How the Ritz-Carlton Excels in Hr Practices

The Ritz-Carlton brands itself as more than just five star luxury; it sees itself as a lifestyle brand where talent is embraced and a place of opportunity and growth (The Ritz-Carlton, 2011). Ritz-Carlton has been known since the beginning for high quality service and refined elegance which has developed over the years into contemporary luxury. The hotel chain has always strived for quality improvement, of not only its external brand, but its internal brand and puts a high value of its employees, saying, “we are Ladies and Gentlemen serving Ladies and Gentlemen” (Regani, 2007).
From the creation of the Ritz-Carlton name, top quality service was a priority and after Johnson Properties bought the global rights to the name Ritz- Carlton in 1988, the company set about reinforcing and investing in this principle in order to become an employer of choice. The huge investment into this area paid off and in 1992 Ritz-Carlton won the Baldrige Award; the first hotel to do so. Since then the chain has won multiple awards such as best employer in the Middle- East and best employer in Singapore by Hewitt Associates (The Ritz-Carlton, 2011).
The Ritz- Carlton has a global reputation and believes it is a leader in the luxury hotel market. It forms this reputation and culture, which is unique, by following the Ritz- Carlton model of three steps. The first being location, followed by building a physical product that is desired by its customer and satisfies their needs. The third is the people they hire; the ladies and gentlemen. Without these people the company would not be who it is; it believes they are the life behind the concept (Reiss, 2009).
Along with the strong culture of service excellence, Ritz-Carlton also is sure to measure its success in order to continue in the improvement of quality. This was first adopted after it failed to win the Baldrige award the first time after it had correct procedures in place, however, it did not have the ability to measure and

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