Talent Plus Published in The Beryl Institute Whitepaper
Talent Plus and The Beryl Institute have long been partners with a goal of improving patient experience. To that end, The Beryl Institute and Talent Pus have joined forces to publish, “The Power of Selection and the Use of Talent in Driving Exceptional Patient Experience.” “If we believe that delivering the best in experience is central to our mission in healthcare, we cannot leave the delivery mechanism – our people – to chance,” said Jason Wolf, president of The Beryl Institute. “Identifying your selection methodology and ensuring not just the right, but also the best people are on board is one of the most strategic decisions you can make in building a successful patient experience effort.”The paper’s author, Kimberly Rath, Chairman and Founder, Talent Plus, Inc., is a recognized leader in the field of executive development and human resources and also serves on The Beryl Institute’s Resource Advisory Council. To download a complimentary copy of the whitepaper visit:Link: https://theberylinstitute.site-ym.com/store/ViewProduct.aspx?id=3473829 Promo Code: Selection_2014Click here to see The Beryl Institute's full press release.
Talent Plus Partners with Salesforce in ROI Case Strudy
Talent Plus and Salesforce have joined forces to design a custom system to provide better, faster information to our client base.
"To further integrate its Sales Cloud with business operations, Talent Plus used theSalesforce Force.com platform and Jitterbit to build a custom application to automate andmanage the assignment, tracking, and delivery of its selection assessment deliverables toclients. Nucleus found the project enabled Talent Plus to increase productivity, accelerateorder fulfillment to clients, and gain greater visibility into team and individual growth andperformance while increasing collaboration through Chatter adoption."
ROI: 651%Payback: 2 monthsAverage annual benefit: $676,346
Take a look at this ROI Case Study to see our results.
Talent Plus Employees Help Others to Find Quality Workers | Lincoln Journal Star
This article from the Lincoln Journal Star creates an overview of Talent Plus as our 25th year in business approaches.
"The company uses psychology-based tools to help U.S. and foreign companies get the best job applicants and maximize the potential of existing employees.
Kimberly Rath, co-chairman of the board of directors and former president, said the company has perfected the science behind its assessments, used by hospitals, luxury brands, resorts and retailers.
'We have so much proof of science it’s time now to accelerate that and have other companies join and feel the impact of what we can help them do by discovering people’s capabilities and their talent,' she said." Click Here to Read the Entire Article.
Square Peg Round Hole | Car Wash Magazine
In the Talent Plus Growth Formula, [Talent + Fit] x
Investment=Growth ®, Fit, is a primary component. This article, published
in Car Wash Magazine, highlights the importance of Fit to any
“Think of it this way: If you are a high level executive, with years of experience on your resume, and you are selected into a company whose culture is significantly different than your own or what your vision is for the company, the likelihood that you will succeed and bring along your associates to
grow the company is not great." (Kimberly Rath, Co-Chairman of Talent Plus)
Talent Plus of Lincoln Evolving with Trends, Builds Niche in Auto Industry | Midlands Business Journal
This article, published in the Midlands Business Journal, speaks to the roll out of our automotive Talent Online ® Assessments.
Building on a decade-long working relationship with Mercedes Benz, Talent Plus is in the midst of rolling out a new product that is helping the automotive industry identify top talent and develop those individuals’ leadership skills. Talent Plus President Kimberly Rath said the new assessment tool is currently being rolled out in North American markets. “As we have seen tools changed, we’ve evolved with the market,” she said. “The new product is built to deliver online assessments.”
Click Here to Read the Entire Article.
Helping Companies Around the Globe Focus on Employee Strengths | L Magazine
This article, published in L Magazine, tells the foundational story of Talent Plus, a compelling place to work.
we were planning our strategy, it was absolutely paramount
to us that we lay the right foundation for our own company
culture,” says Kimberly Rath, Talent Plus president and
managing director. “We focused on the three Cs. We wanted
our company to be a compelling place for our associates to
work. We wanted our company to be a compelling place
for clients to do business. And we wanted our company to
be a compelling part of the community. In short, we wanted our employees
to tap dance to work.”
On the Honor System | The Omaha World Herald
Talent Plus was featured in an article in The Omaha World Herald on limitless vacation policies.
"To see how an unlimited vacation policy might work, Talent Plus formed a committee to analyze the company's sick leave data. The average amount taken was just six-tenths of one day, said Bill Kerrey, chairman of the technology team who led the committee on the company's leave policy. 'You
didn’t have to go very far to see that the trust that was given by Talent Plus
was being returned by the associates,' he said."
Click Here to Read the Full Article.
Five Essential Strategies to Create the Best Patient Experience
Empower your staff to exceed service expectations and watch your guests walk away with a great experience!
Kimberly Rath's Guest Blog Featured on CNBC.com
Kimberly Rath, President and Managing Director of Talent Plus, is featured as a guest blogger on CNBC.com. The post entitled, "Yahoo!'s Mayer Should Be Measuring Talent" discusses how shifting corporate culture and increasing employee engagement doesn't mean employees have to be physically in the office. Employee engagement has more to do with how you select your employees than where they are located.
Read the full post.
Talent Plus Client Partner Receives "China Best Employer Award 2011"
Talent Plus client partner Air Products has received the "China Best Employer Award 2011" top 100 nomination recognizing its contribution to talent recruitment and development in China.
Click here to read the full release.
Talent Plus Client Partner Henry Ford West Bloomfield Hospital Featured in Health Care Executive Exchange Magazine
Gerard van Grinsven, President and CEO of Henry Ford West Bloomfield Hospital, speaks to how Henry Ford West Bloomfield Hospital is, "really investing in the well being of the community." They pride themselves in being a Talent-Based Organization® that celebrates and selects their people based on innate talents. According to van Grinsven, they have, "created a culture of highly emotionally engaged employees."
Talent Plus client partner UCLA Health System featured in Health Care Executive Exchange magazine
Dr. David Feinberg, CEO of UCLA Hospital System and Associate Vice Chancellor of UCLA Health Sciences, speaks about the importance of being patient centered. "Most importantly, what makes us get up every day and every night to go to work is what our patients tell us. We are very, very patient centered." He states that UCLA believes, "that everything else will work itself out if we focus on taking great care of the patient."
Making the Cut by Thomas Wai | As Published by CAREERtracks
Talent Plus Featured in Midlands Business Journal Article
What Hospitals can Learn from the Ritz | As Published by Fortune.com
Talent Plus Article Published in Ecsell Institute's January 2011
Unconventional Wisdom by Thomas Wai | As Published by Human Resources Magazine
Talent Plus Associate Contributes to Selection Article | As Published by Ag Professional
Andres Traslavina recently published in December 2010 edition of La Nota
In the article, Las Mejores Clínicas: El Mejor Personal, published in the December 2010 edition of La Nota Económica, Andres Traslavina with Talent Plus shares the journey of creating a Talent Online ® assessment tool for the health care industry. After rigorous research, Talent Plus ultimately created two Talent Online assessments, one for clinical health care professionals and the another for non-clinical. While these assessments share some key elements, they each have unique themes that are measured quite differently. One hospital that participated in the initial research study was la Fundación Cardio Infantil, located in Bogotá, Colombia. To learn more about the creation of these assessments, the journey shared with la Fundación Cardio Infantil and the extraordinary results that were found due to their commitment to quality and excellence, click here.
Improving Patient Satisfaction Q&A with UCLA | As Published by Becker's Hospital Review
Undercover Boss? How About Undercover Hermit!! | As Published in Quality Digest
Bill Kalmar discusses the hit television show, Undercover Boss and how this epidemic of not knowing your own CEO runs counter to his belief in "management by walking around." Each week, the show Undercover Boss follows a different executive as they leave the comfort of their corner office for an undercover mission to examine the inner workings of their companies. While working alongside their employees, they see the effects that their decisions have on others, where the problems lie within their organizations and get an up-close look at both the good and the bad while discovering the unsung heroes who make their companies run.
Click here to read the "Undercover Boss?" How About Undercover Hermit! article in its entirety. Click here to read more of Bill Kalmar's columns in Quality Digest.
Andres Traslavina publico un articulo en la edicion de Noviembre 2010 de La Nota
Andres Traslavina publico el articulo, Compensacion por Talento, en la edicion de Noviembre 2010 de La Nota - Las líneas tradicionales de promoción motivan a que los empleados busquen escalar rangos para encontrar el reconocimiento a un buen desempeño. El siguiente artículo hace énfasis en la importancia de justificar la planeación de carrera, teniendo en cuento primero el Talento.
Andres Traslavina publico un articulo en la edicion de Octubre 2010 de La Nota
Larry Sternberg, "How to be a Better Boss" | As published by Human Resources Magazine
Talent Plus Associate Featured in Hiring Article | As published by Midlands Business Journal
Brad Walton publico el articulo, La Gente, en la edicion de Julio 2010 de La Nota
JW Marriott Mexico, ejemplo de Igualdad laboral | Publicado por Boletin
Client featured in, Amazon: The Lost World | As Published in National Geographic Traveler
Two Associates Featured in Star City Moms | As Published by the Lincoln Journal Star
Talent Plus Senior Analyst, Thomas Wai, Featured in "Alumni in Spotlight!"
Andres Traslavina publico el articulo, Trabajadores del Conocimiento, Julio 2010 de La Nota
Andres Traslavina publico el articulo, Maximice el talento, Junio 2010 de La Nota
New Singapore Office Associate, Thomas Wai, Featured in Nanyang Technical University Newsletter
Andres Traslavina publico el articulo, El Reconocimiento, en la edicion de Mayo 2010 de La Nota
Kimberly Rath en la edicion de Abril 2010, Ejecutivas Exitosas
The ROI Of Hiring Right In The Luxury Business: Part 3 | As Published by the Luxury Institute
Talent Plus President and Managing Director Kimberly Rath penned this article for the April 2010 issue of the Luxury Institute's Wealth Report Newsletter. As Published
St. Anthony High School - The Street Stops Here
Marzo 2010 La Nota: El Talento en las Campañas de RS Generará Alto
Talent Plus Director de Opeaciones en Latinoamerica Andrés Traslaviña, MS, Ed, en Marzo 2010 La Nota: La responsabilidad social empresarial es primordial para alcanzar niveles de crecimiento exponencial. Este artículo enfatiza los temas de Talento importantes para sostener campañas de responsabilidad exitosas. De la misma manera, ejemplifica estos temas de Talento en líderes que han impactado sus comunidades y han cambiado el mundo entero. To read as published.
Febrero 2010 La Nota: Seleccione rigurosamente. Administre sin dificultad.
Talent on Show | As Published at HRMAsia.com
Resumes can't reveal everything about a prospective hire. And current performance is often not enough to predict how a high-potential may adapt to a new job. As HRM's Balli Kaur discovers, many employers are turning to assessment centers to analyze true potential. Talent Plus' William Wan contributes to this article.
As Published This article is copyright HRM, www.hrmasia.com, and has been republished with permission. Source: http://www.hrmasia.com/news/features/talent-on-show/39464
Adjust the Sail and Seek the New Gold Standard | As Published at NorthIsleSailing.com
by Joseph A. Michelli Soaring gas prices and the U.S. credit crunch have many business owners scurrying to reduce costs and "do more with less." But this natural and reflexive approach to economic uncertainty is often the worst path a business leader can take. In fact, while researching my recently released book, "The New Gold Standard: 5 Principles for Creating a Legendary Customer Experience Courtesy of The Ritz-Carlton Hotel Company," Ed Staros, a founder of the modern-day Ritz-Carlton Hotel Company, noted that during difficult economic times in the 1980s many hotel chains were cutting back on flower arrangements in the lobby and not placing mouthwash in guest rooms. Ed shared, "We always believed that economic challenges didn't mean that people didn't need or want mouthwash. It meant we had to raise the standard in a quality efficient way." So, how do business leaders decide when to pull back products or service versus expanding them, particularly when business begins to slow? For example, many marketers suggest that the best time to advertise is in a tight market, namely because fewer people are doing so (allowing you to position your product with less clutter), and because it is the time when customers need most to be reminded that you are still there.
Survey: Many Workers Set to Jump Ship | As Published in the Omaha World-Herald
by Ross Boettcher Dissatisfied and disengaged employees could abandon their current employers once the economy and the job market stabilize, according to an Opinion Research survey and a local human resources expert. Employers and employees have a "psychological contract," an unspoken agreement of what they owe one another, said Patti Meglich, an assistant professor of management at the University of Nebraska at Omaha and 20-year human resources professional. But the recession created a breach in that contract, which reduced employee loyalty, she said.
Meglich said that despite the relatively small sampling, the statistical findings coincide with industry studies conducted by the Society for Human Resource Management. As Published Online
Are You Ready for a Treat and a Treatment? | As Published at QualityDigest.com
Are Your Employees Just Biding Their Time? | As Published at BusinessWeek.com
by Peter Coy The high unemployment rate has scared working Americans into hanging on to their jobs at all costs. The Bureau of Labor Statistics says the "quit rate"-the portion of U.S. employees who voluntarily leave their jobs-was just 1.3% in August, about half the rate that prevailed when the BLS began collecting such figures at the end of 2000. But don't count on workers' loyalty to outlast the recession. A survey by benefits consultant Watson Wyatt (WW) found that the "engagement," or loyalty, of top-performing employees has dropped by 25% over the past year, largely because people who kept their jobs have been soured by layoffs, bonus and benefit cuts, and a halt in promotions. "Employers are really nervous that the minute the job market picks up, all these people that are very disengaged are going to take off," says Laurie Bienstock, the firm's national practice director for strategic rewards. The loyalty that employers enjoy now is "totally cyclical," agrees Sean Bisceglia, CEO of TalentDrive, which sifts through online résumés. Indeed, many employees are already hunting for other places to work. In a Monster.com (MWW) survey back in May, 79% of jobholders said they had stepped up their search for a new place to work since the recession began. Employers may not fully grasp what it takes to retain good people. In its latest biannual survey, released in October, temp firm Spherion Staffing Solutions asked about 300 employers and about 2,500 workers to name the top "drivers of retention." As they did in 2007 and 2005, the bosses listed soft stuff: "management climate" and "supervisor relationship," for instance. Employees' top two in all three surveys? Benefits and compensation. And this year, only 27% are "very satisfied" with their pay. Just 37% are equally happy with their benefits.
The ROI Of Hiring Right In The Luxury Business: Part 2 | As Published by the Luxury Institute
Talent Plus President and Managing Director Kimberly Rath penned this article for the November 2009 issue of the Luxury Institute's Wealth Report Newsletter. As Published
Why Optimism Is Powerful Medicine | As Published at Parade.com
by Dr. Ranit Mishori
I write a lot of prescriptions - for pills, creams and physical therapy. One thing I can't dictate a dose of - though I wish I could - is a positive attitude. I've always suspected that patients who "look on the bright side" tend to handle medical problems better than others. They seem quicker to seek help when they need it and more motivated to follow doctors' orders. Perhaps most important, they appear to believe they're going to get healthier. A recent issue of the journal "Circulation" provides hard evidence that optimism and health are connected. Researchers studied nearly 100,000 women over eight years, tracking how many heart attacks they suffered and how long they lived. The conclusion? Optimism is good for you. As Published Online
The ROI Of Hiring Right In The Luxury Business: Part 1 | As Published by the Luxury Institute
Talent Plus President and Managing Director Kimberly Rath penned this article for the October 2009 issue of the Luxury Institute's Wealth Report Newsletter.
Outstanding Companies Come From Outstanding Employees | As Published at QualityDigest.com
Ritz-Carlton employees are passionate, disciplined, and fanatical about their jobs. Over the years, much has been written about the extraordinary customer service you can expect to receive from these bastions of performance excellence. Employees are always seeking to deliver spectacular service, while looking for ways to make the guest experience memorable. Hotel employees operate on the premise that nothing is impossible to satisfy the wants, needs, and expectations of guests. When approached by a guest it's almost as if the employee automatically says, "Yes", before a question is even raised by the guest. What makes the experience so genuine at a Ritz-Carlton is that the employees foster the same courteous attitude even when they are not working. The work ethic that separates Ritz-Carlton service from other hotels is embedded in employees and it carries over into their private lives. There is no onstage or offstage personalities. The staff is always "on." And their focus on service does not end when they leave the confines of the hotel.
Survey: Employee Talent Hard to Find | As Published in the Charlotte Business Journal
It might appear managers have their pick of qualified candidates as an abundance of professionals seek work amid the recession.
Not so, according to a study of 500 hiring managers by Robert Half International Inc. and CareerBuilder. The survey found 44 percent of résumés presented to hiring managers are submitted by unqualified applicants.
Almost half of the managers cited underqualified applicants as their most common hiring challenge.
More than two-thirds of managers said they were willing to cut pay, hours and benefits to avoid losing talent through layoffs, while 36 percent said they would rehire people who were laid off.
About 61 percent said they are willing to pay for qualified candidates and would negotiate higher compensation if that meant getting the right person for the job.
While the job market remains highly competitive, more than half of the managers said they plan to hire full-time employees in the next year. As Published Online
Select Hard, Manage Easy: Part One | As Published in Spotlight on Talent
Select Hard, Manage Easy. Some you of may have heard this phrase spoken one time or another on your TBO®journey. It is perhaps the most concise way to describe the revolution of talent selection in the world today. However, its true meaning is more than meets the eye. Let's begin by exploring what it means to "select hard."Take Jane and John, potential candidates for a sales position at a paper supply company, who are being interviewed by Larry, the hiring sales manager. Jane, a highly educated saleswoman with over 10 years of experience amazes Larry during the interview with her smile, charisma and ability to think quickly on her feet. Next, Larry interviews John who has a strong track record and seems genuine and friendly. Both candidates have excellent references and seem to possess the characteristics of a strong salesperson. Wondering who would be more likely to generate the most sales and fit best within the company, Larry heads home to think about his decision.Many companies face this common dilemma. Hiring employees who are not natural fits for their positions and recasting roles costs companies. Certainly, especially in times like these, selection decisions need to be carefully considered. The Talent Plus advantage creates confidence in the decision-making process by scientifically ascertaining the level and intensity of an individual's talent and identifying who will fit best within a company's culture. Each Talent Plus interview has proven success records throughout Talent Plus' world-class clients.Back to Jane and John: What Larry does not know is that Jane is a weak performer who has a hard time enterprising new business and remaining positive in the face of obstacles. John, who possesses the level of talent consistent with top salespeople in the industry, has the propensity to create revenue streams and service clients in a manner that will propel the company forward. It's a 50/50 shot. Who will Larry select?A partnership with Talent Plus dramatically increases the probability of choosing the right person by learning about the predictability of their success in a potential role. For example, one of Talent Plus' retail clients saw a 67 percent difference in sales between a store that utilized the Talent Plus Quality Selection Process® (QSP®) and one that did not. Ensuring that employees receive the right interview for the position and that fit is taken into consideration, enables clients to create a culture of talented individuals who propel themselves and the company toward increased success. This paves the way for a more cohesive environment as each person is selected for a job that aligns to their unique strengths."But my company is scarcely hiring anyone right now, if at all," some may say. While many face this situation, the current economic environment does afford companies an excellent opportunity to think long and hard about the positions that are being considered. Today, there is a larger-than-ever pool of highly trained and qualified individuals from which to select. By ensuring that each potential employee's talent is assessed and weighed along with potential fit considerations, organizations can be assured that they have the right people in the right places.This slower period of growth is also an ideal time to go back and re-examine fit considerations within the company, making sure each person is in the right department and in a role that complements their talents. Taking these extra steps into consideration now will help companies move forward, armed and ready for an upturn in the economy. And remember, your partnership with Talent Plus means you do not have to arrive at these decisions alone. We are poised to help you strategize and contemplate your selection and fit decisions.Stay tuned for the next edition of Spotlight on Talent℠ as we explore what it means to "Manage Easy."
From Mentor to Friend | As Published at JournalStar.com
FEATURED ARTICLE | 07.20.09
Since 2005, Makenzie Rath, daughter of Talent Plus leaders Doug and Kimberly Rath, has been a mentor to a local student through the UNL Nebraska Human Resources Institute's (NHRI) leadership mentoring program, a program created by Talent Plus co-founder Dr. William E. Hall in 1949.
When Doug and Kimberly attended UNL, they too were counselors with NHRI. They went on to found Talent Plus with Dr. Hall and longtime supporter Sandy Maxwell .
A Celebration of Innovation | As Published at MLive.com
Talent Plus client Henry Ford West Bloomfield Hospital was celebrated, along with over 30 other organizations from across Michigan, at Michigan Business Review's Innovation Michigan event on July 16. Henry Ford West Bloomfield Hospital was recognized for its commitment to patient comfort and sustainability as well as for creating 1,200 new jobs. As Published
Bringing Out the Best | As Published in Singapore Business Review
Singapore Business Review offers guidance on how M.B.A. education in the current economic downturn could allow one to thrive in the upturn.
Dr. William Wan, managing director of Talent Plus' Asia-Pacific office, offers talent-based advice to organizations hoping to hire M.B.A. grads: "If you are equipping M.B.A. students for leadership roles, you should select individuals naturally endowed with leadership aptitude. A rigorous M.B.A. program will refine the leadership talent, though it does not create it."
Líderes Colombianos | As Published in La Nota Magazine (La Nota Económica)
Talent Plus associate Andrés Traslaviña was recently highlighted as one of the top leaders in Colombia. (Andrés Traslaviña, asociado de Talent Plus ha sido reconocido como uno de los líderes más influyentes de Colombia.) As Published (Publicación)
The Customer Service Champs | As Published at BusinessWeek.com
The Ritz-Carlton Hotel Company, a nearly two-decade-long Talent Plus client, has been named No. 5 on Business Week’s 2009 List of Customer Service Champs. The companies ranked on the list may be facing tough times, but they’re looking for smart ways to cut costs that don’t slash service. As Published Online
Clean Up on Aisle Five! | As Published at QualityDigest.com
Many of us will look back on 2008 as the year when gas prices soared to unbelievable highs and our 401ks dropped to unbelievable lows. A key measure of consumer confidence fell to an all-time low in December and a dismal job market and uncertain outlook for 2009 did little to settle our nerves. In November, the Consumer Confidence Index was at 44.7 percent according to the Conference Board and in December it sank to 38 percent. And of course the traditional Christmas shopping statistics sank to a new low. All in all, unlike the classic Sinatra song, it was not a "very good year."
There was one bright spot in the economy though. A large portion of the population decided that avoiding high gas prices meant less dining out at restaurants and more dining in at home. As such, supermarket earnings were up. Those of us who participated in this, heretofore unknown phenomena of home meals discovered that the grocery stores not only provided a respite to high restaurant prices, but we quickly became enamored with the high level of service offered by these food emporiums.
I'm sure each of us would have an experience or two to share about our favorite supermarket. In my case, permit me to share some thoughts on three outlets that I think epitomize what performance excellence is all about.
As Published Online
FutureSizing | As Published at ManhattanGroup.com.au
Businesses facing work force reduction decisions are urged to apply a forward-looking talent strategy to ensure the right people are retained in order to cope with the current recession and optimize the opportunities when the economy turns around. "Too often when deciding who will stay and who will go, leaders don't fully factor an individual's potential to add to the company's performance both today and when the business turns around," says Kimberly Rath, president of Talent Plus, Inc., a global human resources consulting firm. She emphasizes that gauging an individual's potential to add to a company in the next upturn is as critical as reacting to today's economic concerns. With a forward-looking business process called FutureSizing℠, Talent Plus consultants collaborate with business leaders to produce a clear assessment of the current and future work force needs of an organization. Focused on immediate objectives and a future desired state, FutureSizing factors in tenure, salary and performance data tied to each worker as well as a scientific assessment of each staff member's innate talent. The outcome is the ability to make data-based retention decisions that leave the company sized appropriately for current challenges and prepared to move the organization forward.
As Published Online
Happy Climate | As Published at LeaderExcel.com
How Happy Are You? | As Published at LeaderExcel
Ritz-Carlton President/COO Named "Hotelier of the World" | As Published in HOTELS -
Chevy Chase, Md. — Simon F. Cooper, president and chief operating officer of The Ritz-Carlton Hotel Company, a longtime Talent Plus client, has been named 2008 "Corporate Hotelier of the World" by HOTELS magazine. The award, determined by votes cast by more than 60,000 readers in 170 countries, was presented during a November 10 ceremony at The Marriott Marquis in New York City attended by hoteliers from around the globe.
Cooper was described in a HOTELS magazine cover story as a "consummate professional with a distinguished career who has earned the respect of his colleagues and peers." Editor-in-chief Jeff Weinstein credits Cooper with leading the evolution of the iconic Ritz-Carlton brand from a conservative and formal profile to a "service culture that would be keeping with a new generation of luxury guests...as traditional positioning would undermine the future of the organization." In his comments about the changes he has overseen to The Ritz-Carlton brand, Cooper cited a favorite quote from former U.S. Army Gen. John Shalikeshvili, "If you don't like change, you will like irrelevance even less."
Cooper joined The Ritz-Carlton in February 2001 after a distinguished career with Marriott International, where he served three years as president of Marriott Lodging Canada. Born in England, but a citizen of Canada, his first hospitality job was with Canadian Pacific Hotels & Resorts. Among his many professional honors, Cooper has served on the Woodrow Wilson International Center for Scholars, Canada Institute Advisory Board and as Chairman of the Board of Governors for the prestigious University of Guelph. He is an avid golfer and a member of The Royal and Ancient Golf Club of St. Andrews in Scotland.
Since becoming president and COO at The Ritz-Carlton, Cooper has presided over a major expansion of the brand, which now numbers 72 hotels in countries around the world. Within the next few years, that number is expected to reach 100 and will include private residences, fractional ownership and serviced apartments.
The Ritz-Carlton Hotel Company currently operates 72 hotels in the Americas, Europe, Asia, the Middle East, Africa and the Caribbean. More than 30 hotel and residential projects are under development around the globe with future openings including Shenzhen, China; Dove Mountain, Ariz.; and Lake Tahoe, Calif. The Ritz-Carlton is the only service company to have twice earned the prestigious Malcolm Baldrige National Quality Award, which recognizes outstanding customer service.
The Positive Business Manifesto | As Published at ChangeThis.com
However, if building a positive business is so important and beneficial, then we are left to wonder, "Why aren't more companies, more positive?" Why are there not more people skipping through the halls, smiling at their co-workers and loving their job? Why do more people die Monday morning at 9 a.m. than any other time? Why does negativity cost companies $300 billion and sabotage teamwork, careers, morale and performance? As Published Online
What Makes Healing Waters So Special? | As Published at SplurgeWichita.com
A leader in the Wichita business community and medical aesthetic industry, Healing Waters, a longtime Talent Plus client, reveals their secret to superior service in this one-on-one sit down with spa owner - and visionary - Amanda Gorecki. As Published Online
The Key to Retention: Build a Talent-Based Culture | As Published at TheLindquistGroup.com
by Josh Berry, Chair of Client Integration at Talent Plus While the media spins a future "War for Talent," the battle for many employers, including domestic employers, has already begun. Like corporations, households in which team members are cast in roles that leverage their natural talents and allow them to work alongside others who feel uniquely fit to their positions create a culture that can attract and retain workforces into the future. Beyond compensation, titles and brands, it is an attractive culture that lays the foundation for retaining talent. As Published Online
The Science of Happiness| As Published at LATimes.com
If recent scientific research on happiness - and there has been quite a bit - has proved anything, it's that happiness is not a goal. It's a process. Although our tendency to be happy or not is partly inborn, it's also partly within our control. And, perhaps more surprising, happiness brings success, not the other way around. Though many people think happiness is elusive, scientists have actually pinned it down and know how to get it. As Published Online
A Salmon's Tale: Why Happiness Beats Going Belly Up | As Published at AreaDeveloper.us -
by Cathy L. Greenberg Stress reactions are costly. Of course, not all events are worth the same price, but many executives often respond as if they are. Stressed executives can exhibit the same heart rate increase, elevated blood pressure, and hormonal release when running late for a meeting as if confronted by a thug with a knife. The human toll is the equivalent of paying $1,500 for a $50 sweater. Do that too frequently and your resources will be spent. Take similar exhaustion across the organization and the tally becomes astronomical. Many distressed companies not only fail to realize how distressed they are, but also how much that distress costs them in productivity and profit. As Published Online
Horst Schulze to Receive ALIS Lifetime Achievement Award | As Published at HospitalityNet.org
San Diego - Horst Schulze, former president/COO and charter member of The Ritz-Carlton Hotel Company, will be honored with the Lifetime Achievement Award at the Americas Lodging Investment Summit (ALIS), January 26-28, 2009. Schulze receives this prestigious award in recognition of his remarkable accomplishments in the founding and growth of the successful Ritz-Carlton Hotel Company, his outstanding business sense, and acute attention to exceeding guest expectations and needs throughout his hospitality career. Currently, Schulze is president/CEO of West Paces Hotel Group, the parent company of Capella Hotels and Resorts.
Upon joining Ritz-Carlton as a charter member and vice president of operations in 1983, Schulze created efficient and luxurious operations and service standards that have shaped the way numerous other international hotel companies structure their business models. He was appointed executive vice president in 1987, and in 1988, his role was expanded to president/COO. He also held the additional title of vice chairman of The Ritz-Carlton Hotel Company from 2001-2002. When he left Ritz-Carlton to form the West Paces Hotel Group, Schulze was responsible for the $2 billion Ritz-Carlton operations worldwide and was instrumental in securing two Malcolm Baldrige National Quality Awards in both 1992 and 1999 - making Ritz-Carlton the first and only hotel company to win the award.
In 1991, Schulze was recognized as "corporate hotelier of the world" by HOTELS Magazine. In 1995, he was awarded the Ishikawa Medal for his personal contributions to the quality movement, and in 1999, Johnson & Wales University gave him an honorary Doctor of Business Administration degree in Hospitality Management. Additionally, Ritz-Carlton was continuously voted "best hotel company in the world" by meetings and trade publications while under Schulze's direction.
Prior to his long tenure with Ritz-Carlton, Schulze spent nine years with Hyatt Hotels Corporation, where he was a hotel general manager, regional vice president, and corporate vice president. Before his association with Hyatt, he worked for Hilton Hotels. Schulze currently serves on the boards of Reliance Trust Company, Cancer Treatment Centers of America, The Travel Institute, Georgia Family Council, and The InfiLaw System.
Co-hosted by the American Hotel & Lodging Association (AH&LA) and the Burba Hotel Network (BHN), the two-and-a-half-day ALIS event features an extensive array of seminars and panels hosted by leading experts and investors discussing important trends and identifying new opportunities. The conference attracts the lodging industry's leading hotel executives, investors, lenders, developers, and professional advisory community. Proceeds from ALIS benefit the educational, research, and training missions of the Educational Institute (EI) of the American Hotel & Lodging Education Foundation (AH&LEF), AH&LA's nonprofit affiliate. As Published Online
The Cheesecake Factory Receives Top Honors | As Published at Forbes.com
The Cheesecake Factory Incorporated (NASDAQ:CAKE) was honored last evening by Restaurants & Institutions as the Platinum award winner in the casual dining category. More than 3,100 consumers were asked to rate nearly 120 chain restaurants in the magazine's annual Consumers' Choice in Chains survey across eight customer satisfaction attributes: food quality, menu variety, value, service, atmosphere, cleanliness, reputation and convenience. Now in its 28th year, the Restaurants & Institutions award is a highly coveted honor and is recognized as a measure of success and guest satisfaction by restaurant chains across the country. "We are delighted to once again receive the Platinum award in the Consumers' Choice in Chains survey," said David Overton, Chairman and CEO. "We strive to provide our guests with an exceptional experience and receiving the top overall score in casual dining in a survey voted on by consumers tells us that our brand strategy is as relevant today as it was when our first restaurant opened 30 years ago. We have 33,000 staff members across the country dedicated to a spirit of excellence and quality, and this award comes as a result of their commitment to our Company and our guests." As Published Online
Clueless in College | As Published at TheStar.com
In Bee Movie, swarms of worker bees attend college for a few days, and graduate to work in a monopolistic company, Honex Industries, to produce honey. But the main bee character, Barry B. Benson, horrified that he might end up working in the same position all his life, flies out of the hive and enters a whole new world.
He finally ends up as a lawyer advocating for animal rights but not before he sued the human race for "stealing" their honey and nearly killed all the flowers in the world.
You may say, "Ha, ha, how cute" ... but this scenario reflects a dilemma faced by many students today, as they find themselves in the valley of decision, with either too few or too many road signs. As Published Online
The Ritz-Carlton Mystique | As Published in Best Practices in HR
The Ritz-Carlton Hotel Company’s excellent reputation for customer service and its low employee turnover rate compared with other organizations in the hospitality industry is renowned. Its phenomenal success can be summed up in three phrases: a comprehensive employee screening process, significant employee orientation and ongoing training, and a high level of respect and trust in staff that leads to employee empowerment. As PublishedReprinted with author permission
Best Places to Work in Lincoln | As Published at Strictly-Business.com
Recruitment at Talent Plus is unique. Talent Plus rarely advertises for positions and attracts thousands of applications each year. Over the span of July 2007-July 2008, Talent Plus averaged approximately 3,000 applications. Chad Thies, Talent Plus Acquisition and Wellness Lead, leads Talent Plus' recruitment efforts and states that the number of applications is due to "selecting hard and managing easy".
"The culture created at Talent Plus is unique. We select the right fit for the right positions. When placed in a position of talent, employees are happy to come to work everyday." Talent Plus' selection process is complex and on average takes 74 days from date of application to selection. Numerous hours are invested in selecting the right fits for the organization. Within Talent Plus, there exists absolute trust in each one of the associates, lending to an autonomous working environment.
Development at Talent Plus is also a priority. Talent Plus focuses its efforts in keeping each associate engaged, happy and working in an area of strength. For instance, every day at 9:30 am all available associates attend Formation. During Formation, an associate reads one of Talent Plus' mission statements which are then discussed among associates. Outstanding accomplishments are recognized along with associate birthdays and their Talent Plus anniversaries.
Another example is Talent Plus' two on-site chefs that cook breakfast, lunch and snacks. The food is incredible, feeling more like a five star restaurant with service to match. Talent Plus places value on events that are celebrated off-campus, including Christmas, Easter and Halloween parties. To further recognize associates' annual contributions above and beyond, Talent Plus holds a Gold Standard night formatted like the Oscars.
In an effort to continue to impress, Talent Plus places a large emphasis on associate wellness. Each associate is given a personal wellness plan designed to meet their individual goals. Wellness related contests are held throughout the year focusing on improving and sustaining overall company wellness. Talent Plus will kick off their Talent Plus Olympics August 8 when the Olympics begin in Beijing.
Great cultures are known by the people they keep. Talent Plus' annual turnover rate is approximately 6%. With a growth of more than 100 people in the last three years, that number is truly phenomenal. Talent Plus has found it pays to focus on the selection and development of talent. As Published Online