Casino Customer Service

As a casino rolls out internal organizational improvement, it must allow employees to make mistakes as they expand their skills, try new things and make decisions.  John Ballantine states in “Firms That Invest in Employees Will Come Out On Top” that it is important to give employees the latitude of making mistakes.  Ballantine says, “Growing your company – and your people – is all about making mistakes.  The trick is not to minimize mistakes but to minimize the cost of mistake.  Your most valued employees will thrive only to the extent that they are put in a position to make tough decisions and learn from those experiences.”

My company has published a white paper that helps casinos understand what is involved in rolling out organizational improvements that can result in greater success in the future.  Those interested in obtaining a copy of the white paper should e-mail Marilyn Kuhnert, our client development specialist, at mkuhnert@casinocustomerservice.com or call her at 623-486-9090.

Martin R. Baird
Robinson & Associates, Inc.
mbaird@casinocustomerservice.com
www.advocatedevelopmentsystem.com
www.casinocustomerservice.com
480-991-6420

Casinos interested in implementing organizational improvement can take a step in that direction by emphasizing employee training.  In “How Do I Measure Return On Investment (ROI) for My Learning Program,” Marcia Conner references a  Louis Harris and Associates poll that found that 41 percent of employees plan to leave a company within a year if there is poor or no training, while 12 percent state they plan to leave companies in which there is excellent training.  Employersgroup.com reports that companies spending $218 per employee have more than a 16 percent voluntary turnover rate, while companies that spend more than $273 per employee have annual turnover of 7 percent.

My company has published a white paper that helps casinos understand what is involved in rolling out organizational improvements that can result in greater success in the future.  Those interested in obtaining a copy of the white paper should e-mail Marilyn Kuhnert, our client development specialist, at mkuhnert@casinocustomerservice.com or call her at 623-486-9090.

Martin R. Baird
Robinson & Associates, Inc.
mbaird@casinocustomerservice.com
www.advocatedevelopmentsystem.com
www.casinocustomerservice.com
480-991-6420

Casinos that strive to create a positive culture in support of organizational improvement should evaluate the impact the property’s physical environment has on employees.
 
The physical environment within one day may range from beautiful to bleak.  Oftentimes, the appearance and feel of the back of the house is significantly different from the front.  A lot of casino time and money is spent on creating an alluring environment for guests and executives, while the back of the house is often ignored.  An appealing and comfortable physical environment for employees may make the difference between someone who wants to come to work each day and one who wants to stay home.

My company has published a white paper that helps casinos understand what is involved in rolling out organizational improvements that can result in greater success in the future.  Those interested in obtaining a copy of the white paper should e-mail Marilyn Kuhnert, our client development specialist, at mkuhnert@casinocustomerservice.com or call her at 623-486-9090.

Martin R. Baird
Robinson & Associates, Inc.
mbaird@casinocustomerservice.com
www.advocatedevelopmentsystem.com
www.casinocustomerservice.com
480-991-6420

Effective internal communication that reaches across the entire property is crucial to successful implementation of organizational improvement at casinos.

In “Culture, Leadership and Power:  The Keys to Organizational Change,” Ronald W. Clement referenced a study by Larry Smeltzer.  Clement said Smeltzer’s study found that the most common reason for failure to improve is the spreading of inaccurate and negative rumors resulting from the inability of management to provide accurate and timely information to the staff. 

Smeltzer found two other reasons for failure, according to Clement.  Those were (1) employees learning about the change or improvement from outsiders because of a total lack of communication from management and (2) management’s reliance on “lean” communication, such as memos or e-mail, rather than face-to-face meetings.

My company has published a white paper that helps casinos understand what is involved in rolling out organizational improvements that can result in greater success in the future.  Those interested in obtaining a copy of the white paper should e-mail Marilyn Kuhnert, our client development specialist, at mkuhnert@casinocustomerservice.com or call her at 623-486-9090.

Martin R. Baird
Robinson & Associates, Inc.
mbaird@casinocustomerservice.com
www.advocatedevelopmentsystem.com
www.casinocustomerservice.com
480-991-6420