Alexis Hurey

HTM 301
Jeff Campbell
February 12, 2014
HTM 301 Service Leadership Competency Interviews
Service Leadership Competency Interview Form

DATE OF INTERVIEW

February 11, 2014

TIME OF INTERVIEW

4PM

INTERVIEW PARTICIPANTS

Thomas Dullien

TITLE

Director of Human Resources

ORGANIZATION

Barona Casino

TENURE

17 years

BRIEF BACKGROUND
Thomas was born and raised in Germany. He came to the
U.S. in 1974 and attended the Universiy of Utah. He had some hospitality experience in
Europe. He worked in food & beverage for 8 years in country clubs. Then he went into Indian
gaming and began working for human resources training development. He also teaches at
National.

Introduction
Introduce yourself and the purpose of the interview
We are doing some research on leadership in the hospitality industry and we are hoping to
get your insights. The information we receive will be used to help enhance our framework of
leadership competencies, which will guide how we educate and train our students for careers
in the industry. We dont need to know any detailed information about your organization; our
focus is on your opinion of what really distinguishes great leaders in the service environment.
Do you have any particular questions of me or concerns before begin? I have three areas I
would like to talk with you about. I expect our entire conversation will last about 30 -45
minutes.

Interview Questions
Key Industry Issues
The purpose of this area is to ease into the discussion of leadership competencies by
discussing the challenges and opportunities facing the industry. The intent is to identify key

industry issues which can be linked to necessary leadership competencies.

Question 1a:
What are some of the most challenging issues facing hospitality and tourism
organizations these days? How do they pose problems for managers working in these
organizations?
Some issues that Thomas sees in the casino industry is that people have limited disposable
income. More and more people have less money to spend on leisure activities. However, in
recent years, the desire to enjoy tourism has gotten much higher. In short, more people are
wanting to travel, but aren't willing to spend as much as they used to. Managers have to try
even harder to work around this.
Question 1b:
What are the biggest changes your managers will face in the next few years?
In the next few years the labor market will see a slow improvement. He expects the loyalty
issue to become a problem as well, not only for employees but players as well. The third thing
he sees managers facing in the future is the ever changing technology. Managers in casinos
have to always stay on op of new technology because of all the slot machines and technology
in the casinos.
Managerial Challenges
The purpose of this area is to understand how changes within the industry have created new
challenges for operating managers. We want to clarify the context in which managers must
coordinate and control HTM organizations.
Question 2a.
Has the manner in which you manage employees in service areas changed over the
past few years? How has this caused a challenge for line managers?
Yes. Thomas is seeing the biggest change he has seen in the past ten years. He has seen a
change in distinction between management and leadership. Managers need to track
performance and lead people. Managers have to motivate. However, he says when some
managers start motivating people, they start manipulating people at the same time. In the
past few years, he has also seen many different generations in the workplace. There could be
teenagers working right next to someone in their 60's. Neither one is better than the other,
they just both provide different different value to the company.

Question 2b.
How has the shift in employee needs impacted your management staff?
The shift that Thomas sees in employee needs is that they all think differently and act
differently. As a manager, you have to take each employee individually and focus on their
specific capabilities. Thomas's management staff now spends more time on the floor because

they realize that by spending more time with the employees in the action, and know what they
are doing at all times, and production goes up. He says that 70% of manger's time (at least)
should be out on the floor with the employees. Managers need to know who is working, where
they are station, and what they are supposed to be doing. Managers need to figure out what
is the value that employees are giving the company. The value of each employee is different.
Service Leader Competencies
The purpose of this area is to identify the specific knowledge, behaviors, and skills that
are important for service leaders. These usually form the basis for learning and
development opportunities.
Question 3a:
We have identified three broad areas of competencies important for maximizing
service quality. The first dimension is business savvy, and it includes four
competencies. Please identify for me some specific behaviors that you believe are
important for each of the four competencies as I describe them.
Numberwise A service leader with this competency is able to exhibit an
understanding of hospitality and tourism metrics at a micro and macro level as well as
be able to utilize the measures and variances to improve performance.
Ex: Can you tell me about managers in your organization who are really good with
numbers. . . what are some specific things they do well?
Thomas says numbers are important. You have to look at numbers weekly as well as yearly.
You have to look back at what you did in past weeks and past years, and see what you can
do better the next time around. Technology is now avaiable to track and crunch numbers. He
says it's what you do right here and right now that is what s important. To be numberwise you
have to think strategically. You have to see metrics as expectations because casinos are an
ever-changing environment. KPI's are qualitative while metrics are quantitative.
Planning This involves the ability to create and translate a shared vision as well as
prepare, execute and measure department goals and contingency plans.
Ex: How do you identify managers who are good at planning in your organization?
What do they do that tells you they are good planners?
Because casinos are an ever-changing environment, planning has to constantly occur.
Successful planning means out laying out every possible option and picking what is best for
that exact moment. You have to empower employees to find the best option for the guest at
that specific moment. See what works and what doesn't and move forward.
Strategic Decision-Making This means using all available resources to make
decisions as well as finding creative ways to solve guest problems and maximize
opportunities.
Ex: Do managers need to think strategically in your organization? What are some
specific behaviors or attributes of good strategic thinkers?
To be a strategic thinker, you have to first and foremost be different. You have to be tactical
and situational. You have to go down to the core of developing and providing exceptional

guest service. Individualize everyone and everything. Not all employees think the same so
startegize situations where they will understand in their own way. Strategize more so than
make decisions. You don't always have a lot of resources available, so use what you have to
the best of you availability. Always maximize opportunity.
Superior Technical Service This competency involves being able to use systems,
processes, procedures and technology to provide consistently efficient and quick
service.
Ex: Weve found that service leaders must be good an developing efficient service
systems. . . can you tell me about some activities managers you work with are involved
in to make things quicker and easier for the customer?
To provide superior service, Thomas says to look for effectiveness. What works and what
doesn't. This is the service industry. Know the people who make your business successful.
Build relationships with employees. Let your employees develop employees with the players.
Thomas says he has 2,952 employees, of which he knows 1,800 by face and name. Knowing
peoples names, and knowing about their families really makes a difference. It makes
employees feel valued. Then, the are more happy to be at work. My favorite thing that
Thomas told me was Technology may be cheaper but machines don't smile.
Question 3b:
The second dimension is people savvy, and it also includes four competencies. Please
identify for me some specific behaviors that you believe are important for each of the
four competencies as I describe them.
Interpersonal Communication This competency is the importance of being an active
listener, using intuition to build relationships, and having quality one-on-one
interactions with staff in an effort to improve open communication and a serviceoriented workplace.
This kind of goes with superior service, but you really have to let your employees be heard.
Listening to your employees and providing quality feedback will only add value to your
busniess. The heart of Thomas's organization is the culture. Build relationships with your
employees! Mix up the different departments!
Networked This competency involves meeting new people, actively participating in
industry associations, collaborating with other companies, and giving feedback to the
community with their time and involvement.
Some ways that Thomas networks is through seminars or human resource associations. He
does community events such as the fillipino relief fund. Between departments he gets
employees involved with people they don't normally work with on a daily basis. And of course
he has to network with his competitors to see who he is up against.
Coaching/Training Good coaches/trainers accurately assess peoples strengths and
weaknesses, build talent in the work group, and give actionable feedback and
coaching.
You have to have strength-based leadership. Strengths energizes you. Weaknesses de-

energizes you. When you work on your strengths, you become better at what you do. You
have to invite diversity. You need talent AND strengths. You have to be a good listener to give
good feedback.
Superior Expressive Service This leader would go out of his/her way to make a
personal connection with each client and customer.
Ex: Weve also found that service leaders must be great at customer interactions and
surpassing guest expectations. Can you identify someone in your organization who is
great at doing this. . .what specifically do they do?
To provide superior and expressive service to the players of the casino, it all starts with your
staff. Players don't want to be around the casino if they can see that the employees don't
even want to be there. You have to motivate your employees, an this ties on to strategic
planning and strategic thinking. Even by Thomas knowing over half of the staff by name, just
shows that the management really cares about their employees.
Question 3c:
And the last dimension of competencies is self savvy, and it includes four
competencies. Please identify for me some specific behaviors that you believe are
important for each of the four competencies as I describe them.
Professionalism A manager displaying this competency shows integrity in his/her
choices, treats employees and customers with the utmost respect, values diversity,
and communicates in a manner appropriate for the situation.
The first thing Thomas said about professionalism is have integrity. You must be clear and
concise with your expectations that you set your yourself and with your staff. You also have to
have trust. Trust your employees to do their jobs. Trust, stability, consistency, and hope are
four factors that are needed to be professional. Diversity is more culture than skin color. You
have to find the line between culture and professionalism. You can't always be fair but you
can be equally unfit with everyone. You must incorporate different behaviors in your
environment.
Time Management/Priorities A leader strong is this area would plan ahead, set and
keep personal deadlines, and focus on those tasks that maximize results.
Keep a schedule. Have coworkers check up on you and mentor you. It is always good to have
someone around that keeps tabs on you and makes sure you are doing what you are
supposed to get done. Be there for others who need you along the way.
Self Development This competency reflects a leader who has a willingness to
continuously self improve, try new things, and reflect.
One good point that Thomas made was that you can't teach knowledge, but you can teach
different and new ways of thinking. It is what you do with knowlede that is the most important.
You may have an abundance of knowledge but not know what to do with it. As a manager, it is
Thomas's job to teach employees how to take their knowledge and use it to the casinos
advantage. It is good to be curious, and to learn new things and new ways of thinking.

Spirit of Optimism A leader with this competency would be energetic, self-motivated,

open-minded, and lead with the contagious spirit of optimism.
Many leaders in the hospitality industry feel as though they are worth more than they are.
Many managers don't have the competency to be the leader in an organization. As a manager
you have to project optimism. Many executives are too serious. Thomas finds it important to
lighten up a little bit and get on the same level as your employees if you want them to respect
you.

Is there anything we havent covered that you want to highlight or suggest?