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  1. Employers who show interest in their employees' career development are more likely to engage, motivate, and retain their employees. See what you can nguyensan.meg: casino.:
    IES is an independent, international centre of research and consultancy in human resource issues. It has close working contacts with employers in the manufacturing, service and public sectors, government departments, agencies, professional and employee bodies, and foundations. Since it was established. 25 years ago  Missing: casino ‎player. The basic goal of talent management is influencing the behavior of employees to support the company's business strategies and objectives through effective staffing, compensation, performance management, and career development programs. Hunt suggests that there are twelve (12) principles that should be considered. Card Casino Player Development Manager - Canterbury Park Manage, train and coach executive host(s) to fulfill the player development strategy. Requires excellent customer service and strong public relation skills, as position deals with guests and employees, committees, board members, city and.
  2. Work/Career. Booz Allen Hamilton - Consulting can be demanding. More than half of employees use telecommuting, compressed weeks, or flexible schedules. Six Strategies for Retaining & Developing Great Players by Caela Farren, Ph.D., MasteryWorks, Inc. Introduction During March Madness every year, millions of  Missing: casino.:
    Nick Ippolito specializes in casino player development training with his signature casino host boot camp and casino customer service seminar. I have molded and trained countless hosts in my career I have taught hosts all over the country 'how it's done'. My signature seminars; “The Casino Host Boot Camp” and “Casino.
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Attracting, developing and retaining the best players and coaches means the difference between winning and losing. We see this clearly in team sports. What does it take to attract, develop and engage the minds and hearts of great people? Our research over the past thirty years in the field of talent management has uncovered six key strategies for having great contributors in all levels of organizations.

Human Resource professionals can strongly influence leaders, executive teams, and line managers to make these six strategies a priority. Review this article with your business partners. Assess the business unit on all six strategies and pick one to take on aggressively in the next twelve months. Great basketball players see the whole court. They see the openings for passing, dribbling or shooting. Organizations need to provide the same visual ease for seeing job opportunities across the entire organization, if they want to keep great players.

Websites have made this much easier. Success Story An international consumer products company was losing key sales people. It was easier for them to go to a competitor or a vendor, where the opportunities presented themselves daily. These Position Profiles were then placed in a web-based career portal so all employees had the following information at their fingertips: Eventually sales professionals had access to the web portal, career workshops to better define their short and long-term goals, and guidelines for discussing their performance and career goals with managers.

Managers were rewarded for helping sales professionals develop and transfer within the organization. Managers were also trained on how to use the information to have realistic career and development discussions.

The six month intervention resulted in great sales professionals staying with the organization because they saw short and long-term opportunities. They knew what actions to take to be ready when the positions came open. Managers had the tools and education to develop sales professionals. They used the Position Profiles for hiring, performance assessment and career development discussions. This process became the career pathing model for the company. Much of the information employees want about career options is available in a Job Posting system.

But, this information is only available when jobs are open. What would happen in your organization if all of that information was available to any employee, whether the job was open or not? Our research suggests that most often, great coaches or managers have come from the field, industry or sport they coach.

They understand that mastery in the field is physical, emotional and intellectual. They see the unique talents of each player and coach them in a way that brings out their special talents. They know how to engage the whole person. They know the importance of practice and teamwork. Two great college basketball coaches — John Wooden UCLA and Pat Head Summitt University of Tennessee — have the respect of fellow coaches, players, parents, media and have coached some of the greatest basketball players in history.

Click on the links below to learn more about these two coaches. Visit our Mastery Spotlight to learn about ten others. To attract talent, hiring managers and executives must select, promote and engage outstanding managers. This is one of the most important challenges facing organizations today. Investment counselors see the critical impact managers have on the success of companies and do elaborate background checks on the success records of the leaders and managers of their recommended investment targets.

Great managers know their industry, the organization and their people. They understand and communicate the changes in their work environment. They build strong relationships and are respected by the best in their fields. Replacing managers frequently, leaving teams with no managers for periods of time, as well as frequent reorganizations can wreck the spirit of individuals and teams.

You know you a have a great manager if he or she: Adjusting compensation systems so that the management track is not the only way to increase personal income is critical to assure great managers. And, they must want to coach! The study, commissioned by IBM found that the fastest way for a company to lose young talent is to bore them.

Employers must push and challenge their young employees during their first two to five years with the company to ensure they do not get bored and start job shopping. Employees are giving more and more time and energy to organizations.

Employees take pride in their work and accomplishments. They know that change makes on-going learning imperative. Organizations that provide multiple opportunities for challenge and learning will retain great people. Can employees move easily — laterally, up, or down to learn and develop? Much of the best learning and development today comes right on the job. High contributors and valued employees want to continually develop.

Oftentimes, the best people have chosen a profession or trade and want opportunities to develop more mastery there. Taking lateral moves across divisions or into different projects keeps them learning, helps them build their networks, and gives them opportunities to develop the entire skill-set required for mastery of their profession.

Do your employees know there are six development options — lateral , enrichment , vertical , exploration , realignment , and relocation?

Different options are important at different stages in a career. The Online version includes a Personal Report with the results and recommendations for taking action on the top three options. Click on option below for description. Is learning and development a priority? Skilled professionals are concerned about opportunities to learn and grow.

Most companies incorporate professional development and educational assistance programs in their recruitment and retention efforts. An investment in training and development sends a strong message that management cares about employees, believes their potential is worth developing, wants them to grow, and aims to promote internally to fill key positions.

In basketball and most sports, the mission is clear — to win. The standards are clear. Even though the mission may be published in the Annual Report or on the website and key strategies or initiatives communicated once a year, thousands of people lack a guidance system for determining priorities and actions. Their day-to-day work is not linked in their minds to the mission and strategies of the organization.

Mergers, reorganizations or new leaders cloud the mission and strategies. Focus is often limited to the bottom-line and day-to-day changes in the industry, organization, customers or technology are not honored as opportunities for innovation. This, of course, is not true in great organizations. Leaders must communicate the organization's mission and strategies.

Visioning involves creating a compelling picture of the future. Motivated employees want to see how their daily activities and decisions contribute to the health and viability of the organization. They can't, if they don't know the mission, vision or strategies. No modules, no classroom, no cookie cutter programs. Real casino host training in real time. One on one training on the casino floor and making calls with them.

You work directly with ME. Calling, booking, driving revenue, working the floor, working the pit, working the slots, cutting into to new players, and so much more. I know the importance of driving incremental business, not being bullied and protecting the ROI. All my training is customized for your property. My clients and references will verify the positive impact my training has had on their team but the casino hosts will sing praises over how I have helped increased their numbers.

My customer service training is completely casino resort orientated. It speaks directly to catering to the casino gambler.

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My clients and references will verify the positive impact my training has had on their team but the casino hosts will sing praises over how I have helped increased their numbers.

My customer service training is completely casino resort orientated. It speaks directly to catering to the casino gambler. It teaches awareness of the psychology of a gambler to non-gaming employees. It drives brand loyalty while infusing the most important elements to achieving excellent customer service to your casino resort. Player development is a necessary advantage for all casinos to have at their disposal.

Nick Ippolito helps casinos with player development program, casino host training, customer service and telemarketing training. I began my career at Caesars in Atlantic City in Shortly after I transferred to Caesars in Las Vegas and never looked back. I moved up in the ranks starting from host, to manager, and all aspects of Casino Marketing as a Director and Vice President.

What does it take to attract, develop and engage the minds and hearts of great people? Our research over the past thirty years in the field of talent management has uncovered six key strategies for having great contributors in all levels of organizations. Human Resource professionals can strongly influence leaders, executive teams, and line managers to make these six strategies a priority.

Review this article with your business partners. Assess the business unit on all six strategies and pick one to take on aggressively in the next twelve months. Great basketball players see the whole court. They see the openings for passing, dribbling or shooting. Organizations need to provide the same visual ease for seeing job opportunities across the entire organization, if they want to keep great players. Websites have made this much easier. Success Story An international consumer products company was losing key sales people.

It was easier for them to go to a competitor or a vendor, where the opportunities presented themselves daily. These Position Profiles were then placed in a web-based career portal so all employees had the following information at their fingertips: Eventually sales professionals had access to the web portal, career workshops to better define their short and long-term goals, and guidelines for discussing their performance and career goals with managers.

Managers were rewarded for helping sales professionals develop and transfer within the organization. Managers were also trained on how to use the information to have realistic career and development discussions.

The six month intervention resulted in great sales professionals staying with the organization because they saw short and long-term opportunities. They knew what actions to take to be ready when the positions came open.

Managers had the tools and education to develop sales professionals. They used the Position Profiles for hiring, performance assessment and career development discussions. This process became the career pathing model for the company. Much of the information employees want about career options is available in a Job Posting system. But, this information is only available when jobs are open. What would happen in your organization if all of that information was available to any employee, whether the job was open or not?

Our research suggests that most often, great coaches or managers have come from the field, industry or sport they coach. They understand that mastery in the field is physical, emotional and intellectual. They see the unique talents of each player and coach them in a way that brings out their special talents. They know how to engage the whole person. They know the importance of practice and teamwork. Two great college basketball coaches — John Wooden UCLA and Pat Head Summitt University of Tennessee — have the respect of fellow coaches, players, parents, media and have coached some of the greatest basketball players in history.

Click on the links below to learn more about these two coaches. Visit our Mastery Spotlight to learn about ten others. To attract talent, hiring managers and executives must select, promote and engage outstanding managers. This is one of the most important challenges facing organizations today. Investment counselors see the critical impact managers have on the success of companies and do elaborate background checks on the success records of the leaders and managers of their recommended investment targets.

Great managers know their industry, the organization and their people. They understand and communicate the changes in their work environment. They build strong relationships and are respected by the best in their fields.

Replacing managers frequently, leaving teams with no managers for periods of time, as well as frequent reorganizations can wreck the spirit of individuals and teams. You know you a have a great manager if he or she: Adjusting compensation systems so that the management track is not the only way to increase personal income is critical to assure great managers.

And, they must want to coach! The study, commissioned by IBM found that the fastest way for a company to lose young talent is to bore them. Employers must push and challenge their young employees during their first two to five years with the company to ensure they do not get bored and start job shopping. Employees are giving more and more time and energy to organizations.

Employees take pride in their work and accomplishments. They know that change makes on-going learning imperative. Organizations that provide multiple opportunities for challenge and learning will retain great people. Can employees move easily — laterally, up, or down to learn and develop? Much of the best learning and development today comes right on the job. High contributors and valued employees want to continually develop.

Oftentimes, the best people have chosen a profession or trade and want opportunities to develop more mastery there. Taking lateral moves across divisions or into different projects keeps them learning, helps them build their networks, and gives them opportunities to develop the entire skill-set required for mastery of their profession.

Do your employees know there are six development options — lateral , enrichment , vertical , exploration , realignment , and relocation? Different options are important at different stages in a career. The Online version includes a Personal Report with the results and recommendations for taking action on the top three options. Click on option below for description. Is learning and development a priority? Skilled professionals are concerned about opportunities to learn and grow.

Most companies incorporate professional development and educational assistance programs in their recruitment and retention efforts. An investment in training and development sends a strong message that management cares about employees, believes their potential is worth developing, wants them to grow, and aims to promote internally to fill key positions. In basketball and most sports, the mission is clear — to win. The standards are clear. Even though the mission may be published in the Annual Report or on the website and key strategies or initiatives communicated once a year, thousands of people lack a guidance system for determining priorities and actions.

Their day-to-day work is not linked in their minds to the mission and strategies of the organization. Mergers, reorganizations or new leaders cloud the mission and strategies. Focus is often limited to the bottom-line and day-to-day changes in the industry, organization, customers or technology are not honored as opportunities for innovation. This, of course, is not true in great organizations. Leaders must communicate the organization's mission and strategies.

Visioning involves creating a compelling picture of the future. Motivated employees want to see how their daily activities and decisions contribute to the health and viability of the organization. They can't, if they don't know the mission, vision or strategies. These are the foundations for inventive dialogue, debates and innovation. Employees want to feel that their work is meaningful — that they are making something powerful happen with customers.

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Career Growth and Development Opportunities. When most employees think about their careers, Are you ready to pursue these career development strategies? CAREER PATHS. CAREERS SUCCESS agendas and seating strategies; Relationship Marketing Executives and Player Development teams serve as . The General Manager of Barona Resort & Casino is responsible for Director of Player Development and Executive Hosts and the most respected management team in.

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Employee Development and Career Management