gutierrez 2002

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Laura Gutierrez Director of Human Resources

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Credo Motto Three Steps of Service Ritz-Carlton Basics Employee Promise

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Credo The Ritz-Carlton Hotel is a place where the genuine care and comfort of our guests is our highest mission. We pledge to provide the finest personal service and facilities for our guests who will always enjoy a warm, relaxed yet refined ambiance. The Ritz-Carlton experience enlivens the senses, instills well-being and fulfills even the unexpressed wishes and needs of our guests.

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The Motto applies as much to the employee’s interaction with one another as it does to our interaction with our guests. Motto We are Ladies and Gentlemen, serving Ladies and Gentlemen!

Three Steps of Service: 

Three Steps of Service Step One A Warm and Sincere Greeting. Use the guest name, if and when possible. Step Two Anticipation and Compliance with guest needs. Step Three Fond Farewell. Give them a warm good-bye and use their names, if and when possible.

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Describe our basic standards our problem solving processes grooming housekeeping safety and efficiency standards. Create consistency throughout all of our Ritz-Carlton Hotels around the world Ensure that we meet our customer service standards and expectations. Twenty Basics

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Employee Promise At The Ritz-Carlton, our Ladies and Gentlemen are the most important resource in our service commitment to our guests. By applying the principles of trust, honesty, respect, integrity and commitment, we nurture and maximize talent to the benefit of each individual and the company. The Ritz-Carlton fosters a work environment where diversity is valued, quality of life is enhanced, individual aspirations are fulfilled and The Ritz-Carlton Mystique is strengthened.

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Leadership Communication Daily Lineup Commitment to Quality Annual Meetings by Discipline Conference Calls

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Employee Involvement and Decision Making Basic #10 Each employee is empowered. For example, when a guest has a problem or needs something special, you should break away from your regular duties to address and resolve the issue. Basic #13 Never lose a guest. Instant guest pacification is the responsibility of every employee. Whoever receives a complaint will own it, resolve it to the guest’s satisfaction and record it.

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Selecting rather than hiring Talent and Talent + Fit Recruiting Retention Bottom Line If you get the right people in the right roles in your organization, you will absolutely increase the odds of retaining them

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Orientation Significant Emotional Event Explain your organization Ask them to join Day 21 Day 365 Annual Certification Training, Training, Training

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Words of encouragement fan the spark of genius into the flame of achievement.

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Providing Recognition Rewards should match your employees needs and wants ASK Universal Rewards Think out of the box Caution: If an employee expects it, it may no longer be viewed as a reward

One’s philosophy is not best expressed in words; it’s expressed in the choices one makes. In the long run, we shape our lives and we shape ourselves. The process never ends. And the choices we make are ultimately our responsibility.: 

One’s philosophy is not best expressed in words; it’s expressed in the choices one makes. In the long run, we shape our lives and we shape ourselves. The process never ends. And the choices we make are ultimately our responsibility. --Eleanor Roosevelt

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If you put good people in bad systems you get bad results. --Stephen Covey

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Company Culture Gold Standards The Credo Motto 20 Basics 3 Steps of Service Employee Promise Continuous Improvement A Clear Vision The Pyramid

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“Total commitment to the company culture is imperative.”

Leadership Direction Ritz-Carlton leaders must:: 

Leadership Direction Ritz-Carlton leaders must: Manage the day-to-day operations ~ URGENT THINGS Scheduling Inspection/Inventory Complaint Handling Implement the Pyramid ~ IMPORTANT THINGS Gold Standards, I.e., Create a culture where efficiently satisfying customers is every employee’s goal Process Improvement, I.e., Design and maintain a system where employees drive the improvement process

Implement the Pyramid IMPORTANT THINGS: 

Every action should be moving towards achieving our primary goals. Implement the Pyramid IMPORTANT THINGS

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What is the Basis for the Pyramid All planning and work is aligned to our Credo, Motto, Employee Promise and philosophy to develop and operate highly personalized, genuinely caring prestigious hotels. Our objective is to achieve and maintain product and profit dominance.

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Vision Mission Key Success Factors Foundation The Pyramid

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The Pyramid The Key Success Factors are the key measures to determine the attainment of our vision to be the premier worldwide provider of luxury travel and hospitality products and services.

Key Success Factors:The Ritz-Carlton MystiqueEmployee LoyaltyCustomer LoyaltyOwner LoyaltyTotal RevenueProfitSuccessful Hotel Openings: 

Key Success Factors: The Ritz-Carlton Mystique Employee Loyalty Customer Loyalty Owner Loyalty Total Revenue Profit Successful Hotel Openings

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Employee Involvement Basic #6 Company Objectives are Communicated to all employees. It’s everyone’s responsibility to support them.

I tell you and you forget. I show you and you remember. I involve you and you understand.: 

I tell you and you forget. I show you and you remember. I involve you and you understand. --Eric Butterworth

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Employee Involvement Basic #7 To create pride and joy in the workplace, all employees have the right to be involved in the planning of the work that affects them.

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Product features that meet customer needs increase customer satisfaction make our products more salable increase market share provide sales income secure premium pricing Major effect is on Sales Usually higher quality costs more Freedom from Defects reduce customer dissatisfaction reduce errors reduce re-work reduce rebates improve efficiency Major effect is on Costs Usually higher quality costs less Definition

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MR.BIV Basic #8 Each employee will continuously identify defects (MR.BIV) throughout the Hotel. M istakes R ework B reakdowns I nefficiencies V ariation

Problems: 

Problems Sporadic An irate guest with a confirmed reservation who cannot be accommodated The mysterious disappearance of property or money The breakdown of the hotel’s automated systems A threat to human safety or health Chronic Problems which have existed for some time Problems that we have learned to “live with” Key Production Processes

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“One essential lesson on any improvement project is that middle management must provide the necessary leadership behavior to improve. They must plan their work better to allow enough time for improvement activities.” Pat Mene, Vice President of Quality The Ritz-Carlton Hotel Company

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6 Step Problem Solving Process Step 1: Identify and Select the Problem Step 2: Analyze the Problem Step 3: Generate Potential Solutions Step 4: Select and Plan Solution Step 5: Implement Solution Step 6: Evaluate Solution

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Malcolm Baldrige National Quality Award MBNQA CRITERIA LEADERSHIP STRATEGIC PLANNING CUSTOMER AND MARKET FOCUS INFORMATION ANALYSIS HR DEVELOPMENT AND MANAGEMENT PROCESS MANAGEMENT BUSINESS RESULTS

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Measure for Quality Gallup Individual Guest Satisfaction Meeting Planner Satisfaction Catering Satisfaction Employee Satisfaction Service Quality Indicators Profit & Loss Statement …..Balanced Scorecard

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“The real risk is to do nothing” Denis Waitley