Reengineering of Ritz-Carlton Hotel

16 years apart, Michael. Michael hammer and The Ritz-Carlton Hotel Company. c) issued the same declaration of "complete transformation". However, the latter reconstruction project has already surpassed the original definition of hammer.

In 1990, the author of "Reengineering Enterprise", who is also a computer professor at MIT, took the lead in proposing that in order to greatly improve business performance, enterprises should reengineer their operations-use the power of modern information technology to completely redesign the core processes of each business.

Technology and its reengineering of processes have since become the "magic weapon" of many enterprises and an excuse for layoffs. The real master lies in "reinventing" himself. Hammer soon realized that he thought too little about "people" and revised it in his subsequent works.

The shift from technology to people's center of gravity is also reflected in Ritz-Carlton's re-engineering road from July 2006: process re-engineering originates from technology, and technology refresh begins with every employee. Training and learning, or "re-creating employees" is the source of all changes.

Difficult to adapt to the new process and new culture? Perhaps this is not only not the fault of employees, but also proves the good effect of previous training. The problem is how to use training to "recreate" new inertia.

The first is "face": finding a new direction is the first step to rebuild the enterprise and the basis for rebuilding employees. The direction is set, and all employees need to receive unified training.

Lijia hotel

As a representative of traditional high-end hotels, Ritz-Carlton's self-proclaimed "a little change in corporate culture" may scare away guests, which is more likely to be unacceptable to front-line employees who have adhered to the "gold standard" for many years. However, Diana Oreck, vice president of the group, still firmly stated that "we will no longer tell you clearly how to satisfy customers", but let employees serve more personalized customers in a more personalized way. To this end, the Portman Ritz-Carlton Shanghai spent half a year and completed the training of more than 700 employees in batches.

For example, Hammer said in 200 1: "These enterprises will prosper-they will rebuild their own enterprises for the purpose of facing customers, serving customers and facilitating customers." In order to establish a new awareness, this kind of all-staff training is tantamount to induction training.

Secondly, the "line": re-create employees from the top, and decompose customer orientation into the schedule of employees at all levels.

As part of the personalization strategy, Ritz-Carlton is no longer a one-size-fits-all store. Each hotel is required to determine and arrange a unique "theme" according to the local environment. For example, the Half Moon Bay Hotel, located in winetown, California, has the theme of "Fire and Wine on the Beach", where guests can drink wine and enjoy a bonfire on the balcony. In short, "everything in the hotel is related to this (theme), from lighting, uniforms to architectural appearance." As a result, the general manager and creative director of each hotel participated in a one-day related training.

Lijia hotel

This kind of high-level intensive training is not only re-learning, but also a catalyst for promoting new culture, new strategy and new technology along the power line.

Finally, the "point": break through the key and difficult points with case analysis, and clarify how to implement the new standards and new processes with group discussion.

"The biggest difficulty we encounter is that we are very vague about the scale of freedom and flexibility." The problems encountered by Ritz-Carlton employees in Shanghai are not isolated cases. Previously, the hotel's famous gold standard included 20 basic rules, which were so detailed that when the guests said thank you, the staff could not answer you're welcome, but said it was my pleasure. In order to provide more humanized service, employees have to put aside all explicit provisions and explore what is a natural and sincere way to treat guests.

Case discussion in training can't answer all the questions, but this mutual learning and key breakthrough undoubtedly increase the courage and confidence of employees to accept reengineering.

Enterprise reengineering needs to tap the potential of each position from the whole business process. There is no doubt that individual employees will bear greater responsibility. Appropriate training follow-up measures can create a "continuous improvement" learning atmosphere and help employees turn stress into motivation.

Reengineering is innovation, and mistakes will inevitably increase in the initial stage. Ritz-Carlton is aware of this. The way they deal with mistakes is not to blame, but to point them out and correct them in time. Work engineering is a process of learning from mistakes.

On the one hand, it lies in the attitude of the company from top to bottom, thus forming an informal environment that is most suitable for enterprise and employee reengineering.

In the Ritz-Carlton Hotel, mistakes in work are collectively referred to as cartoon-like "Mr. BIVs", which is the abbreviation of three words: failure, inefficiency and change. This allows every employee to face every mistake with a learning attitude and ensures that every mistake that may affect the overall situation of reengineering is reported in time instead of being covered up.

On the other hand, the formal learning system provides a good growth platform for employee reengineering.

The Ritz-Carlton holds regular meetings in every hotel, department and every day. During the meeting, employees will generally study and discuss the gold standard of the day, famous sayings and aphorisms, guest satisfaction index, hotel operation data, yesterday's guest complaints, and the special preferences of the guests of the day. To ensure that employees around the world maintain a unified understanding of the company culture during the reengineering process. Of course, the discussion also includes what type of "Mr. BIVs" appears most frequently.

Nowadays, more and more enterprises are joining the learning reengineering of Ritz-Carlton, echoing the reflection of the masters ten years ago with practice. Just as Hammer began to recreate his theory of "reengineering", Peter of 1997. Shengji describes the enterprises in 2 1 century as follows:

"The traditional' command-control mode' enterprises can hardly lead us into the 2 1 century. ..... CEOs can no longer expect to use orders to motivate their subordinates to make changes. Gradually, successful organizations will build their competitive advantage on the basis of less control and more learning. In this way, we must rethink leadership and learning. "

A learning organization rooted in employees will enable enterprises to embark on a new path of reengineering. In the end, learning is synonymous with reengineering, and enterprise reengineering will become a virtuous circle of continuous improvement, not just exciting "revolutionary declarations" again and again.

As an international hotel with 28,000 employees, the Ritz-Carlton Hotel's quality evaluation method for new employees makes people feel more humane and flexible. It insists on seeking guidance from customers and asking customers about their experience in the hotel in emotional language. The answers to this survey seem subjective, but they form part of the "customer satisfaction score" of each department of the Ritz-Carlton Hotel.

SueStephenson, senior vice president of human resources at the Ritz-Carlton Hotel, said that hotels use the method of evaluating customer loyalty to determine the quality of new and old employees. Summarize the evaluation results submitted by hotels and departments to the human resources department of the company every month. For example, to evaluate the quality of a room service staff, we should not only examine his professional ethics or teamwork ability, but also "look at the degree of his concern for customers." Stephenson said.

The results of the survey are "surprising". The Ritz-Carlton Hotel is on the 76th floor. 3% of the time to achieve the "best performance"-that is, the best results of customer surveys, indicating that customer satisfaction is the highest. "This figure is 4% higher than last year," Stephenson said. "The performance of most hotels is far from ours." The success of the Ritz-Carlton Hotel is largely attributed to the evaluation of employees after employment and strict selection procedures.

Most companies tend to use strict selection procedures when recruiting employees, rather than evaluating employees after they are hired. Ritz-Carlton also adopted the QualitySelectionPro process, which clearly defined the expectations of new employees. Therefore, when accepting the quality evaluation, new employees are familiar with the evaluation criteria. Stephenson said: "Our focus is on the employee selection process and what kind of talents they can bring." "For example, you can't teach a person how to smile."

As the executive director of a manager training company, DanteCapitano specializes in the research of manager evaluation and new manager integration. When the client company started to recruit employees, his main work was completed. He also made a "success summary" for new employees in various companies. This handbook covers everything from behavioral characteristics to leadership style, which is very important for personal success.

Subsequently, Capitano suggested that his client should conduct a comprehensive 360-degree survey when he was a senior manager for six months, preferably a qualitative survey rather than a quantitative survey. "We interviewed 10 to 12 stakeholders, who were interested in the success of the newly hired manager and investigated their views on the efficiency of the manager." He said, "This method does not adopt the usual quantitative evaluation criteria, but is more based on a set of principles."

Companies like Bristol-Myers Squibb and Ritz-Carlton are leading the way in talent quality assessment. The concept of evaluating the quality of new employees has just begun to be accepted by the human resources departments of many companies. Jacques Fitz -enz, an authority on human capital, the founder of Saratoga Institute and the author of Return on Investment in Human Capital, said that the overall staff quality evaluation was not objective enough and did not receive due attention. Although he admits that there are many good evaluation tools, he says many companies are reluctant to adopt them. "Evaluating employees in this way will violate some aspects of corporate culture, so the company doesn't want to do this."

PeterWeddle, publisher of online job guides, said that some people know that they are not suitable for certain jobs, but they are determined to apply. In this business environment, the quality evaluation of personnel becomes more and more important. Vedel agrees with Fitzenz that most quality evaluations are too subjective: "This is the hardest part, don't you think?"

It may be difficult to accurately evaluate the quality of employees, but you can completely evaluate the influence of high-quality employees. "You can evaluate the work done by employees and the quality of their work. This shows whether employees are suitable for an organization, "Vedel said. "Quality evaluation is to check whether someone is suitable for a company."