HR's role in creating Mexico's first HMO

Article Abstract:

Hotel del Coronado Corp. became the first US company to provide its Mexican employees with a Mexican-based health maintenance organization (HMO) plan. Under the arrangement, employees of the resort as well as their families are given the opportunity to receive health care through the services of Mexico's Servicios Medicos Internacionales (SMI). Coverage in the SMI plan includes prenatal care, psychological care, vision care, dental care and emergency care. Hotel del Coronado pays a certain amount per employee every month regardless of the health care each individual receives. Unlike the US-based Blue Cross plan of the company, the SMI system provides lower premium cost, does not require copayment for most services and offers free prescription drugs. The success of this innovative health plan can be seen in the praises being heaped by Hotel del Coronado's employees on it. Other US and Mexican companies have already followed suit and signed on to similar arrangements.

Health Maintenance Organizations, HMO Medical Centers, Employment, California, Mexico, Mexicans, Hotel del Coronado (Coronado, California), Mexicans in California

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HR helps the Mirage thrive in crowded Vegas

Article Abstract:

Mirage Resorts Inc. was given the 1995 Personnel Journal Optimas Award for competitive advantage. The Las Vegas, NE-based firm owns The Mirage, a casino hotel on the Las Vegas strip and two other enterprises in the area, the third of which, Treasure Island, opened in 1993. The hotel and gaming business giant puts much stock in its human resources in ensuring market share among the 89 casino hotels in Las Vegas. It attracts 25 million patrons annually to its venues. To support this volume, Mirage's recruitment initiatives are designed to get the experienced and knowledgeable staff. Its selection process is also very strict and emphasizes personality, stability and experience. It involves several stages: an intial handshake test, written interviews, and verbal interviews. Mirage also ensures that each hiree gets much training. All these have resulted in a lower-than-average turnover rate and an above-median occupancy rate for Mirage hotels.

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Las Vegas resort bets on training - and wins

Article Abstract:

Mirage Resorts recognizes that a highly competent workforce is the key to success in a highly competitive marketplace such as Las Vegas, NV. With 89 other casino hotels in the city offering various forms of entertainment and services, the resort company knows that its only hope of attracting and retaining customers is to provide the best service. To achieve this, Mirage Resorts willingly spends a considerable amount of money in hiring and training the most qualified and the friendliest employees it can find. The company selects those candidates who are likely to enjoy their jobs and contribute to Mirage's efforts to create and nurture customer goodwill. Aside from providing proper training, the company motivates its employees to provide quality customer service by offering them attractive benefits, including free meals, medical coverage, education assistance, paid time off bonuses for perfect attendance, and retirement plans.

Coin-operated amusement devices, Casinos, Casinos (except Casino Hotels), Case studies, Training, Entertainment industry, Employee training, MIR, Resorts

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