The document summarizes Ritz Carlton's human resource management practices and work culture. It describes their rigorous recruitment and training methods, which include screening interviews, personality assessments, a two-day initial training, ongoing training sessions totaling 100 hours per year, and daily 15-minute shifts briefings. This standardized approach aims to ensure high quality service but can reduce individuality and spontaneity. The document also notes Ritz Carlton's emphasis on employee empowerment and satisfaction to improve customer satisfaction.

1. Ritz Carlton’s HRM
Practices and Work
Culture
Femisa
Farahnaaz

2. Summary
O The first Ritz-Carlton opened in 1898 in Paris
and since then a lot of changes took place which
led the company to the nowadays success.
O By 1998 Marriott owned 99% of Ritz-Carlton
O Training methods and the introduction of globally
accepted standards are important to ensure
quality
O Advantages are high customer and employee
satisfaction
O Disadvantages are the lack of individuality and
high costs

3. Recruitment Methods
O The company did not ‘Hire’ its employees it
‘Selected’ them
O Initial screening, several round of interviews
& personality to adjust in the hospitality
business
O E.g. : Housekeeping : Meticulous work
Front desk : People Oriented
O Reveals a good recruitment technique

4. Ritz-Carlton’s Training
Methods
O Being the first in the “Training Top 125
Winners” ranking - Ritz-Carlton achieved
2007
O Team Building, reinforced by a wallet sized
card with ‘ Gold Standards’ printed on it.
O Reflects a really good training and
recruitment way

5. O Newcomers – Start with two-day training get
to know the Gold Standards
O The On-the-job training and the “Day 21”
O After a year, there is a second written test to
certify “loyal service” and ongoing training-
sessions of 100 hours per employee per
year
O They train their staff on a daily basis for 15
minutes before every shift change

6. Analysis of the Training
Methods
Advantages Disadvantages
O Standardization in training
process
O Employees’ communication
improves with the on-going
training sessions & the daily line-
ups perfecting the team unity
O motto “Ladies and Gentlemen
serving Ladies and Gentlemen”,
because employees feel important
and well treated which motivates
them and as a result the service
will improve.
O Standard service procedure
leaves very little space for
spontaneity and puts pressure on
the employees
O Repetitive rituals such as the daily
line-up or the emphasis on the
rules induce monotony and might
even give an impression of a
brainwash ritual.
O Extreme standards results in an
inelasticity and loss of employees’
personality

7. Other Practices
O Employee Empowerment : Motivated to take
personal responsibility
O Cultural Impact: the way the company
treated the employees increased the
employees satisfaction
O Cultural Shift : The customer transformation
there was a modification of training
programs “more casual, informal and
younger”

8. 12 Service Values
O The introduction of the, compared to 20
basics, and more personalized and tailored
service emphasized on emotions, instead of
standardization, were the result.
O To use the opportunities Ritz-Carlton should
retain their training programs but retain
them a bit to keep the employees
individuality, spontaneity and naturalness
which would help to adapt to the changing
customer profile.