VentureHR

Project Overview:

The goal of the Whistler Spirit Project was to raise the level of customer service in Whistler Village leading up to the Winter Games. I began working on the project in April 2007 and completed work on the project in January 2010.

The project consisted of developing a service philosophy, training 5000 employee on that philosophy, measuring the levels of customer service experienced by the guests with a mystery shopper program, and recognizing employees that delivered exceptional guest service.

Each year of the project 1500 new employees were exposed to the program and 3500 employees received a refresher course. Plans are to continue with all the program pieces created during the three-year project. in the season to come.

This project involved the management of a $750,000 budget, collaboration with 4 existing staff members and reporting to a board of directors for approval and support.

Key Project Components:

• Brand Development
• Communication Piece Development - Flat Sheets, Website Content, Power Point Presentations
• Training Program Development - 3 levels of learning with evolving content year to year
• Training Video Creation
• Mystery Shopper Program Creation
• Recognition Program Creation

Outcomes:

Whistler now has a service philosophy that 9000 employees are exposed to yearly. The Whistler Spirit Program received the best feedback it has in the 25 years since inception this last year and customer service scores were at an all-time high during the 2010 Winter Olympic Games. All three components VentureHR developed (Enhanced Learning Program, Mystery Shopper Program and Employee Recognition Program) continue to be an integral part of the Service Culture in Whistler.

The Whistler Spirit Program received its best-ever feedback in 2010 since inception 25 years ago...

Project Overview:

During the Winter Olympics the Whistler Public Library was transformed into Whistler Canada Olympic House – a home for Canadian Athletes and their families and a hosting venue for the Resort Municipality of Whistler. Transforming the Public Library into Whistler Canada Olympic House left Whistler residents without their library for the month of February.

With the goal of ensuring Whistler locals could enjoy Whistler Canada Olympic House I was contracted to put on 4 community engagement events. Working with the existing library staff and the overall project manager I created 4 themed 4-hour events that included food, entertainment, activities for all ages and Games related informational content.

Key Project Components:

• Marketing and Communications Planning & Execution
• Event Planning & Execution
• Collaboration with Existing Staff and Sourcing and Hiring of Talent

Outcomes:

The projected number of participants at each event was 500. At the first event we saw 1200 participants and reach a high of 1600 participants by the last event. The project was brought in on budget and we received positive feedback in the local press and throughout the community around the success and enjoyment of the events.

Project Overview:

With a staff of 3000 employees, most of who are between the ages of 19 and 25, in-house training was key to staff development at Whistler Blackcomb. The goal of the project was to increase attendance and align and enhance the learning program to ensure it supported all key performance competencies at all levels of the organization including: frontline, supervisory, and management employees.

Key Project Components:

• Alignment of all existing courses with key performance objectives
• Creation of new courses that were current, engaging and relevant
• Training of facilitators for the ongoing delivery of courses
• Development of participants’ manuals, supporting Power Point presentations and facilitator outlines
• Procurement facilitator resources – DVD’s, training tools, computer software etc.
• Enhancement of Learning Curve brand and communication

Outcomes:

Upon completion of this project Whistler Blackcomb had 21 courses that drove the key performance measures within the organization. Within a year of project completion course attendance increased 300%. All of the 21 renovated courses are still in use at Whistler Blackcomb now – 4 years after project completion.

Project Overview:

Platypus Playcentre opened its doors in 2008 with a staff of 8 and space for 36 full time children. VentureHR was contracted to help develop people practices that would draw employees to Platypus and keep them motivated and engaged in a labour market where Early Childhood Educated employees were difficult to find.

Key Project Components:

• Development of recruiting practices and job offers
• Development of job descriptions with matching compensation scale
• Development of a comprehensive employee review system that highlights the succession management path within the company
• Development of clear progressive discipline guidelines and tools
• Ongoing coaching and support with employee challenges

Outcomes:

For the first two years of operation Platypus Playcentre recorded 0% turnover of employees. Employee Reviews are conducted yearly and both managers and employees are pleased with the direction the reviews provide and simplicity of them. All process put in place in 2007 are still in use now and employee engagement is still very healthy. Ongoing coaching, as required, continues to help the management team stay on track with their employees.