Page 281 - The New Gold Standard

Conclusion: A Lasting Impression
D Having senior management present at every new
employee orientation?

D Requiring that all employees go through orientation
prior to showing up for the first day of work?

D Using orientation as a way to celebrate the employee’s
decision to choose your business and to imprint the
rich history and values of your company?

D Offering training and certification so that your
employees are capable of performing their function
prior to allowing them to serve customers?

D Affording new hires a chance to give honest feedback
about the breakdowns and disillusionment they may
have encountered during their first weeks of work and
correcting those shortcomings and reengaging them in
the mission?

D Allowing employees a voice in the processes, quality
improvements, and changes that affect them?

D Celebrating the accomplishments of your people as
well as their anniversaries with your business?

C A Fond Farewell D

In light of all the best practices followed by Ritz-Carlton, it is
important to note that the company has its share of shortcom-
ings and vulnerabilities. Clearly, they face significant challenges
maintaining their service excellence and overall business rele-
vance. This will be particularly true over the next several years
given that Ritz-Carlton is scheduled to manage 100 properties
by the year 2011, thus causing leadership to select, acculturate,
and maintain excellence with an additional 45,000 Ladies
and Gentlemen and 7,200 new managers. Additionally, given

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