Hard Rock's example in a production firm Everyonemanagers and hourly employees alikewho goes to work for Hard Rock Cafe takes Rock 101, an initial 2-day training class. There they receive their wallet-sized Hard Rock Values card, which they carry at all times. The Hard Rock value system is to bring a fun, healthy, nurturing environment into the Hard Rock Cafe culture.* This initial course and many other courses help employees develop both personally and professionally. The human resource department plays a critical role in any service organization, but at Hard Rock, with its experience strategy, the human resource department takes on added importance. Hard Rock ValuesPreview the document Long before Jim Knight, manager of corporate training, begins the class, the human resource strategy of Hard Rock has had an impact. Hard Rocks strategic plan includes building a culture that allows for acceptance of substantial diversity and individuality. From a human resource perspective, this has the benefit of enlarging the pool of applicants as well as contributing to the Hard Rock culture. Creating a work environment above and beyond a paycheck is a unique challenge. Outstanding pay and benefits are a start, but the key is to provide an environment that works for the employees. This includes benefits that start for part-timers who work at least 19 hours per week (while others in the industry start at 35 hours per week); a unique respect for individuality; continuing training; and a high level of internal promotionssome 60% of the managers are promoted from hourly employee ranks. The companys training is very specific, with job-oriented interactive DVDs covering kitchen, retail, and front-of-the-house service. Outside volunteer work is especially encouraged to foster a bond between the workers, their community, and issues of importance to them. Applicants also are screened on their interest in music and their ability to tell a story. Hard Rock builds on a hiring criterion of bright, positive-attitude, self-motivated individuals with an employee bill of rights and substantial employee empowerment. The result is a unique culture and work environment which, no doubt, contributes to the low turnover of hourly peopleone-half the industry average. The layout, memorabilia, music, and videos are important elements in the Hard Rock experience, but it falls on the waiters and waitresses to make the experience come alive. They are particularly focused on providing an authentic and memorable dining experience. Like Southwest Airlines, Hard Rock is looking for people with a causepeople who like to serve. By succeeding with its human resource strategy, Hard Rock obtains a competitive advantage. It is one thing to read about the Hard Rock Caf and to identify some of their jobs as production-based. Compared to factory assembly line and other physical production firms, there are real differences in the complexity and scope of activities performed by individual workers on a day-to-day basis. Think critically and, perhaps, pessimistically, about the following discussion questions.

1. How would Hard Rock's value system work for automobile assembly line workers?

2. How would Hard Rock's value system work for Wal-Mart workers?

3. In an era of intense competition and focus on costs and productivity, is it possible to incorporate elements of service-based firms into all jobs, or just some?