"We had this great piece of property and wanted to transform our operations from what looked like bingo halls to world class resorts with full gaming, food and beverage offerings, and an entertainment center with bowling, an arcade and a stage for performers," said Jay Dorris, Wind Creek Hospitality CEO and president.
The company was concerned that its workforce would not be able to provide a level of service consistent with these new surroundings, and that it would adversely affect attendance.
employees were non tribal and from diverse backgrounds working alongside members of the Poarch tribe.
The company feared it "lacked a cohesive employee culture," Dorris
"Once the purpose was clear, we met with our tribal and non-tribal employees and laid out the values that we agreed to operate under - through consensus," Dorris
"By inspiring employees to focus on the care of women, it made their tasks more meaningful and satisfying," Dorris
"Rather than demanding that people do this or that, we learned what our collective purpose was - taking care of people, especially women - and where and how this was consistent with our internal values."
"The process created a level of happiness here that did not exist previously," continued Dorris
"We have distilled the intrinsic in what we do and how we do it, creating strong employee enthusiasm for our values.
added, "Employees now feel they are providing a service of real benefit."