Page 69 - 89326_NSAA_JournalSummer2019

programming designed to nurture and retain talent within
their organization. Vail Resorts is a leading example with BEST PRACTICES FOR EXPERIENCE-BASED LEARNING
their scaled leadership development program providing • CHECK FOR EMPLOYEE READINESS
timely skills-based training and education for successive lead-
ership positions. As one of the few resort companies that • FOCUS ON GOAL-SETTING
have a formal talent management program, their success is • GIVE FEEDBACK
evident in the way they have been able to promote employees • ENCOURAGE REFLECTION
from within their ranks to management positions across their
different resorts where they have gone on to thrive—a win
for both the company and the individual. Job rotations are another example of experience-based
For ski areas lacking the resources to develop their own learning, with the purpose being to enhance the diversity of
educational programs, community colleges and universi- skills and knowledge of employees.
ties offer associate, bachelor, and graduate programs that are “By having worked in various Mountain Operations
specific to ski area management. Some of these programs are departments, it has helped me become a better manager
also offered online and on a course-by-course basis, allowing because I can see how each department affects another,” said
for both the immediate transfer and application of knowledge Alexander Rodas, Mountain Operations Administrator at
as well as flexibility in learning for employees. To address the Windham Mountain Resort. “Being able to see the big pic-
costs of these programs, some resorts have set aside money for ture helps me manage more effectively.”
employee education. This is a valuable investment as it gives Experience-based learning can be implemented at any ski
motivated, high-potential employees the tools they need to do area for little (if any) additional cost. Following are a few best
3
their job better and lead when the time comes. Other resorts practices that can maximize employee learning and retention.
offer educational grants for employees, such as Vail Resorts with First, employees need to be ready for these experience-based
their Epic Promise program. NSAA has also recently created the learning opportunities. This can be determined by assessing their
Mountain Foundation, a 501(c)(3) that provides grants to its current skills and future potential, such as their abilities to show
members to help employees access educational opportunities initiative, deal with uncertainty, and adapt to change. Next,
to help further their careers in the industry. employees should set clear goals for what they want to learn
Given the range of educational content available, ski so that there is focus and direction to guide their experience.
areas of all sizes and budgets can provide a tailored menu Feedback and reflection also play important roles in influ-
of offerings for their employees. However, it is important encing learning within such experiential opportunities; this is
to remember that whatever content is provided, integration where mentoring can be really valuable, with advice provided
with on-the-job, experience-based learning is essential to as up-and-coming employees experience new challenges.
maximize the transfer of knowledge. Mentors can also encourage employees to reflect on decisions
Garrett Lang, Mountain Venue Operations Manager made, and what can be further improved for the future.
at Deer Valley Resort, described his continuing education
experience (in this case, with the Ski Area Management pro- THE IMPORTANCE OF CULTURE FOR SUCCESSFUL
gram at Colorado State University), as beneficial. “Being able LEADERSHIP DEVELOPMENT
to directly apply or experiment with the skills taught in the Implementation of the above training tools is a positive first
program in my day-to-day role provided the perfect learning step toward developing and retaining the next generation of
experience at this level,” said Lang. leaders. In order to be successful, these efforts need to be accom-
panied by a culture that champions leadership development.
Experience-based learning Leadership development training should be company-
A final leadership development tool to consider can be broadly driven and not employee-driven, the latter of which typically
termed as experience-based learning. This refers to projects, favors more extroverted employees over those who may be
assignments, or experiences that challenge employees to boost equally talented, yet quieter and reserved. Instead, adopting a
their leadership capabilities. It can also include cross-depart- formal approach to leadership development that systematically
mental teams which bring together employees across the ski considers all employees, not just those that come to man-
area to address challenging projects and opportunities. These agement for opportunity, can help ensure that all talented
teams help to break down silos and encourage managers to employees are considered as leadership potential and then
think about how their department fits into the broader developed accordingly. This emphasis on preparing employees
resort operation. for next-level positions also needs to come from the top, with

SUMMER 2019 | NSAA JOURNAL | 67