Case Description
The case study focuses on Career Development and Employee Motivation Initiatives at Hilton Worldwide. As one of the pioneers in the hospitality industry, Hilton aims to attract and retain the best employees to drive its services and customer excellence. It also promotes a culture of learning to spread its unique service culture in all its franchises. From its 150,000 members, nearly half of them work for franchises. Nevertheless, the company wants the best practices to be shared by all employees to promote customer service techniques (Speizer 1).
The Company
Hilton Worldwide is a major American company in the international hospitality industry and a member of the Blackstone Group. Hilton has over 95 years in the industry, and hence it has developed some of the most world-leading brands and franchises. The company has “12 brands with over 4,200 hotels and more than 155,000 Team Members across owned and managed properties and corporate offices” (Hilton Worldwide 1).
The company strives to recruit and retain the best talents in the industry. It also has extensive training and development programs for its employees.
The Current Situation
In the year 2012, one of the Hilton Worldwide branches had challenges with employees’ issues, including wages, denial of mandatory breaks and meal periods, overworking, cut in employee shifts and a rampant practice of workers being forced to work while “off the clock” (Rice 1).
As a result, there was a general employee dissatisfaction, low morale, and poor career prospects. In turn, customer service suffered drawbacks in the affected location. This situation required immediate intervention from senior executives.
In addition, some members of the staff felt that they did not have clear career progression with the company.
Solution and Conclusion
The company has embarked on several employee-oriented initiatives for career development and motivation to overcome employees’ issues. Before then, Hilton focuses on its hiring processes. New employees must undergo thorough training before they can join other members. In addition, all newly hired managers, including franchise managers, must undergo thorough training for various roles to ensure that they promote the company culture and support their staff to do the same. In addition, Hilton provides periodic training on customer services, leadership, and business.
These training programs have been designed to facilitate the career development of employees and instill the company’s culture of customer service.
To overcome employees’ issues faced at franchises, Hilton strives to ensure that both brands and franchises borrow and spread the best practices in training and human resource management. For instance, Hilton insists that franchises must adopt certain best procedures and guidance for employee management and service provision.
Hilton aims to motivate its employees through rewards. This strategy improves employee morale and motivation. Consequently, they perform better. First, Hilton as a program referred to as “Catch Me at My Best.” Customers have opportunities to nominate the best performing employees for rewards. Another reward program is the ‘Spirit of Pride’ in which employees nominate other employees based on excellent performances.
Overall, Hilton Worldwide has focused on recruiting the best talents and retaining members (Uhl-Bien, Schermerhorn, and Osborn 67). Moreover, Hilton has used training and development and employment benefits and compensation to ensure career development and motivation among its employees.
Works Cited
Hilton Worldwide. About Us. 2015. Web.
Rice, Dave. Hilton management uses assault, intimidation in attempt to silence protesters. 2012. Web.
Speizer, Irwin. Hilton Tries to Clone the Model Employee. Workforce. 2004. Web.
Uhl-Bien, Mary, John R. Schermerhorn and Richard N. Osborn. Organizational Behavior. 13th ed. New York: Wiley, 2014. Print.