Without exception, all the casino properties consulted felt that understanding the mission and vision of the organization, and having the ability to provide input to the direction of the organization, went a long way toward building employee engagement. Strategies such as Grey Eagle Casino’s open door policy allow employees to ask questions, provide suggestions, and share information on a timeframe that works for them.

Performance, clarity, and feedback

The second driver is performance, clarity, and feedback, and it appears to be well entrenched in gaming organizations across Canada. While annual performance appraisals are the norm, the focus is also on providing positive reinforcement of work well done and ensuring concerns are addressed at the earliest opportunity. Gaming organizations also say they count on strong compliance training to ensure employees are aware of what’s expected of them. Grey Eagle Casino and Aseneskak Casino support regular, one-on-one employee and supervisor coaching sessions, while SaskGaming and Manitoba Liquor & Lotteries ensure performance appraisals are customized to positions. Elsewhere, Casino Nova Scotia uses checklists in the on-boarding process to help employees realize what is expected of them.

Rewards and recognition

The third recognized driver of our employee engagement discussion, rewards and recognition, includes the positive feedback reinforcement mentioned above, but also encompasses a variety of specialty reward programs designed to support particular positive behaviours such as attendance, customer service, and health and safety, to name just a few. Many properties have developed unique and specific recognition programs at both corporate and departmental levels. For example, Grey Eagle’s Employee Wellness Program provides monetary support to employees competing in sporting or cultural events in the province of Alberta and OLG’s Corporate OPAL Event recognizes individuals or teams for outstanding achievements aligned with the organization’s core values. SaskGaming’s Security Dollars program recognizes positive behaviours exhibited by security staff, and Great Canadian Gaming has developed the Peernominating GEM Awards (Great Experiences & Memories). Aseneskak Casino provides Christmas hampers and logoed jackets to all employees and an Aseneskak Days event with a fishing derby and walkathons in the spring. Manitoba Liquor & Lotteries puts on a Family Holiday Party for employee families that sees 1800 in attendance, plus a unique Our Babies R Best program that supports staff on maternity leave.

Career development opportunities

Of all the drivers discussed, career development opportunities appeal to the greatest number of employees and build the foundation for attracting or developing high potential employees that will help the organization grow into the future, as well as support the community at large. Suzanne Barbeau-Bracegirdle, CEO of Aseneskak Casino, stated that, “We look at the casino as a training centre to develop our workforce and even if they move into different employment, we are happy to support their development.”

All casino properties recognize the need to provide some direction for career growth. There were both formal and informal approaches to addressing this engagement driver. A number of organizations offer some type of tuition reimbursement for employees wishing to take formal academic training. Succession planning and talent management initiatives are growing and now play a significant role in preparing for the future. This is accomplished through one-on-one career development conversations at Grey Eagle Casino and through more formal programs such as OLG’s Career Pathing (training, tools and resources to support lateral or upward moves) and Skills Enhancement Training Program (training and non-training solutions to support site-specific strategic plans).

SaskGaming provides signif icant resources in training and the results speak for themselves – 50% of administrative, professional and management positions were promoted from within the in-scope ranks of the organization (November 2013). Aseneskak supports employee development at a variety of levels and has worked with University Nevada Reno (UNR) to ensure a large portion of management staff have achieved the Certificate in Gaming Management. Manitoba Liquor & Lotteries has a number of robust, in-house development programs including Essential Skills for Gaming courses, and houses the Canadian Gaming Centre of Excellence, which provides training in both the Athabasca University Pre-MBA Gaming Leadership Certificate and the UNR Certificate in Gaming Management.

Employee Engagement Surveys

Lastly, these organizations have identified that employee engagement surveys are one way to take the temperature of an organization to see if employee engagement initiatives are reaching the goals of the organization. Some of the organizations we spoke with use a less formal approach to measure results. Of those who conducted surveys, follow up was identified as key. Paragon Gaming ensures results are distributed to executive and then cascaded through the organization, followed by action plans to address concerns. This process is echoed by organizations conducting surveys, and lauded as a positive tool in building employee engagement. Employees are able to provide input to the organizational plan and take the lead in developing action plans to address problem areas.

As gaming continues to compete for the Canadian entertainment dollar, gaming organizations that focus on employee engagement will have the house advantage. In discussions with various employers across the country, the Conference Board of Canada (2012) repeatedly heard that, “Employee engagement matters to the people working in our companies and it matters to the bottom line”. Gaming properties will see their employee engagement investments translate into cost containment through decreased employee turnover, improved customer satisfaction scores, higher employee performance and productivity and subsequently stable or increased revenues. With entertainment dollars in high demand from a wide array of consumer choices, fully engaged employees are clearly any gaming organization’s in-house advantage.

If you would like to join the National Gaming Training Advisory Committee and share strategies from your casino property, please contact Canadian Gaming Centre of Excellence (www.gamingcentreofexcellence.ca).

Judith Hayes is Director (judith.hayes@mbll.ca), and Dayna Hinkel is Business Manager (dayna.hinkel@mbll.ca), at the Canadian Gaming Centre of Excellence, a subsidiary of Manitoba Liquor & Lotteries.