Over time, he introduced several other forward-thinking ideas to the workplace, including 24/7 HR availability.

“I’m open to pushback, even from entry-level staff, because that can lead to interesting conversations that could change my mind.” Jose Garcia The system is also part of the company’s recruiting efforts. “As the shutdown continued, we communicated with all of our furloughed employees, and were able to recall them at once when we reopened,” he says. “I automated as much of the routine HR work as possible,” he says, “and I’m still looking at ways to make the department more efficient.”Īs an example, he offered Commerce Casino’s company-wide texting software that enables “broad instantaneous messaging.” Commerce Casino went from 2,500 employees to the handful needed for routine operations. Garcia introduced digital recruiting and applicant tracking systems, as well as a complete human resources information system. Commerce Casino still relied on manual systems and had no active recruiting program.

The procedural side of the business underwent significant changes, as well. Garcia replaced that mishmash with standardized company-wide attendance rules, a leave of absence policy to curb the abuse of protected leaves, and a substance abuse policy. “When the casino opened, its in-house counsel handled many policies and procedures, and each department had its own individual set of rules for discipline and rewards,” he says. “I had actually anticipated that situation and started recruiting among my former HR colleagues at CareMore Medical Enterprises,” he explains.Ī handful of employees were brazenly cavalier about flouting internal policies and management was reluctant to hold them accountable-even for basic things such as showing up on time. “It was into its third decade of operation when I joined in 2011, and they were still operating what was essentially a personnel department, not a true human resources function.”ĭespite Commerce Casino’s offer to foot the bill for the staff’s Professional in Human Resources (PHR) and Senior Professional in Human Resources (SPHR) certifications, the majority declined and eventually found other jobs. “Commerce Casino started as a kind of a mom-and-pop operation, and it grew much faster than anticipated,” he says. One of his first major projects at the casino was a top to bottom revamp of its human resources department. Garcia, vice president and chief human resources officer (CHRO) for Commerce Casino and Hotel, the largest card room in the world with over 240 tables onsite, has a reputation as a business dynamo.

Human resources commerce casino