mgr 104% Turnover
General Manager 98% Turnover
15. Leader’s Guides
•• Tool created edition” text, with
Provides “teacher to ensure
specific speaking points and prompts
consistent new hire
Matches up to the
• Orientations taught in our
Employee Handbook
global organization
• Ensures consistency at unit-level, but still
allows for managers to customize with
his/her own stories
16. The Employee Life Cycle
• Recruiting
• Interviewing
• Onboarding
• Training
• Developing
• Incenting
• Retaining
• Separating
18. Training Materials
Design Principles
• Think: comic-book
• Photos & graphics
• Less text / words
• Bullet points vs. sentences
• Generous white space
• Consistent font types & sizes
• Content reflects brand image
• “Notes” area - if serving as a
workbook
23. The Employee Life Cycle
• Recruiting
• Interviewing
• Onboarding
• Training
• Developing
• Incenting
• Retaining
• Separating
24. Ongoing Development
• Don’t hoard information - look for opportunities to teach others
• Always give the ‘why’ behind the ‘what’
• Get veteran, long term employees involved in facilitating content
National Restaurant Association
• In the US, 90% of all Americans
will have worked in the hospitality
or retail industry at some point in
their life.
• 35% of those will be promoted
from staff-level into management.
10/31/2010
25. Succession Planning
Leadership Development Pathway
• Bridges internal development gap
that exist between management
levels:
Staff to Management
Ops Manager to AGM
AGM to GM
• Developmental checklist of
tasks/projects to be completed for
promotion consideration
• This puts you on the path to create
an “Army of Giants”
26. Employee Expectations
If employees were volunteers, would we treat them differently?
20 years ago 10 years ago Today
Money Work / life balance They want it all!
Showed up, did the job Started keeping an eye They bail at the drop of
& then went home open for a better job a hat…usually because
of poor leadership
Happy to have a job Started really suing Attorney’s phone # is on
companies speed dial
Tolerated “old school” Responded well to Only loyal to those that
authoritative managers those that just said inspire & develop with
“thank you” compassion
27. The Employee Life Cycle
• Recruiting
• Interviewing
• Onboarding
• Training
• Developing
• Incenting
• Retaining
• Separating
28. Industry Statistics
(Heart-Centered Leadership, Susan Steinbrecher)
Research findings after interviewing over 1,200 non-
management employees:
1. People do not quit organizations – they quit people.
2. People are searching for a sense of purpose and meaning in their work,
no matter what the work is.
3. People want to be respected as whole human beings with a life outside
of work.
4. People will do almost anything for a supervisor or manager who
respects and appreciates them.
29. Industry Statistics
(Heart-Centered Leadership, Susan Steinbrecher)
46% of employees leaving a company do so
because they feel underappreciated
61% said their bosses don’t place much importance on them as people
88% said they do not receive acknowledgement for the work they do
30. Staff-on-Staff Recognition
• Install system where employees recognize each other
for “random acts of kindness”
• Generic note pad - staff takes a slip, completes it,
then:
posts in employee area for all to see, OR
places into an Employee-of-the-Month box to
assist managers in deciding monthly winners
• Creates a “self-managed” environment of positive
recognition.
31. Public Recognition
• Public recognition of positive
performance helps develop:
Morale
Repeated positive performance
• Luckily, pins are a part of our culture
• However, nothing beats the old-
fashioned & free “Thank You”
• Recognition programs only exist to
help remind managers to do this
more often
32. Daily Deposits
“Emotional Bank Account”
Theory
• Relationships are like bank accounts
– both based on trust
• Daily Deposits = increases staff
morale and loyalty
• People who understand their role &
feel appreciated stick around longer
33. Industry Statistics
(Heart-Centered Leadership, Susan Steinbrecher)
Q: “Why did you leave your last job?”
7% said they left their last job because their supervisor or manager
did not say “good morning” to them.
The Gallup Organization:
– Surveyed more than 2 million employees at 700 companies worldwide,
over a 25-year period.
– Found that immediate supervisors are the single largest influence on an
employee’s decision to quit (or stay).
34. The Employee Life Cycle
• Recruiting
• Interviewing
• Onboarding
• Training
• Developing
• Incenting
• Retaining
• Separating
35. Industry Growth – U.S. Only
(Annual Report)
Employment Growth by Industry (1996-2006)
• Hotel = 5%
• Retail = 8%
U.S. Population Growth
• Food Service = 20%
• Education = 22% • Grows 1% per year (about 3million people)
• Groceries = 23% • Not enough physical bodies being born to
• Healthcare = 25% supply labor force
Employment by Industry
• Hospitality still the largest employer in the U.S.
• By 2012 – Healthcare will take over as #1, with Groceries #2
• Those industries are going after the same demographic and hiring them earlier
in life
36. Staff Evaluations
• Evaluate people regularly
• Use a simple 1-page format
• Provide an ‘expectations
grid’ to ensure consistency
37. Employee Surveys
Soliciting feedback from employees
(Annual Report) really matters
Staff-level Not Often = 115% Frequent (2/yr) = 107%
Managers Not Often = 38% Frequent (2/yr) = 29%
38. Employee Surveys
• Provide an anonymous process for
staff to voice their opinions
• Make the process simple – electronic,
if possible
• Most important: dissect the results
and act on the feedback!
40. Communication Vehicles
• Quality Circle Meetings – set up a
feedback system to address issues
• REX Meetings (Reality vs. Expectations) –
have planned out & impromptu 1-on-1’s,
to discover what is/isn’t working for each
person
41. Communication Vehicles
• Sound Check – themed pre-shift
meetings; opportunities for staff
positive recognition before the shift
starts
• Podcasts – monthly audio broadcasts;
interviews & town hall meetings with
executives
42. Communication Vehicles
• 5-day manager conference
• All business concepts attend
• Focused on brand identity, service, culture
ROCK 101
• Online university
• Mandatory for all managers
• Sessions are strong instructional design,
but branded Hard Rock
43. Operating Values/Mottos
Love All – Serve All
All is One
Save the Planet
Take Time to Be Kind
44. The Ambassadors
• Volunteer program created at each property
• Managed by the employees with manager support
• Employees make it a priority to become a valuable community partner:
beach/river clean-ups
feeding the homeless
recycling drives
Earth Day events
co-workers “in need”
48. Employee Newsletter
2007 Hard Rocker - internal staff magazine, focused
on celebrating our charity support
2008
2010
2009
49. Philanthropy Resources
Ambassador Pin –
Given to employees who
participate in 3+ events
Sr. Director of Philanthropy –
runs point on all philanthropic initiatives
Philanthropy DVD –
shown during all new hire Orientations
50. The Value of Philanthropy
Those that did philanthropic initiatives
(Annual Report) (1999 – 2005), reduced Turnover by 30%
• Great for the environment
• Adds value to the community
• Good for business – socially-conscious guests
• Makes the job bigger than a paycheck
• Encourages teamwork – managers & staff work side-
by-side on a common goal outside of work
51. The Employee Life Cycle
• Recruiting
• Interviewing
• Onboarding
• Training
• Developing
• Incenting
• Retaining
• Separating
52. Incent Them Like They’re Rock Royalty
• Individuality relished
• High Volume =
• Industry-leading benefits - 401 K –
50% match; up to 39% contribution
• Pins – ongoing recognition
• Growth - high internal promotion rate
• Travel – trainers open up global properties
• Philanthropic opportunities - everywhere & encouraged
• All-Access – unprecedented to rock artists & unique events
• Rolex watch – 10 years of service for ANY employee
• Harley Davidson – GM of the Year
Is it enough?
53. Exit Interviews
• Meet with “voluntary”
resignations
• Discover their real reason for
leaving
• Act on the info you receive - fix
underlying issues
• Departing employees are still
future guests/customers
Bu-Bye
54. Today’s Workforce
Thank Develop
me. me.
Inspire
me.
Talk to Don’t
me. yell at
me.
55. C + Guest Profitable
Experience Growth
U • Great Service • Clean
• Quality Product • Safe
L • Cool Environment • Fun
• Price/Value
T + Employee Promotable
U Experience People
• Money • Leadership
R • Benefits • Fun
• Recognition • Safe
E • Growth Opportunity
56. VALUES What you Say you will do
+
METHODS What you actually Do
= CULTURE
57. C + Guest Profitable
Experience Growth
U • Great Service • Clean
• Quality Product • Safe
L • Cool Environment • Fun
• Price/Value
T + Employee Promotable
U Experience People
• Money • Leadership
R • Benefits • Fun
• Recognition • Safe
E • Growth Opportunity
