Allied to this extensive multi-skilling and crossfunctional
flexibility was encouraged, this ‘cross-exposure’ allowed staff to see a number
of the other parts of the hotel. There was extensive decentralization, which sought to
encourage responsible autonomy, for example through a well-understood empowerment
scheme operating in the hotel. Consultation via a representative consultative committee
allowed employees to voice their views on the running of the hotel. Further to this
consultation the hotel also operated an annual attitude survey. Employees were
appraised on a yearly basis. The appraisal system was used for succession planning and
the hotel was also working towards linking appraisal with a merit-based remuneration
system. Employees were also encouraged by a strong internal labour market which
promoted from within, whenever possible. Finally, throughout the hotel there was an
overriding emphasis on quality and the need to offer ‘outstanding customer service’.