Red Lobster's Service Talent Cycle

Introduction
Organizations or businesses are successful by the people who work in it. If they are treated with respect and dignity then the organization will thrive and will be able to operate globally. The Talent cycle is a form that assists with hiring, training and the retaining process that helps the employer to ensure that all the necessary steps are taken care of in order for them to be a successful business. Red lobster has a unique strategy that assist with retaining employees and are effective in terms of reducing law-suits. (Wirtz, Chew, & Lovelock, 2012).
What is the service talent cycle.
The service talent cycle is a system that helps the business and organizations improve service excellence and productivity. This can be achieved

with three simple steps. “Hire the right people” (Wirtz, Chew, & Lovelock, 2012). By hiring the right people the employer will be confident in the productivity and customer service that, all the employees will display excellence as they are expected. Secondly, “enable employees”, which means to give employees the tools they need to perform their best in an organization such as being trained on how to use the cash register (Wirtz, Chew, & Lovelock, 2012). By giving employees proper training, the employer could enhance their employees’ productivity and customer service. Empowering is an essential tool for employees’ productivity and function, it gives them the sense of responsibility and allows them to be part of the business and makes them think that they are valuable to an organization. Lastly, the most vital step is to “motivate and energize employees” (Wirtz, Chew, & Lovelock, 2012). Every employee is different what might motivate one employees doesn’t necessary motivate every employee. Generally decent pay, bonuses, job security and comfort, feedback, peer review and goal oriented tasks motivate most employees.
How does Reb Lobster use the service talent cycle to deliver successful human resource practices. Red Lobster delivers successful human resources practices by engaging the talent cycle through their “peer review” system which assist employees that have been laid off and or fired (Wirtz, Chew, & Lovelock, 2012). This practice serves its purpose by being fair to every employee and save Red Lobster money in possible law-suit. Employees can use the peer review which gives employees a chance to defend themselves and to prove that they have been fired unjustly. This review system is designed to be reviewed by the employees’ team members who they work with, on a daily basis not the management team. This gives the employee a sense of comfort that maybe one of their fellow colleague will see that they followed all the proper protocols and was still terminated. The “peer review” does not just give employees who have been fired or laid off a chance to prove themselves, this “peer review is also a great tool for the business. It is the “peer review” that has saved Red Lobster hundreds of law-suits. This implementation has helped employees, instead of suing the company for something unjust, with this program they make sure that they are treated fairly. Therefore how Red Lobster delivers successful human resource practices is by using the talent cycle and “enabling their staff” they achieve this by getting their own staff members to decide whether or not the employee that has being laid off or fired is reasonable and not by someone who has no involvement of the employees productivity and capabilities (Wirtz, Chew, & Lovelock, 2012).
How does human resource practices from Red Lobster help lead improved customer service.

As discussed earlier, Red Lobster has a “peer review” system. The employees who review other employees in certain circumstances, these employees have been trained to assess the situation by examining the evidence carefully and deciding what is best for the company and other fellow employees, they do not just agree with the management decision of keeping one employee in the company and terminating the other. This system is also a group peer review which means everyone who has worked with the employee will have the chance to state their opinion not just a selected few employees. These employees go through extensive amount of training to deal with these situations. Due to the fact that employees are aware of this very supportive “peer review” system there is a bound of trust. It allows employees to feel that their employers do care about them and will do their best to keep them as a proud member of the Red Lobster Team. Now because employees trust their fellow employees and their employers, in return they are motivated and happy to serve their guest with the best of their abilities. This also demonstrates in front of the guest and everyone works efficiently. Red Lobsters wants their employees to be proud of where they work and they want their employees to feel a sense of pride which that will reflect in their work. Therefore this is how Red Lobster is helping to improve customer service by making the staff feel proud to work at Red Lobster, in exchange for great customer service. Each and every employee at the Red Lobster will make sure that they exceed customer expectation because they want to work in a positive, trustworthy and efficient environment (Wirtz, Chew, & Lovelock, 2012).

Conclusion
Therefore by engaging the service cycle Red Lobster can improve service of excellence. With the assistance of the talent cycle as it has discussed how Red Lobster uses the service cycle to deliver

successful human resource practices and furthermore to improve customer service as a whole (Wirtz, Chew, & Lovelock, 2012).

References
Wirtz, J., Chew, P., & Lovelock, C. (2012). Essentials of Services Maketing 2nd Edition .