A Reality Check: Working Conditions in Strip vs. Non-Strip Casinos
The casino industry is a unique and often misunderstood one, moving through the motions of high pay and glamorous perks. However, the experience can vary widely depending on the specific casino property. In this article, we will explore the realities of working in a casino, with a particular focus on the differences between Strip and Non-Strip properties. We will also examine the treatment of casino employees and the impact of corporate management on their working conditions.
Striking Differences Between Strip and Non-Strip Properties
Casinos in the Strip, such as Caesars Palace, The Paris, and Planet Hollywood, often have a stark contrast in their treatment of employees compared to their Non-Strip counterparts. While Strip properties tend to be lavishly funded with top-of-the-line technology and cutting-edge amenities, they may not always prioritize their employees. Non-Strip properties, like those in northern Nevada, such as Harrah's in Reno, may lack the financial resources and modern equipment but have a greater emphasis on employee well-being and morale.
The Northern Nevada Harrah’s Properties: A Labor of Love
Properties like Harrah's in northern Nevada provided an environment where employees felt valued and cared for. Bill Harrah's original property in Reno exemplified the labor of love philosophy, where employees were genuinely invested in their work and the customers they served. However, these properties often struggled with revenue-generating capabilities and were eventually sold due to financial reasons. This serves as a stark contrast to the Strip properties, where personal relationships and a sense of community can be overshadowed by financial priorities and efficiency.
The Mirage and Golden Nugget Experience: A Tale of Two Worlds
My 12-year tenure at The Mirage and the Golden Nugget provided a comprehensive view of the casino industry. Here, we saw a stark difference in treatment by the corporate management:
The Positive Side: Wynn Family’s Treatment of Employees
Under the Wynn family, the company treated their employees like gold. Break rooms and dining facilities were top-notch, and the pay, although modest in comparison to the local economy, allowed me to secure a comfortable lifestyle. The amenities were plentiful, and everything was kept in prime condition. Parking challenges were mitigated with the provision of trams to transport employees to their workstations even if they had to park far away.
One of the most memorable treats was the availability of delicious snacks. I can still taste the lemon meringue pies that were served daily. The cafeteria offered an extensive menu, with dishes ranging from crab claws and steaks to meatloaf and burgers, all available on demand. The company ensured that employees had the latest tools and equipment, and everything was maintained in excellent condition.
Selling Stock and Christmas Gifts: A Thoughtful Approach
During the opening of The Mirage, Steve Wynn gifted each employee stock worth $5,000, a gesture that, while not life-changing, was certainly appreciated. At Christmas, the company provided thoughtful gifts, like a large can of flavored popcorn each year. Despite some complaints about the sheer number of cans, which amounted to $100,000 worth, the sentiment was positive. A gift is not about the monetary value, but the thought and effort behind it.
The Struggles of Non-Management Staff
However, the experience was not universal across roles. The Casino industry can be a goldmine for direct supervisors; however, senior management often holds the keys to the empire. Middle management was often portrayed as a collection of unpleasant individuals. A small mistake could result in immediate dismissal. For instance, being late for even a moment, absenting without a doctor’s note, or even nodding off during the lunch break could lead to termination. The lack of leniency regarding personal time led to a toxic work environment.
These experiences highlight the disparities in treatment between management and non-management roles. While top executives and supervisors enjoy a lavish and empowering environment, many frontline employees feel undervalued and mistreated. The impact of these dynamics extends beyond just the workforce, affecting morale, loyalty, and overall job satisfaction.
Conclusion
The experiences shared here paint a complex picture of the casino industry, with clear distinctions between Strip and Non-Strip properties. While the former may boast modern amenities and financial resources, the latter focuses on employee well-being and morale. Understanding these differences is crucial for anyone entering or working within the industry. Whether you choose to work in a Strip or Non-Strip property, it is essential to be aware of the potential challenges and to prioritize a balance between efficiency and compassion in your workplace.
By sharing these experiences, we hope to shed light on the realities of working in the casino industry and encourage a more compassionate and supportive approach to employee management.