If your people are good, policies and procedures can help them be great. A resort’s staff is the heart of the organization. Your staff are the feeling, emotion, driving force, and personality behind the business. To continue the analogy, the policies and procedures we have in place to guide our staff are the backbone. They bring consistency and help keep the operation upright and moving forward. Policies and procedures provide appropriate knowledge upfront to avoid unnecessary mistakes, understand responsibilities, and deliver dependable service to guests. Consistency is critical to the success of the operation, no matter the task. What’s the difference between a policy, a procedure, and a guideline? A policy applies to all employees and must be followed. A policy sets the expectation. Procedures describe the “how,” the steps to take, and typically apply to a specific task. Finally, a guideline is the “best practice” that should be followed under most circumstances, but may not apply to every situation. Here’s a look at some key steps for developing policies, procedures, and guidelines, from creation to implementation and—importantly—compliance. Building Blocks 1. Identify the goal. Clearly define a goal or reason for developing a policy or establishing a procedure. Ask yourself (or your team), “what is the issue at hand?” or “what do I want to make consistent about this process?” 2. Understand the operation or process. This may seem obvious, but managers and supervisors occasionally attempt to implement a new policy without truly understanding the operation or process to which it will apply. This will likely cause confusion among staff and fail to achieve the desired goal. Repeat instances of “blind policy implementation” can adversely affect culture and/or bring management’s credibility into question. So take the time to research and truly understand the process. For example, to implement a policy that requires all trails to be inspected prior to opening, it’s necessary to know some basic information first: How many staff are available to check trails? How long on average does it take to check a trail? What’s the earliest the trails can be accessed? If you have 100 trails to check but only four staff to check them, implementing the policy will be challenging. The intention may be good, but the developer must understand all the variables to ensure the goal can actually be achieved—and if not, what else needs to happen to implement the policy. 3. Draft, get feedback, and continue development. The key word is development. First, draft the policy/procedure based on knowledge of the goal and understanding the operation. The draft should include basic components such as: to whom it applies, why it’s important (i.e. “purpose”), the situations to which it applies, effective date, review date, process details, and in some instances, the consequences for non-compliance. Also, identify the person who “owns” the policy/procedure. This person or department monitors compliance and provides revisions and updates as necessary. Share the draft with peers and those familiar with the operation or process. Their feedback is important, and may identify items not previously considered. This is an opportunity to proactively address concerns and identify areas that need to be further clarified, and actually test the policy/procedure. Also, involving others will likely result in better buy-in during implementation. Keep the document as simple and consistent as possible. The more steps and “if, then” circumstances, the more difficult it is to communicate, which makes it hard for staff to follow. Interpretation should not be necessary. Most procedures should be written so that all staff with similar training and/or experience can understand and follow accordingly. In some cases, though, it’s beneficial to write in a manner that all will be able to understand, regardless of prior training or experience. A good example of this at many resorts is the harassment policy. Putting Plans into Practice 1. Implement the policy/procedure. The most important part of implementation is the approach. Is the policy something that can be simply emailed to all staff, or does it need to be discussed in a more formal setting? Is additional hands-on training required? If you are introducing a new piece of equipment, the associated procedure will likely require some hands-on training as well as document review. Remember to share the reason for the new or revised document to gain understanding and support. Also, explain how this new policy or procedure will benefit the staff (hopefully, it makes their job easier or less hazardous). Staff should be encouraged to provide constructive feedback. The “this is how it is” approach may decrease the efficacy, increase the risks taken by staff, and potentially compromise quality or outcome. In the end, it needs to be beneficial to the company and the user. 2. Monitor the results. There is always room for improvement. So follow up and monitor the effects (positive or negative) of the policies and procedures you implement. As with other components of our business, the quality of our policies should always be improving. Ask questions such as, “Are staff following the policy?” and “Is the desired result being achieved?” If the answer is “no,” is this a policy issue, a training issue, or a compliance issue? Based on your findings, implement action to correct the issue and re-evaluate. This is an ongoing process that should welcome feedback. 3. Enforce the policy/procedure. This is arguably the most important step of the process. Don’t turn a blind eye to violations of policy or procedure; these are of no use if they’re not upheld. Some policies may have “zero tolerance” for failure to comply. For instance, we have zero tolerance for chairlift operators being distracted—using their mobile device, say—while operating a lift, as it poses a significant risk to safety. Violation of other policies, like tardiness, may call for progressive discipline. The punishment should fit the crime. Violations with similar risks should have similar consequences. Enforcement of policies and procedures reiterates their importance and sets the foundation for what’s expected. Failure to enforce tells employees they can choose which policies and procedures they follow, and which they don’t. Staff may believe that their supervisors and managers don’t care, which makes administering discipline difficult. The Importance of Consistency Consistency is key. Haphazard enforcement creates a gray area, and that fosters confusion. While most managers don’t want to be the “bad guy,” setting expectations helps set up our staff for success. It creates a sense of ownership, ensures clarity, provides a means for accountability, and importantly, provides opportunities for praise. Have you ever been acknowledged by a superior for meeting a basic expectation? Prior to that, you may have thought no one noticed—but they did! A little praise often goes a long way. Setting clear expectations can accomplish a lot. I find a lack of clarity about the expectation is often the cause of a violation. These instances allow you to offer clarification, assure understanding, and earn both trust and respect. Final Thoughts Policies and procedures can be a hindrance to your operation unless they serve an important purpose, are developed by knowledgeable people, and are implemented for a good reason. Ensure every staff member understands the why of the expectation—that is often the difference between violation and compliance. Understand the nature of the work, identify the goal, get feedback from experienced staff, and provide the foundation during their training. One person can start a positive change in culture. Why not let it start with you?
