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November 05, 2005
Harrah's Casino Summary Reflection
While other casinos attracted customers with “must-see” properties, Harrah’s chose to revolve its casinos around becoming a market-based company. Although company objectives have been clearly outlined, proper utilization of company human capital was not.For the most part, company and HR strategies are well aligned. The company’s primary objectives were to generate higher levels of revenue, solidifying its stance as a market/customer based company, and increase share of customers’ gaming budgets. On the other hand, HR strategy entailed creating a competitive environment among employees, hiring the right people which in turn lowers the turnover rate, employee development, and lastly, at the center of the HR plan, the reward incentive program. Lower turnover rates have indicated a strong positive correlation with morale, so as the turnover rates go down, morale will undoubtedly increase. A higher level of morale will reinforce the marketing-focused, customer-obsessed mindset Harrah’s values. Similarly, hiring the right people and developing employees, aside from lowering the turnover rate, will ensure that Harrah’s is run by personnel who can understand the company objective and who can work hard to reach it. Without a strong staff, it would be extremely difficult to increase any level of customer service, regardless of the incentive program. There really is no “misaligned” strategy here—none of the HR strategy directly conflicts with overall company interests. It could be said that the turnover rate in itself has no direct relation to generating revenues, or aiding customer relations. However, it does support factors like lowered absenteeism and morale which do have a direct impact.
Posted by jxw115 at November 5, 2005 08:25 PM
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Posted by: jokifudat ksdqa at February 12, 2007 06:42 AM