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3 ways to improve casino employee engagement and turnover

May 26, 2017 - 3 minute read

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Employee turnover has long been, and still is, a key concern of casino management and operators. New scientific research indicates that supervisors have a key role to reduce the turnover in their challenging and stressful 24/7 industry. Supervisors can significantly improve employee engagement.

The results of a scientific survey conducted among line level employees from 17 Macao casinos, published in the academic journal ‘Tourism Management’, suggest that three key changes will kill employee turnover and thus increase employee retention:

1. Casino operators must help the level management with supporting the frontline employees

Through group supervisors, department managers should provide more support to frontline employees. Additional efforts should be made to retain motivated and satisfied employees, who consistently deliver superior service and focus on resolving customer complaints. They should demonstrate appreciation and provide opportunities to accomplish career growth. Both can impact the day-to-day work efforts of frontline employees.

The researchers also call for the use of technology solutions to meet the need for support.

“A successful information/communication system between managers and supervisors could establish an empowered casino culture. Therefore, operators should provide department managers with a broad range of training opportunities that will result in improved managerial skills. For example, with proper training on empowerment, department managers will improve their leadership skills in such a way that group supervisors will be empowered to act upon their own decisions and offer manager support to individual employees. Supervisors consistently deliver their immediate managers' messages to the frontline employees. These messages include care for the personal lives of the individual employees, support for the employees’ ideas, on-the-job coaching, feedback regarding performance goals, and career development training."

2. Casino HR directors should focus on group trust building

The researchers state that:

“Casino HR directors should implement a group trust building program that incorporates listening to group members, sharing future goals of the casino, encouraging/inspiring employees rather than ordering/them, etc.”

3. Casinos should stimulate leader-member exchange

The researchers state that:

“To motivate employees to display high engagement, casino management and operators should first improve their employees' perceived leader-member exchange. First-level group supervisors could build positive workplace relationships with individual members by encouraging them to recognize each other's strengths. For example, during morning briefings, supervisors can allow each individual member to identify a specific business trait they appreciate about one of their colleagues, i.e., someone may recognize a co-worker's willingness to work late, while another member may state that a teammate's organizational skills contribute to the group's efforts."

“In addition, to build a good leader-member relationship, supervisors should communicate more with individual members (e.g., the supervisor should share more of him/herself at
meetings), listen to their voices (e.g., initiate conversations by asking questions), establish a harmonious relationship that enhances employees' sense of belonging, and recognize employees' achievements, all of which, in return, will inspire frontline employees to increase their level of performance beyond that which is expected.”

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Bas van Essen

Bas van Essen

Bas was Speakap's first marketing manager. He enjoyed gaining a lot of scientific insights about the value and impact of internal communications.