Chapter 9: Human Resources: The Window to the Corporate Soul

1 For a good overview of the balanced scorecard concept, see Robert S. Kaplan and David P. Norton, "The Balanced Scorecard—Measures That Drive Performance," Harvard Business Review (January–February 1992): 71–79.

2 Mark Henderson, "Role Changes for Human Resources," Sunday Star Times, January 12, 1997.

3 Steven Greenhouse, "Help Wanted: But Only the Young, Hip and Blue-eyed Need Apply," reprinted in International Herald Tribune, July 12–13, 2003.

4 Steven Greenhouse, "Help Wanted: But Only the Young, Hip and Blue-eyed Need Apply," reprinted in International Herald Tribune, July 12–13, 2003..

5 Shelly Branch, "Maybe Sex Doesn't Sell, A&F Is Discovering," Wall Street Journal, December 12, 2003.

6 See http://www.pretàmàger.com

7 See http://www.pretàmàger.com

8 The key players in the organization include Bernard Goldstein, whose vision it was to develop the gaming industry on the Gulf Coast and then eventually to expand his casino nationwide and now even internationally; Jack Gall-away, who was COO when TMI was first introduced to the Isle; Tim Hinkley, current COO; Robert Boone, vice president of human resourcs; and Cynthia Payne, director of cultural development, who keeps the vision alive across the many Isle properties.

9 Collins, Good to Great, 14.

10 Both of these programs have continued under the committed direction of Cynthia Payne, director of cultural development.

11 Statistics provided by the Isle of Capri. Average annual staff turnover rates in the casino industry's regional markets are 45 to 55 percent.