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How Casinos Hire Employees

Employee turnover rates of 50 percent or more are common in the casino industry.

Organizations with high turnover rates cannot develop a service culture. In such companies, managers put very little effort into hiring, basing their decisions on whether the job candidate will work for a small wage and can fill schedule vacancies.

Boomtown Casino in Las Vegas has developed a game show as part of their interviewing process. The job candidates take part in this show to give management an insight to their personality.

Boomtown wants to hire employees who will create a good time for their guests.

If you want friendly, courteous service, you must hire friendly, courteous people. Casinos that deliver good service seem to follow this advice. One needs to understand that it is possible to provide employees with the technical skills needed for the job, but it is difficult to train them to be friendly and caring.

Initial training is very, very important. This is one of the steps to help mold a valuable, trustworthy employee.

If employees are not enthusiastic about the company they work for and the products they sell, it will be difficult to create enthusiastic customers.

To be effective, employees must receive information regularly about their company.

The company's history and current businesses, as well as its mission statement and vision are important for employees to know.

Also, employees must be encouraged to feel proud of their employer, and managers must instill a desire to contribute to the company's success.

Often, the most effective way of communicating with customer is through customer-contact employees.

The Hilton provides its casino employees with passes to the dress rehearsal of anew show, allowing them to promote the show from personal experience.

One casino employee did not have this experience said she felt embarrassed when people started asking for her about the show. Her manager asked her to promote it, but sometimes when she mentioned it the guest would start asking detailed questions she could not answer.

She said this made her feel like a fool after saying the show was great. Now she does not mention the show unless the guest asks about it.

Employees often have opportunities to solve guest problems before these problems become irritants.

To do this, they need information. Unfortunately, many companies leave customer-contact employees out of the communication cycle.

The director of marketing may tell managers and supervisors about upcoming events, ad campaigns, and new promotions, but some managers may feel employees do not need this information.

Apparently, they do need information. An employee with a good head on his or her shoulders is simply a form of marketing itself.

Moreover, employees must know how they are doing to perform effectively. Communication must be designed to give them feedback on their performance.

An internal marketing program includes service standards and methods of measuring how well the organization is meeting them.

The results of any measurement should be communicated to employees. One researcher found that simply communicating information collected from customers changed employee attitudes and performance.