The Ritz-Carlton Hotel Company L.L.C. Essay Example for Free

The Ritz-Carlton Hotel smart set L.L.C. EssayThe Ritz-Carlton Hotel family L.L.C is known in the hotel industry as the king of hoteliers. It is best known for its emblematical and extraordinary operate.The principles behind its overhaul argon largely driven by the legacy of Ceaser Ritz, whose philosophy of assistance and innovations redefined the standards of service, dining and facilities for luxury in a hotel. In order to maintain its positioning in the market, the fellowship has strived to enhance its core competencies and preventing them from becoming rigidities. The report aims to outline and illustrate how the Ritz-Carlton has used and could adopt Human Resources counsel strategy to propel it to a high level in the industry.BACKGROUND AND ESSENCE OF SERVICEThe Ritz-Carlton Hotel Company L.L.C is a leader in the hotel and hospitality industry that specializes in the development and operation of luxury hotels for others. It currently has operations in the three ma jor regions Asia/Pacific, Europe/Middle East and the Americans and Caribbean. (see Exhibit 1)To mean solar day the company is illustrious for its exemplary and extraordinary service and painstaking attention to detail The key driver of it success was the legacy of Ceaser Ritz, whose philosophy of service and innovations redefined the standards of service, dining and facilities for luxury in a hotel setting endured long after his decease through his son Charles Ritz, who was an active board member of The Ritz-Carlton until his death in 1977.As one would extend the measure of the satisfaction derived from personalization available is tot wholey in the control of the clients. The Ritz-Carlton group realized this long m ago and has since developed an aggressive and proactive approach to innovation of it delivering of services to consonantly exceed the expectations of the guests. As a result, the company has received all the major awards the hospitality industry and leading consumer organizations can bestowThus in order to maintain its positioning in the market, the company has strived to enhance its core competencies and preventing them from becoming rigidities by everlastinglyrefining its subroutinees to ensure sustainability and proactive evolution of it values and standards of service. The companys guiding principles are embodied in the halcyon Standards which encompass the values and philosophy by which it operates. They provide a guideline for the operational management of the hotels.Actions interpreted by Ritz-Carlton for the fulfilment of these standards include Total theatrical role Management (TQM) philosophy that permeates the organization, customized programs, establishment of Service Quality Indicators (SQIs) and Corporate Social Responsibility initiatives. However the heavy emphasis on human resources is probably the approximately critical component of it strategy. It based on the four aspects of Human Resources Management1.Planning2.Recrui tment3.Development4.Review and appraisalRitz-Carltons main product is guest look that is personalize and beyond expectation.JOINING THE RITZ-CARLTON TEAMThe shibboleth at Ritz-Carlton Hotel Company, L.L.C. is, We are Ladies and Gentlemen serving Ladies and Gentlemen. This motto exemplifies the anticipatory service provided by all staff members for which they receive a 7 day predilection starting on their first day at work.Ritz-Carlton completely integrates human resources and operations. Here the human resources and operations work together to select, orient, train and certify employees. They also ensure that the employees are highly empowered and confront deeply involved in running the business.During these first seven days, employees are trained and sensitized on the key competencies required and the applicable ground rules to successfully perform their duties. Emphasis is put on sagacity and embracing the sumptuousen standards and any other factors that would affect the sa tisfaction of the guests with the services provided to them by the hotel.The seven days programme aims at fundamentally altering the employees behaviour by adapting to the standard required by the company in order to achieve their business strategy as well as creating a memorable event.Ritz-Carlton believes that employees have to feel responsible for customer satisfaction, participate in developing the companys vision, strategies and fancys, ultimately becoming a part of the Ritz-Carlton mystiqueTo lengthen the homework days before hotel hypothesisAt the end of it, all the freshly hired employees are expected to understand and easily apply the company standards which include problem solving, detailed grooming, housekeeping and safety.Ritz-Carlton believes that lonesome(prenominal) the finest ladies and gentlemen can maintain the companys distinguished gold Standards. Therefore it puts a lot of emphasis on the survival of the first class candidates for its staffing requirements and it follows a Quality Selection Process (QSP) that involves conducting research with employees, customizing interviews, identification of candidates who are or so likely to be the best performers in specific roles.Ritz-Carlton pays a lot of attention to the tracking and judge of employees performance, reviewing and improving systems and mathematical functions based on internal and external analysis. Then the first class selected candidates follow an current training program that is as much part of the company Gold Standard target.In the hospitality industry, most of the hotels have a soft opening and a real operation starts after a few weeks but it is different in Ritz-Carlton hotels. Ritz-Carlton aims to have everything right when the door opens to the first customers.The seven day countdown process is not just a training line of products for the candidates. It is actually a Ritz-Carlton standard procedure set before opening a new property. The first two days are the prefe rence days and the candidates become certified by attending a five days training course which runs by the prepared employee trainers.I believe James McBride should not expand the seven day countdown process as it will increase the cost of the hotel at it will postponed the openingdays. The seven day countdown is a standard procedure which has been used in many Ritz-carton hotels and it worked properly in the other hotels.HOTEL OPENING helpThe Seven Day Countdown process was recognized as Ritz-Carltons best practice. However, this process was challenged by Collin, who represents Millennium Partners. The key challenge comes in two foldsFirst, can Ritz-Carlton open at higher tenancy rate (i.e. higher than 50% during the first month)?Second, can Ritz-Carlton reach to 80% of occupation rate in a shorter sum total of time (i.e. instead of 3-4 months)?Collin questioned that 7 days may limit to reach these targets (i.e. higher open moving in rate and shorter time to reach 80% occupancy rate). It is difficult to acknowledge whether or not 7 days is the limiting factor to achieve the target.Perhaps, it is more pragmatic to carry out research to account the root causes that contribute to these effects, instead of changing the best practice without considering the various repercussions (e.g. cost, reputation, organization process win over etc.). The consequences of changing the current best recipe may alter the business result, hence, impact the bottom, if not cautiously plan and execute.Lets summarize the key activities of each days in Seven Days CountdownDay 1 penchantDay 2 Departmental VisionDay 3 4 Technical training Handling Guest DifficultiesDay 5 7 Technical trainingSome areas of enlisting and selection can be further streamlined, e.g. a 2 days job fair can be reduced to 1 day, by changing some of the recruitment process, e.g. offer online registration, pre-interview online screening process. Besides, to realize the service quality, the HRP (Human Resou rce Planning) needs to closely integrate with the organizational strategy, i.e. the guess of occupancy rate, the time of recruitment and selection, training and development etc.To meet the targets as above-mentioned, it is paramount to plan in feed-forward approach, i.e. to set target of above 50% in first month, and to reach 80% occupancy rate in, say, 2 months. The HRP and marketing teamneeds to work hand on hand to receive the supply and demand, of both customers and workforce sides. The HRP talent forecast the headcount needs to match the higher occupancy rate, e.g. in forecasting workforce number, by the deployment of both quantitative and qualitative methods.Besides, the demographic of the location and employees mobility might be the important factors to consider in this planning and execution process, e.g. the availability of skill-set in particular location. both constraints in the availability of skill-sets may restrict the capabilities to match to the target sets. To e nhance the training and achieve consistent quality of Ritz-Carlton, it is also possible to relocate the existing workforce from another location to the newly opening Ritz-Carlton, this will increase the quality and flawless in services.To achieve higher level of quality service and to reach to the higher occupancy rate in opening and subsequent months, the HRP may integrate the ago experience of opening new hotels into current training session for employees. For example, the issues encountered in the past, from the very beginning stage, such as recruitment and selection, retention, to 7 days countdown of employees training, can be documented, and integrate in HRIS (Human Resource breeding System), and translate into a practical case study, and to be used in the 7 days countdown process, as real case study will shorten the learning curve and stimulate learning process.Besides, to meet quality level, and foster learning, it is paramount to maintain high retention during the period from selection, and job offering to 7 days countdown. This can be achieved through the current best practice (Exhibit 9), and also, providing employees the self-training material, such as CD, booklet, online training web portal.ConclusionIn a nutshell, Ritz-Carlton is selling experience, not selling hotel rooms, as such, to maintain the gold standard, it is important to embed the culture prior to full-occupancy level. Besides, the true nature of hotel business is about service, and more importantly, service business is perishable (not inventories), and intangibility, both the hotel artefacts, and also services, will influence the customers experience.Reference list1.Ritz-Carlton Hotel Company Wikipedia cyclopedia (http//en.wikipedia.org/wiki/Ritz-Carlton_Hotel_Company)2.http//www.quality.nist.gov/PDF_files/RCHC_Application_Summary.pdf3.More details can be found at (http//www.ritzcarlton.com/corporate/about_us/gold_standards.asp).4.Harvard business School case study5.Ritz-Carltons G old Standard Service (http//www.epmsonline.com)Appendix1The Golden Standards SummaryThe CredoThe Ritz-Carlton Hotel is a place where the genuine care and comfort of our guests is our highest mission. We fuddle to provide the finest personal service and facilities for our guests who will always enjoy a warm, relaxed, yet refined ambience. The Ritz-Carlton experience enlivens the senses, instils well-being, and fulfils even the unexpressed wishes and needs of our guests.MottoAt The Ritz-Carlton Hotel Company, L.L.C., We are Ladies and Gentlemen serving Ladies and Gentlemen. This motto exemplifies the anticipatory service provided by all staff members.Three Steps Of ServiceA warm and sincere greeting. Use the guests name. Anticipation and fulfilment of each guests needs. cranky farewell. Give a warm good-bye and use the guests name.Service ValuesI Am uplifted To Be Ritz-Carlton I build strong relationships and make out Ritz-Carlton guests for life I am always antiphonal to the ex pressed and unexpressed wishes and needs of our guests I am empowered to create unique, memorable and personal experiences for our guests I understand my role in achieving the Key Success Factors, embracing Community Footprints and creating The Ritz-Carlton Mystique I continuously prove opportunities to innovate and improve The Ritz-Carlton experience I own and immediately resolve guest problems I create a work environment of teamwork and lateral service so that the needs of our guests and each other are met I have the opportunity to continuously learn and grow I am involved in the planning of the work that affects me I am proud of my professional appearance, language and behavior I cheer the privacy and security of ourguests, my fellow employees and the companys confidential information and assets I am responsible for uncompromising levels of cleanliness and creating a safe and accident-free environment.The 6th DiamondMystique Emotional Engagement FunctionalThe Employee PromiseAt 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 man-to-man 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.