Refer to the HR Headline article below What is an evaluation of a plants organizations ability to develop talent management programs. Is this an organizational streght? Why or Why not? The hospitality industry has seen consistent growth for almost a decade, with the tourism and travel sector providing trillions of dollars to the world economy. A significant portion of the industry’s expansion is occurring in areas that represent desirable destination locations, which currently include regions such as Asia, Africa, and India. These realities have affected the talent development strategies used by Hilton Worldwide—the company must adequately prepare its workforce for employment in properties located around the globe. With facilities in over 100 nations, leaders at Hilton have figured out that employees need innovative developmental opportunities to keep them engaged. One source of talent development at Hilton is a GED Assistance Benefit, a program that was developed jointly with the Council for Adult and Experiential Learning. This benefit provides individuals who have been employed at Hilton for a minimum of six months the opportunity to earn their high school equivalency diploma free of charge. The rationale for providing such assistance is that individuals will enjoy greater employability and earning potential over the span of their careers. Individual learning and success in the program is enhanced by providing participants extensive advising and testing guidance. Hilton also manages its talent development functions effectively. For instance, the company organizes its talent efforts by focusing on “talent and leadership,” “learning consulting,” and “learning delivery.” Talent development is also viewed broadly to include succession planning, leader preparation, and individual learning. All of these strategies have positioned Hilton as a company that cares deeply about the development of its managers and employees. In addition to organizing its talent and learning efforts, Hilton is innovative in the face of technological changes that shape customer expectations and industry standards. Hilton recently offered a service called Digital Check-in that allows customers to manage their own reservation, room assignment, and check-in procedures. This move required thousands of front desk personnel to adjust to the program—they had to adapt to new procedures…and quickly! The company used periodic meetings with staff members to identify the procedural and policy changes needed to make the program work. Hilton then worked with Digitec Interactive to develop blended learning opportunities for employees. Interactive games and other digital materials were created so that e-learning could be offered through computers and mobile devices. Participants must get a perfect score to pass the training, which shows how much the training is emphasized at Hilton Worldwide.
Refer to the HR Headline article below What is an evaluation of a plants organizations ability to develop talent management programs. Is this an organizational streght? Why or Why not?
The hospitality industry has seen consistent growth for almost a decade, with the tourism and travel sector providing trillions of dollars to the world economy. A significant portion of the industry’s expansion is occurring in areas that represent desirable destination locations, which currently include regions such as Asia, Africa, and India. These realities have affected the talent development strategies used by Hilton Worldwide—the company must adequately prepare its workforce for employment in properties located around the globe. With facilities in over 100 nations, leaders at Hilton have figured out that employees need innovative developmental opportunities to keep them engaged.
One source of talent development at Hilton is a GED Assistance Benefit, a program that was developed jointly with the Council for Adult and Experiential Learning. This benefit provides individuals who have been employed at Hilton for a minimum of six months the opportunity to earn their high school equivalency diploma free of charge. The rationale for providing such assistance is that individuals will enjoy greater employability and earning potential over the span of their careers. Individual learning and success in the program is enhanced by providing participants extensive advising and testing guidance.
Hilton also manages its talent development functions effectively. For instance, the company organizes its talent efforts by focusing on “talent and leadership,” “learning consulting,” and “learning delivery.” Talent development is also viewed broadly to include succession planning, leader preparation, and individual learning. All of these strategies have positioned Hilton as a company that cares deeply about the development of its managers and employees.
In addition to organizing its talent and learning efforts, Hilton is innovative in the face of technological changes that shape customer expectations and industry standards. Hilton recently offered a service called Digital Check-in that allows customers to manage their own reservation, room assignment, and check-in procedures. This move required thousands of front desk personnel to adjust to the program—they had to adapt to new procedures…and quickly! The company used periodic meetings with staff members to identify the procedural and policy changes needed to make the program work. Hilton then worked with Digitec Interactive to develop blended learning opportunities for employees. Interactive games and other digital materials were created so that e-learning could be offered through computers and mobile devices. Participants must get a perfect score to pass the training, which shows how much the training is emphasized at Hilton Worldwide.
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