M2A1: Green Mountain Case Study
BUS 554 Change Management
Dr. J. Tucker
The Green Mountain case concerns a small resort property with several challenges. The resort was a buying incentive for property buyers. The artificial demand would end with the real estate market in the area. Management set out to increase the quality of the resort. The main impediment to improvement was a skilled workforce. Green Mountain rebranded itself as a training and proving ground for hospitality professionals yielding a ready supply of quality employees to contribute to the development and maintenance of the desired high-quality resort.
The Green Mountain ...view middle of the document...
Moreover, the good employees often left for greater opportunities elsewhere. These circumstances created a mostly amateur staff and required significant investments in training and development.
Gunter was unable to attract quality talent. Green Mountain did not have the appeal of some larger institutions in the hospitality industry. Opportunities were limited, given the small size of the resort. Limited opportunities for advancement affected retention of higher quality employees. Gunter was uncomfortable with structural arrangements such as contracts and time-vested benefits to minimize turnover. These methods were not in keeping with Green Mountain's organizational culture and often were counterproductive.
Gunter exhausted the options of conventional wisdom. Turnover, as a constant, could not be endured. Gunter sought new ideas to challenge the paradigm. Gunter enlisted the help of a consultant.
The consultant was not an expert in the hospitality industry. This absence of experience was deliberate, as it ensured the consultant would approach the problem from a different perspective and with a different frame of reference. Eventually, the consultant proposed redefining the problem. If turnover was persistent, how then could it be used as a benefit?
Through analysis of the turnover, it was determined that the high-quality employees, those most desired for retention, left for greater opportunities at other resorts. These opportunities were gained as a result of having had the experiences afforded by working and training at Green Mountain. Moreover, these employees were often high performers, creating a tremendous reputation for Green Mountain alumni.
A new strategy emerged which embraced turnover, but only as a side-effect to the newly found abundance of high-potential candidates applications. Candidates applied to Green Mountain and, when hired, performed, recognizing that the industry considered Green Mountain as a tremendous career builder. Although turnover was still as present as ever, Green Mountain was able to reframe the problem and turn its weakness into a strength.
Concerning the turnover, there was no improvement. Gunter was not able to decrease turnover at Green Mountain. However, Gunter was able to meet his primary goal of ensuring the viability of the resort. The continued existence and success of the resort is predicated on its staff development capability as much as (if not more than) its appeal as a destination resort. Green Mountain remains a prime resort employee hiring pool as well as a first-class resort and community.
Gunter embodies the nurturer image. The nurturer image shapes an organization to deal with unintended changes....