“When the casino opened, its in-house counsel handled many policies and procedures, and each department had its own individual set of rules for discipline and rewards,” he says. “I had actually anticipated that situation and started recruiting among my former HR colleagues at CareMore Medical Enterprises,” he explains.Ī handful of employees were brazenly cavalier about flouting internal policies and management was reluctant to hold them accountable-even for basic things such as showing up on time. “It was into its third decade of operation when I joined in 2011, and they were still operating what was essentially a personnel department, not a true human resources function.”ĭespite Commerce Casino’s offer to foot the bill for the staff’s Professional in Human Resources (PHR) and Senior Professional in Human Resources (SPHR) certifications, the majority declined and eventually found other jobs. “Commerce Casino started as a kind of a mom-and-pop operation, and it grew much faster than anticipated,” he says. One of his first major projects at the casino was a top to bottom revamp of its human resources department. Garcia, vice president and chief human resources officer (CHRO) for Commerce Casino and Hotel, the largest card room in the world with over 240 tables onsite, has a reputation as a business dynamo.
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