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According to Hall, the company's financial managers started throwing away all the old paper-based financial reports. Why? Because they were time consuming to compile and managers rarely read them.
"Think of a chef, wearing whites, running around a hot kitchen," Hall says. "You can't give a chef a stack of paper reports because they have no place to put them. There aren't filing cabinets in restaurant kitchens!" Because chefs, restaurant managers, front desk supervisors and other members of the resort's operations team don't work in traditional offices, they would frequently misplace the weekly financials. Not only that, but conversations with managers revealed that even when they did manage to hold on to the reports, they rarely understood them.
With the decision made to automate the performance reporting process, Hall and his team of financial professionals began by conducting one-on-one meetings with all 80 resort managers to amount of time for such little money? According to Hall, the company's financial managers started by determine what metrics they needed to make more profitable business decisions. These managers included chefs, food and beverage managers, merchandise managers, front desk supervisors, and the heads of recreation and repair and maintenance, among others. Hall's team quickly discovered that the data needed to make management decisions were not always financial in …show more content…
"The system is so intuitive, this took all of 10 minutes," he explains. Because installation and training took such little time, Hall used these meetings to explain how the system could help managers make profit-based decisions.
To reinforce use of the system, Hall, along with the resort's human resource manager and general manager, also implemented monthly business reviews. Sitting down with the operations managers on a monthly basis, the senior management team discusses financial results and sets business strategy. For managers to prepare for these strategy sessions, they have to use the numbers available through On Course. "It's immediately obvious who's using the system and who isn't," Hall explains.
Another subtle tactic used by Hall to encourage managers to pay attention to their financial data is the use of a "Star of the Week." Upon reviewing the previous week's financial numbers, Hall's team chooses the one department that outshined the others in terms of profits. Managers learn which department won the previous week by clicking on a star icon installed in On
"Think of a chef, wearing whites, running around a hot kitchen," Hall says. "You can't give a chef a stack of paper reports because they have no place to put them. There aren't filing cabinets in restaurant kitchens!" Because chefs, restaurant managers, front desk supervisors and other members of the resort's operations team don't work in traditional offices, they would frequently misplace the weekly financials. Not only that, but conversations with managers revealed that even when they did manage to hold on to the reports, they rarely understood them.
With the decision made to automate the performance reporting process, Hall and his team of financial professionals began by conducting one-on-one meetings with all 80 resort managers to amount of time for such little money? According to Hall, the company's financial managers started by determine what metrics they needed to make more profitable business decisions. These managers included chefs, food and beverage managers, merchandise managers, front desk supervisors, and the heads of recreation and repair and maintenance, among others. Hall's team quickly discovered that the data needed to make management decisions were not always financial in …show more content…
"The system is so intuitive, this took all of 10 minutes," he explains. Because installation and training took such little time, Hall used these meetings to explain how the system could help managers make profit-based decisions.
To reinforce use of the system, Hall, along with the resort's human resource manager and general manager, also implemented monthly business reviews. Sitting down with the operations managers on a monthly basis, the senior management team discusses financial results and sets business strategy. For managers to prepare for these strategy sessions, they have to use the numbers available through On Course. "It's immediately obvious who's using the system and who isn't," Hall explains.
Another subtle tactic used by Hall to encourage managers to pay attention to their financial data is the use of a "Star of the Week." Upon reviewing the previous week's financial numbers, Hall's team chooses the one department that outshined the others in terms of profits. Managers learn which department won the previous week by clicking on a star icon installed in On