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    Four Seasons

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    Kimberly Johnston
    The document discusses HR practices at Four Seasons hotels to foster a strong customer service culture. Key aspects include hiring and training the right employees, providing a supportive work environment, competitive pay and benefits, and emphasizing employee satisfaction. Four Seasons believes employees are its most valuable asset, and aims to empower and respect all employees equally through trust and mutual respect.

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    Four Seasons

    Uploaded by

    Kimberly Johnston
    2K views16 pages
    The document discusses HR practices at Four Seasons hotels to foster a strong customer service culture. Key aspects include hiring and training the right employees, providing a supportive work environment, competitive pay and benefits, and emphasizing employee satisfaction. Four Seasons believes employees are its most valuable asset, and aims to empower and respect all employees equally through trust and mutual respect.

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    The document discusses HR practices at Four Seasons hotels to foster a strong customer service culture. Key aspects include hiring and training the right employees, providing a supportive work environment, competitive pay and benefits, and emphasizing employee satisfaction. Four Seasons believes employees are its most valuable asset, and aims to empower and respect all employees equally through trust and mutual respect.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    2K views16 pages

    Four Seasons

    Uploaded by

    Kimberly Johnston
    The document discusses HR practices at Four Seasons hotels to foster a strong customer service culture. Key aspects include hiring and training the right employees, providing a supportive work environment, competitive pay and benefits, and emphasizing employee satisfaction. Four Seasons believes employees are its most valuable asset, and aims to empower and respect all employees equally through trust and mutual respect.

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    You are on page 1of 16

    HR Practices: Fostering a Strong Customer Service Culture

    A Presentation By-

    Amit Deshmukh Adhish Kacker Maitri Dave Preeti Sharma Priyanka Bohra Ria Gupta

    About Four Seasons


    Canadian-based international luxury, five-star hotel chain.

    Travel + Leisure magazine and Zagat Survey rank the hotel chain's 89 properties among the top luxury hotels worldwide. Four Seasons does not own most of its properties; it operates them on behalf of real estate owners and developers

    Four Seasons Residence Clubs- Vacation ownership division


    Four Seasons bases its business model on four pillars: Quality, Service, Culture, and Brand.

    Background- Time Line of Events

    1960
    Sharp founded Four Seasons

    1961
    Opened Four Seasons Motor Hotel Downtown, Toronto 125 rooms

    1963
    Toronto Inn Park 569 rooms

    1969
    Four Seasons issued shares to public

    1970
    Sharp opened his third hotel, the Inn on the Park in London

    1972
    Sharp approached Sheraton division of ITT Corporation Joint Partnership - 1450 rooms Four Season Sheraton

    1976
    Sold his 49% stake in JV and continued to focus on developing medium sized luxury hotels

    Continued
    1981 Four Season acquired Pierre One of the best hotels in New York

    1985 Four seasons went public again

    1986 Four Seasons Resorts and Club Dallas Full service spa at La Colinas 1992 19,500 employees, 36 hotels, 13 sales and corporate offices 1994 Al Waleed, bought 25% share and invested C$100 million

    Continued

    1997 Launched Four Season Residential Properties

    2000 More than 20 new properties developed

    2008 82 properties in 34 countries with 33,185 employees

    Service Culture & Loyalty to guests


    Followed their Golden Rule Do unto others, as you would have them do unto you. Provided superior personalized customer service.

    Employ and train the right kind of people and focus on retention.
    Focus on anticipating and satisfying guest needs. Provided major innovations in the hospitality industry. Offered various initiatives. Services were customized to satisfy customer needs.

    Employees- The most valuable asset..


    FORTUNE magazines 100 Best Companies to Work For( ranked #83) Empowered Employees Make the Difference Customers value luxury, but that didnt necessarily mean elegant surroundings or gourmet meals. The outcome in hotel industry normally depends on the front-line employees Every employee from Sr. Manager to Housekeeper was valued & treated in the same way. As per Mr. Sharp Personal service is not something which you can dictate as policy. It comes from culture

    Continued..
    Working environment at Four Seasons based on Trust & Mutual Respect, allowing employees to thrive Experts opined that the positive feedback on the service encouraged employees to deliver the best services & go beyond the call of duty.

    Employers often believe that workers value job security and competitive pay the most.
    Employees in these firms value primarily three things Work for leaders who inspire their best; A physical environment that makes work enjoyable A feeling theyre working for more than a paycheck

    Hiring & Training


    Recruitment Selection Orientation Training Performance management Rewards & Recognition Development & Succession Promotion/Transfer

    Environment
    Four seasons Strategy to hire motivated people, provide best training and provide a conducive environment to grow. Initiated a profit sharing plan, stress breaks and fair remuneration . Valued Guest Satisfaction at par with employee satisfaction.

    Adopted Golden Rules- greeting good morning , visiting homes of employees who were unwell, farewell parties for transferred employees
    All employees would eat together at the staff cafeteria . Performance reviews were conducted for employees .

    Employee Benefits and Policies


    Figured in the Fortunes list of best employers. Freshers and front desk staffs were paid 10% and twice more than the industry figures respectively. Employee benefits included (Full time)

    Employee Benefits and Policies


    Social committee organized events for employees e.g.- hotel sports day, pub quiz, historical walk and bowling. Night Owl Breakfast hosted every quarter to interact with employees of the night shift and to get their feedback. Health and safety meet to discuss the safety policies. Periodic reviews were done for employee policies in practice. Exit Interviews for the feedback from the employees being transferred or leaving the hotel.

    Criticisms & the Way Forward


    Racism in recruitment More foreign staff in hotel. The ability of hotel to attract, develop & retain its customers had led its employees being viewed as stars of Industry. The hotel group plans to increase its staff level to make business & leisure travel more relaxing. The hotel intends to build a strong set of experienced employees who would take responsibility of extending groups philosophy & culture to new employees.

    What Employees have to say

    Thank You!

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