Training and Qualification: Employee Training at Galaxy Entertainment Group

Abstract

What do companies do with employee training when their financial chips are down? The knee-jerk reaction is usually to cut the training budget, as training is often seen as an expense rather than an investment in the company’s future. This chapter focuses on the case of a leading casino company in Macau and how its ongoing employee training efforts have not lost their momentum despite the recent downturn in gaming revenue. The sustainability of its training agenda rests on its unwavering focus on the service culture that is branded “World Class, Asian Heart.”

The Galaxy Entertainment Group (GEG) attempts to differentiate itself in the intensely competitive gaming environment through strengthening this WCAH identity. It has tweaked its training programs, consolidating hundreds of disparate packages for different employees to a more systematic and comprehensive training of all employees in the critical corporate culture while separating skills training for different groups organized by function. In the tougher financial climate, the company will face further challenges to achieve its training objectives in the most cost-effective manner.