Oh, that %#*& manual! It doesn’t matter if it is in hardcopy form or computer generated, if you have documented operational material for distribution to employees, more than likely, it is out of date. In most cases, procedure and policy manuals are out of date the moment they are produced. This is why regularly updating the department operations procedure manual is a must — and a perfect New Year project for everyone who has been putting it off.
Luckily, updating your manual is a lot less of a task than it used to be. Several years ago, when the world was on the cusp of an invention called a “personal computer,” I was producing hardcopy procedure manuals. I was in a state of constant edit and re-write — the term “cut and paste” had a very labor intensive meaning at that time. But the stone and chisel are now gone and, thanks to modern electronics, you can issue updates or even complete a document and have it ready for your staff by the next shift change.
This is so important because each slot operations staff member must be well informed to be an effective part of the team. One of management’s responsibilities is to consistently provide a vehicle to communicate the “how to” of job performance to employees. From the customer’s perspective, the slot employee has always been one of the most visible representatives of the company. Whether customers are playing slots or just passing through the slot floor, the slot employee must be a key communicator and visible messenger. Disseminating good, strong policy, procedure and slot product information to employees is one of the methods to accomplish this, and an operations manual is an easy way to disseminate that information.
The department’s operations manual is comprised of documents geared to present a more consistent message relating to the company brand, department requirements and jurisdictional regulations. The information contained in the documents must be technically accurate and geared toward motivating customer service.
A current printed document is also helpful if an employee concern must be addressed. If a revised policy has been communicated to employees verbally but not revised in the operations manual, it is a negative reflection on management as a whole. It will impact the disciplinary route as that employee concern travels to human resources or a union grievance, and is also not good for management/employee relations.
To start updating your manual, schedule a year-end meeting with employees and center its entire agenda on reviewing the department procedure manual. This will not only provide information to revise the document, but will also impose a mandatory timeframe for the update. Plus it offers employees some unique quality time with upper management. If it is difficult to include all department employees, you can use an employee committee concept.
Engage Employees
When you develop or update procedures for employees, engage them in the process. When your employees have input into a process that directly impacts them, they will become part of that process and identify with it. Because of this empowerment, employees will be supportive, which will expedite the training process. Make the meetings interesting and enjoyable. Check with your marketing department and offer some t-shirts or other company-branded items. This time together can also provide you with a platform for renewing a “team culture” and re-igniting the company’s vision within the group.
Focusing on a solid team commitment through the revision or development of the operations guide is another way to spotlight the team or collective employee group. It acknowledges and inspires creativity through the diversity of employees. Collectively preparing the operations manual will:
• Encourage employees to identify individual concerns and bring them to the attention of management.
• Encourage employees to communicate with their peers.
• Encourage employees to set personal goals.
Cover Your Basics
Provide employees with direction in the manual. Offer ways and means to solve customer-related issues and co-worker concerns. Using the operational document as a vehicle for two-way communication, employees should be encouraged to speak with management. It is a great way to spark a dialogue or expand on the communication model already in place.
In my September CEM article on unions, I stressed the importance of communication, because when it lacks, misunderstanding occurs. With reference to timely documentation, there is no room for misunderstandings. Employees not familiar with a procedure could cost the company money, risk a jurisdictional violation or, of course, create a customer issue. It is important to cover the following areas in your operational guide:
• Administrative Code: State Rules and Regulations
• Basics of Operation: A department roadmap
• Time Management/Time and Attendance: A review of the company policy
• Uniform Standards: Understanding the required dress code
• Personal Hygiene Standards: We live in a time of some very “creative” personal expression that can impact a company standard. The employer must cover all areas of grooming and personal standards of presentation. Also, before addressing a major concern with an employee about a personal standard, remember to consult with human resources if there is any doubt.
• Personal and Professional Conduct: Personal conduct sometimes crosses the line into the professional arena. Some of the areas mentioned will be covered in your company’s guidelines, but it is very important to apply them in your department manual as well. Excessive talking with co-workers, gum chewing and inappropriate language is an on-going issue. Spend time with this topic in the text. When possible, use actual examples to draw as clear of a line as possible. I understand that many things seem obvious, but a good rule of thumb to follow is: If it has a cause-and-effect operationally, then it should be documented.
• Safety Procedures: In my July CEM article, I focused on the importance of having a safety plan in place at your property. Your employees need a clearly defined procedure for their own safety and the safety of customers. Your customers expect a safe environment when they visit. There is no learning curve during an emergency.
• Job Titles and Responsibilities: Explaining a job title may seem very basic but it is helpful for new employees and is paramount in marking the lines of the organizational chart. There is a tendency for members of management that have operated within a department for some time to take many things for granted. An understanding about position responsibilities, policies and procedures is one of those areas. Never assume anything in terms of what employees know and understand. If you have it documented and it has been reviewed, then the benchmark has been set with your staff. There will always be a reference point.
• How To: This section should include things like how to promote positive customer and employee relations; how to handle customer disputes; how to have the most impact with customers; how to work with other departments, i.e., The Team Concept; and how to pay taxable jackpots.
- Other Suggested Headings:
Customer Service — Putting the Customer First
General Standards, Procedures and Policies
A Guide to Paying Taxable Jackpots
Shift Change
Basics of Slot Machine Operations
Payouts
Game Types
New Game Arrivals (update as needed)
Comps
Slot Markers
Dig Deeper
As you prepare an outline, you should also take a deeper look into your department for more specific headings. Through group meetings, encourage employees to talk about any other areas they would like to see documented — maybe there are types of very specific encounters that employees have been having with customers. This process may bring to light some recurring issues that employees and customers are experiencing that have not come to the attention of management. Perhaps employees are struggling to explain a specific tax regulation that several customers keep asking about. Perhaps some have been too creative in their variety of responses, adding to the customer’s confusion.
Recurring customer situations like this may require a standardized, scripted “employee-to-customer” response. This would not have been realized without employee discussions and empowerment.
Also address employees’ “other” department interactions. Employees constantly interact with parallel departments to ensure consistent quality service and the safety of both guests and employees. Be sure that procedures are documented.
Jazz it Up
Headings like “Floor Operations” are very specific because they involve many rules and regulations that can’t be ignored — after all, they are part of the law. These sections can be dry and boring, but they are nonetheless important for your employees to read. Structure the documents for an easy read and provide an interesting, professional presentation. Photo examples within the document will add both interest and appeal. This will create a quality learning experience for your employees.
For example, your Jackpot Payment Procedures likely contain dry and regimented information, but you have several options on how to best present it. A section documenting how to complete customer information in relation to payment of a jackpot can be handled in the manual completely, partially, or left to a separate operations guide that can be found in the service areas, either in a hardcopy or electronic form.
For required Internal Revenue Forms for customer wins on jackpots of $1,200 or more, the following headings could detail appropriate instructions for completion:
• W2G Form
• 1042’s Form (All Foreign Jackpots)
• 5754 (Multi-Coin Jackpots)
• Checks
• Unclaimed Jackpots — The customer has left a jackpot!
• 100 Percent Paid In — The customer has no ID and will return.
• ITINN Number — Foreign Jackpot Winners
• Cash Transaction Reporting (CTR) Compliance
Another suggestion for the presentation of regimented and somewhat dry material is by using a Power Point (or other multimedia) presentation on the topic at group meetings. The animation and verbal cues will add much more to the content and provide a more interesting learning experience.
An updated operations policy and procedure manual is a customized document for your property. It reflects on the department and organization it represents. It is a group effort. Development should be shared by management and line employees. Their input is important. The end result will be a positive experience for employees and an enhanced visit to the property for the customer, thanks to better service provided by more-knowledgeable slot employees.
Robert Ambrose has worked in slot operations for 22 years, most recently as an Executive Director of Slots and Marketing Operations for a resort property in Atlantic City. He can be reached at ramb16@juno.com.
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