Inside Asian Gaming

IAG JUL 2020年7月 亞博匯 60 “From what I have been hearing, customers and employers are definitely taking note of which companies have been truly looking after their staff, and some customers might be more inclined to visit those casinos in future who they deem to have shown that they took care of their employees during the pandemic period.” Sudhir Kalé, Founder and Principal of Australia- based GamePlan Consultants, agrees that practices implemented by companies during shutdown “will have a huge impact on employee engagement once the casinos open. “It is unrealistic to expect any casino property to operate profitably at least in the next 12 to 18 months,” he says. “If employees themselves have financial and health security, these sentiments of safety would be conveyed to customers by the frontline staff. Such verbal and non-verbal communication will go a long way in bringing customers back. “Paying employees their tipped wages, as Wynn did, during the hiatus is a great way to convey concern and empathy. “Bad practices include furloughing employees, asking employees at frontline and junior management levels to take a pay cut, and increasing workload for employees without compensating them for it, such as additional hygiene measures.” Martinez adds, “The two priorities for employees returning to work for a company, or maybe moving elsewhere instead, will be whether they have a role to return to that is the same or similar as before the pandemic, and the commitment to following safety protocols.” Needless to say, feeling appreciated in hiatus is one thing, but just as important for operators calling employees back to work is making sure they feel safe. It seems, in theory at least, a relatively simple fix, yet already the implementation of sanitary measures IN FOCUS Okada Manila has been forced to let go of 1,000 employees due to the financial impact of COVID-19. 由於財務狀況受新冠疫情的影響，岡田馬尼拉被迫裁員1000人。