Consumers are tightening their belts, and the entertainment and hospitality industries are feeling the pinch. Harrah’s straddles both sectors, and though it’s the world’s largest gaming company, it’s not immune to the troubles plaguing other gambling giants, such as Trump Entertainment, which recently filed for bankruptcy. Harrah’s reported losses in 2008 and a dip in customers, but the good news is they’re still looking for fresh talent. Corporate vice president of talent, Brad Warga, tells how he sizes up an interviewee, and why there’s no need to be ashamed of your Celine Dion obsession.
How have Harrah’s hiring needs changed due to the recession?
We’ve tried to be really thoughtful when it comes to forecasting our needs, especially for college graduates. New grads are the best and brightest, and they allow us to fuse talent from various levels, so we want to make sure that we can absorb them and have them feel secure by not going back on our offers. As a result, we did cut our numbers.
Have the roles available at Harrah’s changed at all?
Definitely. We grew aggressively for six years, and it was an exciting time for development and creativity. But now we are thinking about cost structure and operational efficiency. So where we had people looking at development, planning and analysis, and creative marketing, we now have people working on “lean concepts” and making line-level employees more efficient.
What roles are available now to college graduates?
One thing that’s changed is that there are less people in corporate, but there continue to be opportunities at our multiple properties. There are people needed in hospitality—hotels, restaurants, etc. There’s also gaming, which requires people that want to be leaders. At a very young age, you could find yourself running an entire shift of 30 to 40 people. We also have roles in finance, marketing, and HR. So it’s across the board.
What attributes are you looking for in the new batch of graduates?
We want people with an interest in operations. We want people that are smart and analytic. We want people that are flexible in this environment. But one thing that hasn’t changed is that we want people that are really passionate about our business. I think this is a given when you look at the struggles in our industry. It isn’t the most stable choice, so you’ve got to really want to work here.
What can recent grads do to impress you?
First is research. It’s frustrating to ask, “Why Harrah’s?” and hear, “I don’t know.” I want to know what connects you emotionally to us. Visit a property and say how it made you feel. Tell me who your favorite entertainer is. If you don’t come off as passionate, you’re not going to make it. Second is networking. It’s amazing how many people haven’t reached out to alumni at Harrah’s. Leverage those people and really find out if Harrah’s is right for you.
Is there any advice you’d offer grads about applying for jobs in a recession?
I don’t know that my advice changes. It’s still: “Find what you love.” We have people here that are fanatical about poker, and they might work in corporate finance, but they just love working for the company that owns the World Series of Poker. We have other people that love Celine Dion. So it might be cheesy, but pick a business you love. And in a recession, you then have to be humble to get your foot in the door. So once you narrow down what you love, be willing to take a lower salary and start a few levels down—your enthusiasm for the company will take you further.
For more on Harrah’s, check out WetFeet’s company profile.