Page 120 - The New Gold Standard

PRINCIPLE 2: EMPOWER THROUGH TRUST
Career and
Development Planning Succession Planning
Leadership
Performance
Process Selecting, Developing, Talent Acquisition
and Retaining a Orientation
World-Class Workforce
Learning and Operational
Development Certification
Reward and
Recognition Daily Lineup
Empowerment and Employee
Innovation Culture Agreement
Figure 5.2
The Employee Promise Continuum

(Copyright © The Ritz-Carlton Hotel Company, L.L.C. All rights reserved. Reprinted with
permission.)
According to Jim, staff members “place an increasing premium
on the amount and quality of development they receive when
deciding to remain in an organization. This is a key fact to re-
member given how critical it is today to retain top talent.”
Consistent with Jim’s views, Francisca Martinez, vice presi-
dent of talent management at Ritz-Carlton, remarks, “In a world
where employers can no longer guarantee lifelong employment
to anyone in their workforce, we realize that we must nurture
people for lifelong employability.” By annually offering approx-
imately 250 hours of training for each hourly employee, which
includes 15 minutes for lineup each day, Ritz-Carlton not only
enhances the ability of its people to deliver unparalleled service
excellence but also enhances the marketable value of the staff.
Kathy Smith, senior vice president of human resources, com-
ments, “Ironically, one of the problems with developing talent
to the degree we do at Ritz-Carlton is that our people become a
target for other employers. If you’ve worked for Ritz-Carlton, it
certainly is a plus for your résumé in the hospitality and service
sectors. On the other hand, it also makes our leadership better

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