Club Management - January/February 2008 - (Page 46) Employees felt schedules coming out late and only for the current week contributed to disorganization. Now a twoweek planner is sent out to all clubhouse employees showing upcoming events and banquets. Better awareness of upcoming events has helped with better organization and preparedness. It also gives the employees the opportunity to position their schedules to meet work preferences. Communication improved and employee satisfaction is higher. Finally, in an effort to improve feedback for cooks and wait staff, member comment cards are posted in the kitchen for all to read. This kind of quality feedback has given employees a real morale boost. The results of these efforts have been impressive. The previous season, most golf events had something related to clubhouse planning or execution slip through a crack. This season has been nearly flawless. Training Training was an issue for both permanent and seasonal staff. A for mal indoctrination process and job-specific training were not in place. Employees wanted a training document for the wait staff that would not only be beneficial to new employees, but also set a standard for existing employees. Initially, the wait staff and bartenders gave me a list of everything they felt needed to be included in a comprehensive training manual. The club manager located a training manual he had written a few years earlier and updated it to fit the needs of Quail Ridge. It contained all of the items employees had given me and more. As the new golf season started, new and old permanent staff and arriving seasonal staff now had a guide with valuable information and standards. By simply having a quality training guide, this past season has seen an accelerated learning curve by new staff and better standardization of service. The membership noticed, and the general manager has been overwhelmed with positive comments throughout the season. Culture Many times this past season, the club’s GM heard the same statement, “This has been the best season I can remember.” By working with and then managing the culture of this club, we have achieved the kind of performance that the GM knew was possible. Quail Ridge has proven that it is much easier to work w ith ex isting streng t h s to improve per for m a nce than it is to work against constraints to change performance. Operational excellence is a process of continually redefining excellence. Quail R idge leadership and employees are committed to this concept and are continuing to look for ways to improve communication, service and pride. In the end, everyone wins. ❚❘ About the author Tom Garcia of Culture Dynamics, Inc., is a former Navy pilot who worked as a senior consultant for the Naval Safety Center, specializing in organizational culture. He now uses the same principles that helped military aviation squadrons achieve operational excellence in a var iety of other industries. ® Accent Your Natural Surroundings Designed to complement any setting, Country Casual’s teak furnishings are marked by superb craftsmanship and unrivaled style and value. collections of T0801A6004 SOURCEBOOK ~ www.countrycasual.com ~ 800-284-8325 46 356757_country.indd 1 • CLUB MANAGEMENT 11/20/07 2:45:31 PM http://www.countrycasual.com
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