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Mary Luk

Unfazed by Disneyland, the entertainment hub is doing better than ever - and even setting records

WHEN HONG KONG Disneyland opened in September last year, rival theme park operators looked on with understandable concern. Some feared  the new kids' attraction on the block would deliver a fatal blow to Ocean Park. But this did not happen.

On the contrary, Ocean Park's popularity is greater than ever. The entertainment hub saw a record number of visitors - more than

4 million - between June 2005 and May 2006.

One of the main reasons behind Ocean Park's continuing success is the loyalty and dedication of its team. An army of professional workers gives visitors what they want, with well-organised and varied programmes, and they deliver excellent services.

When Tom Mehrmann  took over the park management in early 2004, he set himself a challenge not to lose any staff to arch-competitor, Disneyland, nor to  other park crowd-pullers such as the wetland park and Ngong Ping 360, which also provides cable car services similar to those at Ocean Park.

The park employs about 950 full-time staff. Seventeen of them have been in service for more than 30 years and 176 have notched up between 15 and 29 years of service each. The average staff turnover is about 13.5 per cent a year.

Through  preemptive and concerted efforts, the park has  succeeded in limiting the number of staff moving over to Hong Kong Disneyland to just 13.

Ocean Park is a one-of-a-kind operation that requires unique skills. Before 2004, the park's retention and succession system operated on a simple need for staff.  Now,

with Hong Kong theme parks generating a competitive environment, Ocean Park

is treating staff retention and

succession planning as a necessary, ongoing exercise.

The management wants Ocean Park to be perceived  as an employer of choice, and Mr Mehrmann has been busy setting  up a system that encourages staff to stay, and if any do move on, to replace them with the right people.

He launched  the park's first  'engagement' survey to find out what factors  induced staff to stay. Career recognition topped the list.

Accordingly, Mr Mehrmann  is making sure that committed staff members with a long service record and good skills are identified to succeed those who are leaving or seeking retirement. Ocean Park also has a  career training fund that Mr Mehrmann regards as 'an investment that would bring us better employees'.

Some areas of park operations require years of on-the-job experience, such  as the running and maintaining of the mechanical rides and cable cars.  Training  marine mammals is another area almost exclusive  in Hong Kong to Ocean Park.

When  Hong Kong Disneyland began to take shape at Penny's Bay, Lantau Island,  Ocean Park's management considered developing the park further, or simply closing it down.

Another blow to the park's morale was the Sars outbreak in 2003, when visitor numbers dropped drastically. During these lean and difficult times, the management made a point of not laying off a single staff member. It even said it might dig into its trust fund, if it had to, to pay its employees, according to Mr Mehrmann.

While boosting the park's attractions, the management is also rewarding  employees who make a significant contribution. Tokens of appreciation include coupons for trips, gifts, free meals, cinema tickets and shopping at supermarkets.

Lucky draws worth up to HK$250,000 are on offer, and outstanding staff are  nominated as 'stars of the month'.

Management believes in good employer-employee relations. During the year there are four quarterly formal meetings and another eight informal ones. Each informal event is attended by Mr Mehrmann and up to 50 staff members.

Ocean Park operates on the principle that no one is above their job. Mr Mehrmann is frequently present in person to welcome visitors and support the park's staff.  This often happens during special programmes, such as the  annual Halloween party.

STAYING POWER

A well-structured retention and succession plan is in place

Surveys are conducted to better understand staff needs

Formal and informal communication sessions are held

Staff are rewarded

Senior executives are role models of commitment



Ocean Park puts on a great show