Inheriting the Future

Observations on the evolving role of middle management within the Australian gaming industry; a paper co-authored by Michael Ferris and Andrew MacDonald.
By Andrew MacDonald, Senior Executive Casino Operations
and Michael Ferris
Adelaide Casino, 1995

VISION: Everyone’s a Winner

Providing our customers a winning feeling through a service and/or entertainment experience from the happiest staff giving the best service in the best casino. To accomplish this we must embrace our mission and be guided by the principles we have adopted in the Code of Practice.

MISSION STATEMENT:

The Adelaide Casino management is committed to provide its employees the best possible skill set to perform their duties through constant training and continual improvement with the goal of ensuring internal and external customers expectations are met or exceeded. In doing so, we will succeed as a business, keep people employed, stay interested and have rewarding lives.

EMPLOYMENT AND TRAINING:

A Senior manager shall be involved with Human Resources in the initial selection process of new staff;

Training programmes are to be structured with written material provided in a programmed learning format for ease of use. All trainers should have attended a “Train the Trainer” course and follow defined lesson plans. Adequate hours should be provided with a staff ratio of 10 to 1 as a standard;

Minimum standards are to be set to determine successful trainees on completion of their course. Unsuccessful trainees must be advised and counselled where necessary;

At the completion of any skills training course, constructive feedback should be completed on each trainee. This should then be provided to supervisors and shift managers for their information and use;

The trainer shall be required to provide a follow-up progress report one month after completion of the skills training. At this time, the successful trainees may be brought together for a short informal follow-up training session. Any retraining or corrective action will be identified at this time. This informal training session will present trainees with a forum during which they can relate their experience to each other and to the trainer, and establish an opportunity to polish their new skills under instruction.

PROMOTIONS:

All internal promotions should be posted seeking applications. Postings should detail essential and desirable criteria, and be discussed with and initiated by the Human Resources Department. Applications should be selected based on the criteria given;

Interviews should be conducted on a formal basis with at least two management panellists present. (one departmental and one Human Resources representative as a minimum);

Interviewed applicants should be given a jobs skills rating by their immediate supervisors or management supervisor. A high emphasis should be incorporated on communication skills, public relations, motivation, and attitude;

A 360 Degree feedback survey may also be sought if the applicant has been filling an “acting” role;

Interviewed applicants should, where applicable, be required to complete a written test covering various aspects of the position;

The best person for the job should be selected on the basis of their interview, jobs skills rating and test results. The nominated appointees must still be approved by the Department head as standard company policy;

All unsuccessful applicants shall be given specific feedback by the departmental representative on the areas in which they may require improvement;

Training should be provided to ensure applicants for promotion clearly understand the responsibilities of their position. If possible, all staff should be given an “acting” capacity to evaluate their on-the-job performance prior to any full time appointment.

COMMUNICATION:

Any written directive issued by management shall include the reason or objection where possible;

Written communication should be as clear and concise as possible. Supervisors should ensure that they understand the information and receive feedback or explain to staff what is being communicated and why;

Employee “cells” or groups should be constructed throughout the hierarchy with up to eight staff in each group. This promotes two-way communication and develops a mentoring relationship between staff and their first level supervisor;

Formal departmental management meetings shall be held at intervals of no longer than 3 months. Minutes of these meetings will be posted to inform all staff of proceedings;

Employee suggestions shall be actively sought and encouraged. Any suggestion forwarded should be responded to in writing within fourteen days of being lodged. Structured group suggestion schemes for manager/supervisors should be developed;

Professional standards must be maintained when communicating with any individual;

Information flow is essential and staff should be kept informed and given advance notice where possible of any management initiative;

Consistency is essential between managers when dealing with staff;

A simple thank you should not be rare.

EMPLOYEE RELATIONS:

Discrimination or favouritism is definitely not condoned on any basis;

The “best person for the job” and developing staff are to be a priority;

Cross training and succession planning within areas should be constructed to ensure continuity;

Staff must be treated with tact and concern;

Functions should be rotated where possible to add variety and interest to staff members’ positions.

DISCIPLINARY ACTION:

Any disciplinary actions must be handled professionally and dispassionately in an isolated area with two or more management representatives present. The staff member must be provided the right of reply and be encouraged to re-enact the incident;

Employees must be offered the option of having a Job representative present;

All disciplinary actions involving staff must be documented on the employee’s file. At this point, appropriate counselling should be made available as an essential part of action taken;

Attempts must be made to help an employee conform to a minimum acceptable level of performance, possibly through the use of employee cell groups;

Written warnings should be completed thoroughly;

Three written warnings of a similar nature within a 3-6 month period should result in the employee being suspended pending evaluation by the department head;

The employee’s value to the company should be stressed at the completion of any disciplinary action to aid recovery.

QUALITY AND SERVICE:

Staff must be encouraged, coached regularly and given a reason to strive for continuous improvement;

Everyone is a “customer” or has “customers” who should be treated as such. We are all an extension of VIP Services;

Quality and excellence should be rewarded and praised;

Staff should be encouraged to point out deficiencies in any area of the casino without fear;

Catch people doing something right and acknowledge their effort. Praise is the most meaningful motivator if used appropriately;

Patrons are our life blood and must be made to feel important and like “winners” even when they are not.

OTHER:

Management, and indeed all staff, must embrace and be supportive of:

– Equal Employment Opportunity policies (EEO.).
– Occupational health and Safety Guidelines.
– Adelaide Casino Human Resources policies.
– Adelaide Casino Accounting and Internal Control Policies and Procedures.
– The Casino Act 1983.

Inheriting the Future

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