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The change management initiative in the case of Green Mountain Resorts was to address the challenge of a high turnover rate as well as to continue to operate as a functioning resort after property sales were complete. The Green Mountain Resorts was established as a selling feature for vacation homes, the resort boasted golf, tennis, and skiing for property owners. The goal of the Green Mountain Resorts is to maintain its operating status well after the vacation homes have sold. Along with this goal was the fact that once the sales of vacation homes was complete, the sales staff would no longer be employed and available to aid in the sales and operations of the resort.

Due to the location and size of the resort employee opportunities for growth and promotion were few and this lead to a high turnover rate. Although Green Mountain Resort was beautiful in its own rite, the country itself was quite poor which meant that not only was good it difficult to find good workers, but when it was found it did not stay long. Therefore, employees were being trained, performed very well then left the company. Nevertheless, the poor performers remained and any attempt to eliminate the problem such as contractual obligations seemed to make matters worse.

Although the hospitality industry sees turnover as a constant issue, the management of Green Mountain Resort was desperate for a solution and elected to hire a consultant. To no avail, the consultant could not offer any advice on how to rectify the issue of high turnover and instead worked with management on how to turn the negative into a positive and in this case management was both an internal and an external stakeholder. It was a well-known fact that employees would work for Green Mountain Resort and receive top notch training, leave the company and go on to excel in their positions with other companies. Given these facts, the resolution that was agreed upon was to become the company that shapes and molds the employees to...