Peter Dutton, general manager at Victoria's Coast Harbourside Hotel and Marina, keeps on top of the promotion pool by implementing some consistent practices.
- From the point of hiring, Peter conducts regular career evaluations with all employees to determine where each staff member wants to go
- Employees who display the ability and interest in moving up are gradually given additional responsibilities
- Potential leaders are encouraged to invest some of their own time to cross-train and develop knowledge in their area of interest
- Newly promoted staff are guided by managers to make a smooth transition from "buddy to boss"
Dutton believes that this plan benefits the hotel and the employees alike. Noting staff interests at the beginning enables him to identify leaders and groom them as candidates. He says that when a supervisory position eventually opens up, the candidate is nearly fully trained because the process began long before the job became vacant. In nearly every case, the promotion is seen as a natural progression practically anticipated by front-line peers.
Dutton's plan has staying power. Coast Harbourside employees see their career potential when hired, and once promoted they look ahead to the next step.
