hardrock

Performance That RocksPerformance That RocksPerformance That RocksPerformance That RocksManaging Your Brand Ambassadors

in a Millenial WorldManaging Your Brand Ambassadors

in a Millenial World

We Look at the Business This Way…We Look at the Business This Way…

Supervisors/ManagersSupervisors/ManagersSupervisors/ManagersSupervisors/Managers

Staff/EmployeesStaff/EmployeesStaff/EmployeesStaff/Employees

GuestsGuestsGuestsGuests

General ManagerGeneral ManagerGeneral ManagerGeneral Manager

Supervisors/ManagersSupervisors/ManagersSupervisors/ManagersSupervisors/Managers

Regional/DORegional/DORegional/DORegional/DO

VP’sVP’sVP’sVP’s

CEOCEOCEOCEO

Employees Today

• Individuality is a priority

• Visual learners

• Short attention spans• Short attention spans

• Technology savvy

• Socially-conscious

• Want to do meaningful work

• Recruiting

• Interviewing

• Onboarding

• Training

The Employee Life Cycle

• Training

• Developing

• Incenting

• Retaining

• Separating

Virtuous Circle vs. Vicious Circle

ManagersManagersManagersManagersManagersManagersManagersManagers Sales & Profit Sales & Profit Sales & Profit Sales & Profit Sales & Profit Sales & Profit Sales & Profit Sales & Profit Targets MissedTargets MissedTargets MissedTargets Missed

Staff & Managers Staff & Managers Staff & Managers Staff & Managers Staff & Managers Staff & Managers Staff & Managers Staff & Managers Bail OutBail OutBail OutBail Out

We Hire Under We Hire Under We Hire Under We Hire Under We Hire Under We Hire Under We Hire Under We Hire Under PressurePressurePressurePressure

Bonus & Bonus & Bonus & Bonus & Bonus & Bonus & Bonus & Bonus & Financial ResultsFinancial ResultsFinancial ResultsFinancial Results

Can Hire the Best Can Hire the Best Can Hire the Best Can Hire the Best Can Hire the Best Can Hire the Best Can Hire the Best Can Hire the Best AvailableAvailableAvailableAvailable

Attractive Place Attractive Place Attractive Place Attractive Place Attractive Place Attractive Place Attractive Place Attractive Place to Workto Workto Workto Work

Vicious CircleVicious CircleVicious CircleVicious CircleVirtuous CircleVirtuous CircleVirtuous CircleVirtuous Circle

Hire StaffHire StaffHire StaffHire StaffHire StaffHire StaffHire StaffHire Staff

Morale & Culture Morale & Culture Morale & Culture Morale & Culture Morale & Culture Morale & Culture Morale & Culture Morale & Culture DisintegratesDisintegratesDisintegratesDisintegrates

Guest Experience Guest Experience Guest Experience Guest Experience Guest Experience Guest Experience Guest Experience Guest Experience is Anemicis Anemicis Anemicis Anemic

Nobody is Talking Nobody is Talking Nobody is Talking Nobody is Talking Nobody is Talking Nobody is Talking Nobody is Talking Nobody is Talking About UsAbout UsAbout UsAbout Us

Visitor Rate Visitor Rate Visitor Rate Visitor Rate Visitor Rate Visitor Rate Visitor Rate Visitor Rate SlowSlowSlowSlow

Beat Sales & Beat Sales & Beat Sales & Beat Sales & Beat Sales & Beat Sales & Beat Sales & Beat Sales & Profit TargetsProfit TargetsProfit TargetsProfit Targets

Raving Fans Raving Fans Raving Fans Raving Fans Raving Fans Raving Fans Raving Fans Raving Fans ReturnReturnReturnReturn

Great Guest Great Guest Great Guest Great Guest Great Guest Great Guest Great Guest Great Guest ExperienceExperienceExperienceExperience

Builds Morale & Builds Morale & Builds Morale & Builds Morale & Builds Morale & Builds Morale & Builds Morale & Builds Morale & CultureCultureCultureCulture

Hire Only “Rock Stars”

… not Lypsyncers

• You must differentiate yourself from the rest to survive

• Unique individuals = unique experiences

• Storyteller – Hard Rock history, celebrities

• Musician (at heart) – local music events, videos, music & memorabilia knowledge

• Tour guide – personalized impromptu tours (memo, music room)

Who Do We Need?Who Do We Need?

• Tour guide – personalized impromptu tours (memo, music room)

• Performer – not afraid to entertain/get guests involved in the experience

• Creative & Spontaneous – willing to do something unplanned and memorable simply to add to the experience

• Authentically Personable – guest obsessed, beyond the traditional staff/guests relationship…developing an emotional connection through unique & individualized conversation

Recruiting “Rock Stars”Thinking outside “traditional” hospitality

• College campuses/hospitality schools

• Music stores

• Coffee houses

• Tattoo & piercing shops

• Local concerts• Local concerts

• Theme park tour guides

• Improv acting schools

• Social networking sites

Experience is not enough in our brand.

Unique & personable attitudes make the difference.

Experience is not enough in our brand.

Unique & personable attitudes make the difference.

Staff Recruiting Ads

Interview Guides

• We will only hire 1-2 applicants out of every 10 interviews

• Hiring the right “fit” is too important to screw upimportant to screw up

• Must use our 3-interview process with Interview Guides

• Main communication format for managers

• This creates consistency

• Recruiting

• Interviewing

• Onboarding

• Training


• Training

• Developing

• Incenting

• Retaining

• Separating

The Value of On-Boarding

(Annual Report)

�It matters how& who teaches New Hire Orientations

Other Staff Member 113% Turnover� Other Staff Member 113% Turnover

� Any Manager 108% Turnover

� General Manager 98% Turnover

� A Qualified Training Mgr 104% Turnover

Storytelling Collateral

• Heritage

• Mission

• Mottos & Values

• Brand Identity• Brand Identity

• Music

• Memorabilia

• Guest Service

• Philanthropy

Mission Statement

“To spread the spirit of Rock ‘n Roll by creating authentic experiences that rock.”

Leader’s Guides

• Tool created to ensure consistent new hire Orientations taught in our global organization

• Matches up to the Employee Handbook

• Provides “teacher edition” text, with specific speaking points and prompts

• Ensures consistency at unit-level, but still allows for managers to customize with his/her own stories

• Recruiting

• Interviewing

• Onboarding

• Training


• Training

• Developing

• Incenting

• Retaining

• Separating

Training Materials

Design Principles

• Think: comic-book

• Photos & graphics

• Less text / words

• Bullet points vs. sentences

Training Materials

• Bullet points vs. sentences

• Generous white space

• Consistent font types & sizes

• Content reflects brand image

• “Notes” area - if serving as a

workbook

Department Manuals / Workbooks

Department Manual – sample page

Job Aides

Validation Materials

Mix & Match – sample pages

Validation Materials

Fill-in-the-Blank – sample pages

• Recruiting

• Interviewing

• Onboarding

• Training


• Training

• Developing

• Incenting

• Retaining

• Separating

Ongoing DevelopmentOngoing Development

• Don’t hoard information - look for opportunities to teach others

• Always give the ‘why’ behind the ‘what’

• Get veteran, long term employees involved in facilitating content

National Restaurant Association

• In the US, 90% of all Americans

10/31/2010

• In the US, 90% of all Americans will have worked in the hospitality or retail industry at some point in their life.

• 35% of those will be promoted from staff-level into management.

Leadership Development Pathway

• Bridges internal development gap that exist between management levels:

� Staff to Management

Succession PlanningSuccession Planning

� Staff to Management

�Ops Manager to AGM

� AGM to GM

• Developmental checklist of tasks/projects to be completed for promotion consideration

• This puts you on the path to create an “Army of Giants”

Employee ExpectationsEmployee Expectations

20 years ago20 years ago20 years ago20 years ago

Money Work / life balance They want it all!

10 years ago10 years ago10 years ago10 years ago TodayTodayTodayToday

If employees were volunteers, would we treat them differently?If employees were volunteers, would we treat them differently?

Happy to have a job Started really suing companies

Showed up, did the job & then went home

Attorney’s phone # is on speed dial

Started keeping an eye open for a better job

Tolerated “old school” authoritative managers

Responded well to those that just said “thank you”

Only loyal to those that inspire & develop with compassion

They bail at the drop of a hat…usually because of poor leadership

• Recruiting

• Interviewing

• Onboarding

• Training


• Training

• Developing

• Incenting

• Retaining

• Separating

Industry Statistics

1. People do not quit organizations – they quit people.

Research findings after interviewing over 1,200 non-management employees:

(Heart-Centered Leadership, Susan Steinbrecher)

2. People are searching for a sense of purpose and meaning in their work, no matter what the work is.

3. People want to be respected as whole human beings with a life outside of work.

4. People will do almost anything for a supervisor or manager who respects and appreciates them.

Industry Statistics

46% of employees leaving a company do so because they feel underappreciated

61% said their bosses don’t place much importance on them as people


61% said their bosses don’t place much importance on them as people

88% said they do not receive acknowledgement for the work they do

• Install system where employees recognize each other for “random acts of kindness”

• Generic note pad - staff takes a slip, completes it, then:

Staff-on-Staff RecognitionStaff-on-Staff Recognition

then:

�posts in employee area for all to see, OR

�places into an Employee-of-the-Month box to assist managers in deciding monthly winners

• Creates a “self-managed” environment of positive recognition.

Public RecognitionPublic Recognition

• Public recognition of positive performance helps develop:

�Morale

� Repeated positive performance

• Luckily, pins are a part of our culture

• However, nothing beats the old-fashioned & free “Thank You”

• Recognition programs only exist to help remind managers to do this more often

“Emotional Bank Account” Theory

• Relationships are like bank accounts – both based on trust

Daily DepositsDaily Deposits

– both based on trust

• Daily Deposits = increases staff morale and loyalty

• People who understand their role & feel appreciated stick around longer

Industry Statistics

Q: “Why did you leave your last job?”

7% said they left their last job because their supervisor or manager did not say “good morning” to them.


did not say “good morning” to them.

The Gallup Organization:

– Surveyed more than 2 million employees at 700 companies worldwide, over a 25-year period.

– Found that immediate supervisors are the single largest influence on an employee’s decision to quit (or stay).

• Recruiting

• Interviewing

• Onboarding

• Training


• Training

• Developing

• Incenting

• Retaining

• Separating

•Hotel = 5%

• Retail = 8%

• Food Service = 20% U.S. Population Growth

•Grows 1% per year (about 3million people)

•Not enough physical bodies being born to •Groceries = 23%

Industry Growth – U.S. OnlyIndustry Growth – U.S. Only

• Education = 22%

Employment Growth by Industry (1996-2006)

(Annual Report)

•Healthcare = 25%

•Not enough physical bodies being born to supply labor force

Employment by Industry

•Hospitality still the largest employer in the U.S.

• By 2012 – Healthcare will take over as #1, with Groceries #2

• Those industries are going after the same demographic and hiring them earlier in life

•Groceries = 23%

• Evaluate people regularly

Staff EvaluationsStaff Evaluations

• Use a simple 1-page format

• Provide an ‘expectations grid’ to ensure consistency

Employee Surveys

(Annual Report)

�Soliciting feedback from employees really matters

Not Often = 115% Frequent (2/yr) = 107%

Not Often = 38% Frequent (2/yr) = 29%

� Staff-level

�Managers

Employee Surveys

• Provide an anonymous process for staff to voice their opinions

• Make the process simple – electronic, • Make the process simple – electronic, if possible

• Most important: dissect the results and act on the feedback!

Posters

Communication Vehicles


• Quality Circle Meetings – set up a feedback system to address issues

• REX Meetings (Reality vs. Expectations) –have planned out & impromptu 1-on-1’s, to discover what is/isn’t working for each person


• Sound Check – themed pre-shift meetings; opportunities for staff positive recognition before the shift startsstarts

• Podcasts – monthly audio broadcasts; interviews & town hall meetings with executives


• 5-day manager conference

• All business concepts attend

• Focused on brand identity, service, culture

ROCK 101

• Online university

• Mandatory for all managers

• Sessions are strong instructional design,

but branded Hard Rock

ROCK 101

Operating Values/MottosOperating Values/Mottos

Love All – Serve All

All is OneAll is One

Save the Planet

Take Time to Be Kind

• Volunteer program created at each property

• Managed by the employees with manager support

• Employees make it a priority to become a valuable community partner:

� beach/river clean-ups

The Ambassadors

� beach/river clean-ups

� feeding the homeless

� recycling drives

� Earth Day events

� co-workers “in need”

Ambassador ProgramAmbassador Program

Hollywood, FL – 136,000 pounds of food for Daily Bread Food Bank

Ambassador Program

Local musicians and Hard Rock employees from Biloxi & New Orleans building homes with Habitat for Humanity

Service Badge Employees Eat Free

Founder’s DayFounder’s Day

Myrtle Beach

Atlanta

2007

2008

2009

2010

Employee NewsletterEmployee Newsletter

Hard Rocker - internal staff magazine, focused

on celebrating our charity support

2009

Philanthropy Resources

Ambassador Pin –

Given to employees who

participate in 3+ events

Philanthropy DVD –

shown during all new hire Orientations

Sr. Director of Philanthropy –

runs point on all philanthropic initiatives

The Value of Philanthropy

• Great for the environment

(Annual Report)

�Those that did philanthropic initiatives (1999 – 2005), reduced Turnover by 30%

• Great for the environment

• Adds value to the community

• Good for business – socially-conscious guests

• Makes the job bigger than a paycheck

• Encourages teamwork – managers & staff work side-

by-side on a common goal outside of work

• Recruiting

• Interviewing

• Onboarding

• Training


• Training

• Developing

• Incenting

• Retaining

• Separating

Incent Them Like They’re Rock Royalty

• Industry-leading benefits - 401 K –

50% match; up to 39% contribution

• High Volume =

• Individuality relished

• Pins – ongoing recognition

• Growth - high internal promotion rate

• Rolex watch – 10 years of service for ANY employee

• Harley Davidson – GM of the Year

Is it enough?Is it enough?

• Growth - high internal promotion rate

• Travel – trainers open up global properties

• Philanthropic opportunities - everywhere & encouraged

• All-Access – unprecedented to rock artists & unique events

• Meet with “voluntary” resignations

• Discover their real reason for leaving

• Act on the info you receive - fix underlying issues

Exit InterviewsExit Interviews

underlying issues

• Departing employees are still future guests/customers

Bu-Bye

Develop me.

Thank me.

Inspire me.

Today’s Workforce

Don’t yell at me.

Talk to me.

Profitable GrowthProfitable Growth

+ Guest Experience+ Guest

Experience

• Great Service

• Quality Product

• Cool Environment

• Price/Value

• Clean

• Safe

• Fun

CCCC

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TTTTPromotable People

Promotable People

+ Employee Experience+ Employee Experience

• Money

• Benefits

• Recognition

• Growth Opportunity

• Leadership

• Fun

• Safe

TTTT

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VALUESVALUES

METHODSMETHODS

What you Say you will do

What you actually Do

++

METHODSMETHODS What you actually Do

CULTURECULTURE==

Profitable GrowthProfitable Growth

+ Guest Experience+ Guest

Experience

• Great Service

• Quality Product

• Cool Environment

• Price/Value

• Clean

• Safe

• Fun

CCCC

UUUU

LLLL

TTTTPromotable People

Promotable People

+ Employee Experience+ Employee Experience

• Money

• Benefits

• Recognition

• Growth Opportunity

• Leadership

• Fun

• Safe

TTTT

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Questions ?Questions ?

hardrock

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