Green Mountain Resorts
Green Mountain Resorts
The Green Mountain Resort represents a new style activity location that has the potential to grow over the years, but has challenges, due to its location, in retaining quality staff. New staff that are ambitious, motivated and good workers use Green Mountain Resort as a stepping stone to better things, leaving after they have become trained. The resort management, in trying to improve the resort, faces a retention issue and is not able to attract the quality of staff they would like. After embracing the turnover, it may be a good that the management team accepts that they can attract good quality workers and utilize them while they remain at Green Mountain Resort before they move on.
Gunter’s Image
Gunter was an owner and the resort manager who had been there from the start and became an owner after the resort was put up for sale. Gunter was facing unintended change and could not control the best people leaving the resort and only leaving poor quality staff. There were external factors that Gunter could not control; there were resorts outside Green Mountain Resort that had more prospects for the ambitious staff that were leaving, therefore, he could not control their exit. These external factors were in effect, forced on Gunter, and he had to embrace what was happening and come up with a plan to fix these retention issues. Initially, Gunter took charge, made a decision to seek help from a consultant who had worked on the building project, supplying some advice to the matter that Gunter needed resolving. Gunter was performing a directorship managerial role in wanting to fix the problem, but by making that decision as a manager ‘change is a strategic choice that managers make and survival and general well-being of the organization depends on them’ (Palmer, Dunford, & Akin, 2009, pg. 27).
After working with the consultant, and initially being in control, Gunter moved over to more of a shaping role, being a participative manager on training the new staff as they came on board, before they eventually moved on. Gunter had moved into being more of a mentor to these new career hungry staff and the resort leveraged their ambition by offering exemplary service while they were at the resort (Palmer, Dunford, & Akin, 2009).
Consultants Image
After Gunter had brought onboard the consultant and explained to him the situation that he was facing, the consultant really did not have anything more to offer. The consultant basically coached Gunter into making the right decision, the one he was going to have to make anyway. The coach was able to turn around the perspective that things were bad and have Gunter try a different approach, as all other efforts had failed. Gunter could not stop the attrition due to the resorts location and catchment area, but what he did have was an excellent training