Army AL&T: Describe your approach to training a workforce as broad as Hilton Worldwide’s. What are the biggest chal- lenges? How do you overcome them?
Kippen: At Hilton Worldwide, we have a highly distributed workforce spread out across 92 countries and territories around the world. Tis creates a number of challenges, from language and translation to time zone differences and cultural sensitivities. In addition, last year we announced Operation: Opportunity, which is our goal to hire 10,000 military veterans and military spouses over the next five years in the United States. As part of this commitment, we are focused on making training programs convenient for our military team members and veterans seeking employment.
To address these challenges, we offer a variety of different modes of learning that enable us to provide training programs designed to meet our team members’ needs. For example, some training is instructor-led, while
some is through
e-learning, and other programs use Web- based simulation.
One of the biggest challenges we face at our hotels is helping team members find time to train away from the job. Trough our strategically designed “bite-sized learnings,” team members can advance their
building and reinforcing those traits in a training program? Do you use incentives or requirements, for example, such as continuous learning points to encourage your employees to get additional training?
Kippen: Everything starts with our overall vision, mission, values and key strategic priorities. As an organization, we believe that our values are key to our position as a leader in the industry. Te Hilton Worldwide values are: Hospitality (we’re passionate about delivering excep- tional guest experiences); Integrity (we do the right thing, all the time); Leadership (we’re leaders in our industry and in our communities); Teamwork (we’re
team
players in everything we do); Owner- ship (we’re the owners of our actions and decisions); and Now (we operate with a sense of urgency and discipline). Tese values are infused throughout our learn- ing programs and map directly to the customer-focused core competencies on
which our team members are measured: living the values,
leadership, collabora-
tion and judgment. We educate team members on this information during ori- entation so it becomes part of their DNA from the moment they walk in the door.
Our team members participate in the Hilton Worldwide performance man- agement process, which guides them to develop their individual development plan and keeps them on a learning path that will be beneficial to their career. Further, through our Learning Man- agement System, which we call HWU (Hilton Worldwide University), we can also assign specific content catered to individual team members’ needs; we notify them by email as assignments are made. Finally, we have brand-specific and position-specific training programs that inform our team members about various trainings required for their particular jobs.
careers within their busy sched-
ules. Tese learnings infuse pre-shift huddles and trainings into day-to-day job activities, which makes efficient use of the training time. Some examples of topics for these huddles include job skills refresh, guest service skills and review- ing customer service data. Tis approach allows for localized, customized and per- sonalized training.
Army AL&T: Tell us about the Hilton Worldwide values. How do you go about
GLOBAL REACH The Hilton Surfers Paradise on Surfers Paradise Beach in Queensland, Australia, is one of Hilton Worldwide’s more than 4,100 properties. Technology is helping the company train its far-flung and diverse workforce wherever they are and whatever language they speak. (Photos courtesy of Hilton Worldwide)
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CRITICAL THINKING
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