In a basement classroom at Harrah’s casino, a fresh group of new hires stretched out before Al Lossiah, the latest in an endless stream of weekly newbies.
They were here to learn the art of moneymaking, with Lossiah as their guide, motivator, acting coach.
“You don’t have to like them, but you got to be nice to them,” Lossiah said. “You guys have been hired as entertainers now, you learn to act. When they walk in the door, this is what I see when I look at their face.”
He picked up a marker, turned to a dry erase board and drew a giant smiley face. But in place of eyes, he put two dollar signs.
“When you do your job, we all get paid,” Lossiah said. “Keep these people happy, keep them spending that money here.”
With 3.5 million guests tromping through the casino every year, smiling at each one of them can be taxing. But employees can’t afford to let down their guard. You never know which one is the high roller, Lossiah said.
Players spend hundreds of millions at Harrah’s every year. But it’s a relatively small number of players accounting for most of the play — roughly 10 and 20 percent of players account for 80 to 90 percent of the gaming revenue.
Lossiah and those who have worked there long enough know who the high rollers are. There’s one lady who spends about a million a month, every month, he said.
“She can go anywhere in the world she wants to go, the Riviera, anywhere. But she chooses to come to Cherokee. Why? Because we treat her like a queen,” Lossiah said.
“If I was out in the public and someone said ‘I got some dust on my shoes’ I’d say, ‘Here’s a quarter go call somebody who really cares,’” Lossiah said. “Here, I can treat anybody like a king and a queen. Can I get you a drink, can I get you a cup of coffee, and you smile at them.”
He pointed to his smiley face with the $$ eyes again.
“They pay good money for us to be nice to them,” Lossiah said.
For tribal members who work at the casino, there’s a double incentive. Tribal members get a share of casino profits, amounting to more than $7,000 for each of the 14,000 members of the Eastern Band last year.
“You do your job well, guests are happy, they stay longer and play more, the casino makes more money, and per cap checks are higher,” Lossiah said.
A different kind of interview
Job seekers eager to jump on the Harrah’s Casino gravy train should be forewarned: brush up on your singing and learn a few jokes.
To measure stage presence, applicants are put on the spot, not only in front of the hiring team but as one of 10 job seekers in a panel-style interview.
“We might say imitate your favorite celebrity. We want to see if they are inhibited and can’t stand up and talk, versus who can stand up and really sell themselves,” said Jo Blaylock, vice president of human resources at Harrah’s Cherokee.
It doesn’t matter if you are applying as a hotel maid or kitchen dishwasher, Harrah’s wants all employees to think of themselves as being in the entertainment business.
“Do you have the energy, do you have the personality, can you talk in front of people,” Blaylock said. “We are really looking for people who can converse and have good relationships with guests — people that can have a good time and have a good personality.”
Not every job demands such a disposition. There are plenty back-of-house jobs, from the laundry to the landscaping team. In that sense, placing new hires in the right job is just as important as who gets hired.
Harrah’s is loyal to its employees and will work to find a good fit
“There’s about 250 different things to do here,” said Darold Londo, the casino’s general manager.
There’s fulltime light bulb changers, people who repair torn upholstery — there’s even a full-time staffer dedicated to making sure the culinary desires and whims of stars performing at Harrah’s are met during their stay. Grocery bags of soda and chips were piled up in a posh backstage lounge a couple of weeks ago awaiting the weekend arrival of country star Travis Tritt.
Rising through the ranks is common at Harrah’s. The prospect of promotion is part of the job allure.
“What I convey is if you like the organization and our DNA that is unique to Harrah’s, there are opportunities abound within our organization,” Londo said. “There are people doing things that are beyond their wildest aspiration when they started at this organization.”
Londo tries to plant the seed of a Harrah’s career track when speaking to new hires.
“I want you to look back in five years and see this as the defining moment in your professional career,” Londo told a recent batch.
To help develop managers from within, Harrah’s Cherokee has a team of four fulltime, in-house trainers.
When the Eastern Band launched its casino enterprise in 1997, the tribe was angling for more than just money. It hoped the business would provide jobs for tribal members, Londo said. Many in top jobs today are Cherokee who rose to their positions.
Employing columns of tribal members remains a major goal, but not everyone is cut out for customer service jobs, particularly in the casino sector where wooing players with smiles and charm seems to fall on everyone’s shoulders, even the $8.50 an hour food runners and carpet cleaners.
“That is a real live business challenge,” Londo said.
Since taking the helm at Harrah’s six years ago, Londo has made a point of dropping in on every new hire training, a first for general managers at the Cherokee casino. He spends an hour chatting up the week’s new hires, a non-scripted and free-wheeling spiel that feels more like friendly banter over happy hour than a corporate lesson from the top boss.
Londo’s goal is buy-in.
“I want you to look for ways to make this a better place to work and play tomorrow than it is today,” Londo told new hires.
As a kid, Londo was frustrated by Coke machines only accepting coins. So he wrote a letter to “Dear Mr. Coca-Cola” and suggested vending machines that took bills.
Londo encouraged employees to ignore the chain of command. While his old West Point military academy instructors might cringe to hear him say it, Londo told employees they don’t need to run to their supervisor with every question or problem, but instead take it to the person whose job it is.
Oddly, Londo stops short of the mantra of that the customer is always right.
“We will part ways with customers if they do or say something inappropriate because we value our employees,” Londo said. “We want to convey that we value our human resources and our most valuable asset.”
Keeping morale high for 2,000 employees and keeping everyone pulling in the same direction takes constant maintenance beyond that first week of training.
Londo recalled the “have you hugged a security officer today” campaign. It was fun at first, until security officers starting getting dozens of hugs every day from their coworkers.
“It kind of backfired,” Londo said.
Before every shift, supervisors lead their team in a “buzz session.”
“They play a game to get their energy going and get the laughter coming out, to get them pumped up for the day,” Blaylock said.
“A job doesn’t necessarily have to be a job. A job should be something you enjoy and have fun at,” Blaylock said.
“If we are having fun our guests are more likely to have fun. If guests have an enjoyable time they will come back.”
That’s where Lossiah comes back again and again to his smiley face on the dry-erase board, the one with dollar signs for eyes. His red laser pointer frequently finds its way to those $$ eyes during his new hire training.
Lossiah makes no apologies for it.
“That’s Harrah’s financial strategy,” Londo told a recent group of new hires. “We treat you well, you are satisfied you take that to the guests, treat them well, we have job security and financial success,” Lossiah said.