Recruiting International Talent to Fill the Skills Gaps in your Organisation

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2 Recruiting International Talent to Fill the Skills Gaps in your Organisation 5 th November 2013 Robert Zajko Director of Talent Acquisition Europe, Middle East and Africa

3 At Hilton Worldwide, our people make the difference when it comes to every facet of the guest experience. Recruiting the very best talent, and providing outstanding career development opportunities and learning experiences, is a critical part of our business strategy. We define Talent as individuals we identify as having the ambition and capability (the so called will and the skill ) to go further at any level of the organisation 3

4 Why global talent is important to us Hilton Worldwide is a global company represented in 90 countries and territories and our guests, suppliers, owners and community partners come from all over the world It makes business sense to develop and execute strategies to attract people to work in our hotels that reflect our customer base Hilton Worldwide is a performance-driven company, willing to reward and recognise positive contributions from all levels Our Team Members come from more than 90 countries and understanding their unique perspectives is essential to our success and to driving our performance in an increasingly competitive global economy 4

5 3 key elements A unified culture We consider our workforce to be unified behind our strong culture, underpinned by our values, compelling growth and vision Global talent strategy We are committed to perpetuating a culture of excellence, continuous improvement and innovation, providing the training and development opportunities for all Team Members to succeed Exceptional career opportunities We work hard to create (and measure) a culture of opportunity for all, we espouse the ethos that diversity and inclusion provide strength and a strong link to our customers and the communities we operate in 5

6 Unified Culture 6

7 Unified culture Our people are passionate about our Values, our brands, our guests We seek to celebrate the unique cultures of our global communities, develop talent, workplace and marketplace strategies to create a work environment of inclusiveness Our senior leadership is committed to investing in programmes that promote diversity, such as inclusion training, and respect for international traditions and customs. We also aim to increase our presence in local communities through team member volunteerism, partnerships and giving programmes We foster a culture of constant collaboration and communication across populations, locations and brands-in order to work better together, and make improvements as needed A generous education, learning and development curriculum open to all including training courses to overcome cultural barriers 7

8 H360 and Blue Energy 8

9 Global Talent Management 9

10 We have put an integrated Talent Management strategy in place, to provide an overarching framework Our global Performance Management, Talent Review and Personal Development Processes are well established. We are now focusing on optimising the links between performance outcomes, personal development and career growth, supported by the system functionality that is now in place across these three key areas. Performance Management Talent Reviews Personal Development Objectives Competencies PDPs Coaching & Feedback Calibration Performance Reviews Link to reward Business critical roles Performance & Potential Personal profiles Assessing bench strength Succession Plans Talent Pools Movement of talent Learning with HWU Self development Stretch assignments Development programs Career pathing Transfers Promotions SYSTEM PLATFORM

11 Our growth requires us to have a strong Hotel Operations leadership development portfolio Taking it to the next level Our leadership development programmes enable our identified hotel talent to effectively transition up through the organisation to GM level. They are regarded as being amongst the best in the industry. We regularly refresh them to ensure they are both leading edge and fit for purpose, with global application and consistency in content, branding and collateral. These global programmes are supplemented by Regional and country programmes e.g. in China, in Saudi Arabia. Our programs, including our GM development, have recently been recognised with a Best Practice Institute Global Leadership Award.

12 Our global programs follow a stepped approach Our management programmes provide line level managers with the capabilities to excel in their current jobs. Our leadership programmes enable our top talent to move up through the organization. Our General Manager development offerings ensure our leaders are at the top of their game. MDP 1: Management 1 MDP 2: Management 2 MDP 3: Pro Active Leadership GMDP 1: Graduate Scheme GMDP 2: Future Hotel Executive Committee GMDP 3: Future hotel General Manager GENERAL MANAGER DEVELOPMENT GLOBAL MANAGEMENT DEVELOPMENT PROGRAMS GLOBAL LEADERSHIP DEVELOPMENT PROGRAMS

13 We apply these guiding principles to every programme A framework of global development programmes for our identified talent, delivered consistently throughout the business, while accommodating local cultures and needs Structured learning journey based around three key areas: personal, technical, and leadership High connectivity with business leaders and specialists Hilton Worldwide s six global core competencies embedded Consistent selection criteria and high quality programme content, materials, collateral and communication Integrated with our Performance and Talent Review processes Local programmes do not replicate global programmes Consistency facilitates international mobility

14 Hilton Worldwide University is also a great resource School(s)of Brand Education School of Luxury Full Service & Luxury Focus Service School of Sales School of Revenue Management GM Focus SVP & VP Focus School of Management School of Human Resources School of Food and Beverage School of Rooms and Related School of ecommerce & Customer Marketing School of HRCC School of Timeshare (Hilton Grand Vacations) School of Finance School of HSM School of Technology Hilton Worldwide University (HWU) is our e-learning LMS platform. It provides every Team Member with direct access to the learning they need to perform well in their current role, support their growth and work towards their future career aspirations. HWU has over 2,500 pieces of learning content and provides more than 5 million hours of training each year to our Team Members globally. It is a blended approach to suit the learning style and time available to each individual: e-books, webinars, videos, apps, residential courses, etc. The College content is set out under our six core competencies.

15 Case study - Conrad Dubai Opened August 2013 Employees from 64 different countries Speaking over 100 languages between them Team Member accommodation Team Member dining Induction and training Brand training Team building events Shared culture Pride Hotel Brand Region - Company 15

16 Team Member accommodation 1. xxx 2. xxx 3. xxx Notes: xxx Source: xxx 16

17 Exceptional Career Opportunities 17

18 Track and measure 1. Leverage technology to provide a repository of internal talent with granular information and metrics around general and individual differentiated talent data 2. Access that global talent data from every geography 3. Robust talent management and deployment processes brought alive by engagement between HR and the business 4. Achievement reports on talent import/export and internal promotion metrics 5. Ensure global opportunities are accessible to all team members 6. Leverage technology to provide a repository of external talent and alumni and access that data from every geography 7. International networking 18

19 Recruiting Candidates experience a consistent and efficient recruitment process. The transition from candidate to Team Member is seamless, so that new hires feel acclimated and productive on their first day We measure candidates against a clear set of global competencies to ensure fairness, with specific criteria tailored to location, brand and role Our job levels and internal titles are globally consistent to ensure equitable rewards and to make it easier for all members to take advantage of career opportunities across the enterprise We make it easy for Team Members and candidates to engage and access all opportunities, many in local language Ensure hiring managers, suppliers and all touch points are consistent in message Language of hospitality and service is universal - most Team Members speak English to serve our clients, we offer English language courses everywhere Consistency supports internal mobility The hospitality industry has a great story to tell 19

20 A diverse audience needs a diverse approach Some of the Hilton Worldwide Activities Leverage Suppliers Social Media Apprenticeships Careers Talks and Fairs Live and Global Week of Service Mentors Structured Work Experience and Internships Global Hotel Schools and University partnerships Job Shadowing School and Colleges programme Industry, Charity and NGO partner events Hiring Manager Education

21 Create signature events Live Building local participation and ownership Second annual event took place from 22nd April to 3rd May 2013 across Europe 200 hotels hosted over 320 events, reaching an estimated 20,000 young people Events aimed at raising profile of hospitality as a career choice for young people through careers advice, employability and life skills Event highlights: 320 young people at Rome Cavalieri for the final of a schools business competition Careers and advice fair at Hilton Amsterdam for over 400 young people Hosted Big Conversation at Hilton Liverpool, in conjunction with British Hospitality Association and Springboard over 250 industry leaders and young people attended Local college took over running of Hilton Avisford Park for the weekend Regional Head Office careers speed dating event for schools Launch of Schools Work Experience programme in UK as part of Youth Strategy Hilton brand hotels Youth in Hospitality initiative

22 Supporting HW through local programme deployments Design / implement innovative solutions to meet HW s workforce needs in key markets across its portfolio and provide youth with job skills and career opportunities Saudi Arabia Integrates Passport to Success life skills programme in 4 HW hotels in KSA Supports national Saudization policy; HW planned country, regional growth Adapted 30 PTS lessons, selected by GMs, to the KSA cultural context Conducted training of trainers with HW Regional Training Manager and 9 employees from 4 HW properties and other NGO training specialists Currently, pilot testing with one cycle of implementation with 8-15 youth employees per property

23 In conclusion In Hilton Worldwide, it s all about understanding and valuing people; those who work for us, and those who stay with us around the world. And as one of the world s leading hotel companies, we have a passion - and a responsibility - to help our talent to develop and grow, to build their future and ours. We value our diverse workforce and marketplace, and we ensure a culture of excellence in everything we do. Our leaders are passionate about our Values, our brands, our guests and our Team Members. They have the belief and courage to see the possibilities, relish the challenges and inspire our worldwide team. They are committed to learning, growth and leadership as a way of life. Hilton Worldwide a company of firsts! We are proud to be Hilton Worldwide.

24 Hilton Worldwide is a leading global hospitality company, spanning the lodging sector from luxury and full-service hotels and resorts to extended-stay suites and focused-service hotels For 94 years, Hilton Worldwide has been dedicated to continuing its tradition of providing exceptional guest experiences The company s portfolio of ten world-class global brands is comprised of more than 4,000 managed, franchised, owned and leased hotels and timeshare properties, with more than 665,000 rooms in 90 countries and territories The company also manages an award-winning customer loyalty programme, Hilton HHonors TM 24

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