SnowDome Group Limited
Board changes that took place at the start of 2006 led to a significant shift in culture and focus and prompted an equally signifi cant investment in staff training and development at the SnowDome, the UK's premier real snow centre in Tamworth, Staffordshire.
It was at this time that Martin Smith, MD, examined the future of the SnowDome extremely carefully and decided it was time to make a huge change in the way the centre was managed - from the top down. This led to the start of a relationship between the SnowDome and people development business, Eat the Elephant.
It was at the time of the Board restructure that Martin decided the time was right to appoint an outside organisation to support him in implementing change throughout the business. "I selected Tracey Willmott and her company, Eat the Elephant, for a number of reasons" explained Martin. "We already knew her as a SnowDome customer and she was also local which is ideal. Obviously it was important that Tracey knew her stuff but the fact that Eat the Elephant was able to help us objectively from a customer perspective was also vital to us. There would be little point in getting in a 'hot shot' city company that didn't understand our market" finished Martin.
HR and development had become long overdue issues at the SnowDome and one which the directors were committed to resolve. "When we initially took over the SnowDome, we led the business in a fairly autocratic manner telling our staff what needed to be done but never taking time to explain why. We were hard taskmasters in our quest for excellence" said Martin. "In the early days, our focus was very much on profits - making sure the company made enough money to reinvest in itself."
However as the directors grew more confident in the business, it gave them breathing space to be able to take stock. During this time, they decided to slow the pace and take better care of their 300+ employees.
The change in management style began with an in-depth audit of the people requirements for the SnowDome by Tracey Willmott. Tracey facilitated meetings with key managers and team members on a one-to-one basis until she had enough information to be able to draw up a plan of action. Tracey struck up an immediate rapport with the people she was working with at the SnowDome and so the two companies developed a mutual trust, crucial for the foundation of any people-based development programme.
"We were keen to make sure we had 'buy-in' from everyone involved in establishing a new culture" said Tracey. "To that end, I organised a full day called 'Introduction to Change' during which we brainstormed, resolved a number of issues and planned for the future. The day was designed to get the key managers totally committed to a way forward that they had helped to devise" she finished.
In terms of specifi c initiatives, Eat the Elephant has created a number purely for the SnowDome. 6 key people were selected to have their trainer skills developed over a 3-day programme. These people then presented customer care programmes to their own teams. The SnowDome also has its own Induction Course and Team Member Handbook produced by Eat the Elephant with substantial input from the SnowDome senior management teams.
"...it was important that Tracey knew her stuff but the fact that Eat the Elephant was able to help us objectively from a customer perspective was also vital to us"
Behavioural profiling has been used as a very powerful tool for the team to not only recognise their behaviourial traits but also to know how to manage them. It is important that the results of profiling are understood so the individual is able to modify certain behaviours for their own and others' success. For example, it may be necessary to change how you behave with specific members of your team in order to get the most from them. "We have strong personalities here so sometimes we need to know when and how to modify our behaviour accordingly" commented Martin.
Martin strongly believes that sincere staff care leads to improved customer care. To this end, a new staff room facility is about to be provided for better relaxation and canteen provision. Another method used by the SnowDome to make staff feel valued is to pass on any letters or emails of appreciation that are sent in by customers. Martin admitted to the need to become more positive in his praise, looking for things that have gone well, noting achievements and recognising improvements instead of just spotting things with the potential to go wrong.
The SnowDome has to be run in a tight, controlled way. By the very nature of the services provided, its health and safety procedures have to be of the highest order. The strict management style still underpins daytoday procedures but is now overlaid with a new layer of understanding within a positive culture to balance it out.
"We are full to capacity during the winter months here as so many people want to learn to ski and practice before their holidays. However the difference great customer service can make at this level is making sure customers enjoy being here, enough to dwell in the bar and restaurant areas, having a good time" Martin offered. "We want to serve people in a way that befits the quality of the venue."
Martin believes that the training and development undertaken so far has directly benefited the entire staff although formal training from Eat the Elephant has been provided for approximately 35 members. The Induction Pack has been imparted to every member of the team and much of the direct learning has been passed on throughout the organisation, filtering down to every level.
"When we get it right, it is phenomenally strong but if we get it wrong, we alienate ourselves very quickly from our customers" commented Martin. "That's why it is vital we get it spot on every time." In terms of measuring success, Martin believes his 'hands on' approach allows him to evaluate the atmosphere in the centre. Added to this is the happier workforce he has in all departments. He also noted that they get plenty of praise from the public, which is great, but something they don't ever get complacent about.
The improved levels of customer service are attributed to 3 factors – the directors being receptive to change and embracing the suggestions made to improve customer care; the rapport between Eat the Elephant and the SnowDome and the enthusiasm of everyone involved in the process along the way.
For the future, the SnowDome is set to continue along its committed path of people development. The aims and goals for next year will be worked out with Tracey at Eat the Elephant and training will take place in the spring and summer months.
As a business the SnowDome is enjoying huge success with over half a million customers through the doors each year, much of it being repeat business from satisfied users of the centre as membership renewal rates testify. The directors also have plans to convert a dry ski slope they currently own in High Wycombe into another SnowDome. They will certainly continue with the proven training and induction approaches at that site too.
"When we get it right, it is phenomenally strong but if we get it wrong, we alienate ourselves very quickly from our customers"