Ritz-Carlton’s Approach to Customer Care Ideal for Nonprofits

Enlightened Leaders, Engaged Employees Create Experiences, Promote Successful Brand

In just 26 years, the world-renowned Ritz-Carlton has built one of the strongest brands in the country. While the physical facilities contribute to its reputation, the hotel chain’s approach to service and attention to customers sets it apart among hotels.

At a Piper Academy in November, The Ritz-Carlton Phoenix’s general manager, Christoph Roshardt, and Marketing Director Jennifer Blackman shared the luxury hotel’s customer service strategies and provided insights that many nonprofits can adopt to enhance their own service to clients receiving services and donors.

The company’s customer service strategies focus first on employees and then on the hotel’s customers. “Our most important customers  are employees,” explained Blackman. A culture of openness, clearly defined expectations and constant circular feedback create an environment where employees are engaged, empowered and valued for their contributions to the hotel’s success.

By creating clear expectations about employee conduct from the beginning and investing 250 hours annually in staff training, the Ritz-Carlton seeks to create an environment where employees feel secure and empowered and staff is focused on providing guests with the ultimate experience. 

“It is imperative that everyone in the organization have a shared vision,” said Blackman. “Everyone must have the same idea about what the organization’s real purpose is.” She added that all staff should be able to articulate the mission instantly and internalize it, not just memorize it.

Roshardt added that training extends beyond occasional workshops; it is incorporated into the daily routines and life of the hotel 365 days a year. He explained that every department at every hotel conducts a “daily line-up,” where policies are discussed and staff can share challenges, suggest new strategies and provide kudos to fellow employees.

“Staff has to be alive and engaged every day, they can’t be on auto pilot,” he noted. “They have to listen to every guest. Empower-ment means that everyone totally understands the company’s mission and service values.”

Through training, employees are taught to anticipate customers’ expressed and unexpressed wishes, and policies empower staff to respond to guests immediately and appropriately. Because priorities are clearly defined and internalized throughout the organization and staff is completely engaged, they can act on their instincts without doubt that what they’re doing will be supported by management.