Ranking Human Capital from “taking them for granted” "the" link to success
— 13 C-Suite executives shared their view
Hospitality being the embodiment of people connecting to people, our human capital then automatically should be the most important asset we have. Every hotel or chain always talks a great deal about how important they judge their associates and all they do for them. But do they match their company values to their team members' values? Do they feel comfortable and able to empower their associates to deliver that important connection to their guests in full trust? Does selection still take place based on skill level and experience? Are interviews the right way to select?
In a digital tech world, where the environment and so many other demands take center stage and the financial influence of the past year's pandemic is so deeply felt, what should be the minimum base of human capital focus and what is your advice to all hotels/chains out there...
Executive Vice President and Chief People and Resources Officer at Radisson Hotel Group
Our people are Radisson Hotel Group's biggest asset. We are globally connected, proudly inclusive, forward thinking, and powered by passion in all we do. Radisson Hotel Group is proud to be an employer of choice delivering meaningful career moments, and to be a gateway to a world of opportunities across 120 countries. As a 9-time honoree of the World's Most Ethical companies and the first in the hospitality industry to publish a Modern Slavery statement, we care about the people in our hotels and in the entire value and supply chain.
Developing talent is one of the five pillars of Radisson Hotel Group's Employer Brand standards as well as an integral part of our culture beliefs. From day one, we instill in our team members our strong company beliefs and our signature service ethos which we have been delivering for over 25 years, “Yes I Can”! This motto resonates through each touchpoint of the company - internally with our peers, externally with our guests and business partners, and beyond our hotels with the local communities where we operate and live.
One of our key development tools is our Radisson Academy which offers continuous learning opportunities with customized training programs from induction to leadership, right from day one. With strong internal equity, Radisson Academy acts as a key motivator for talent to join Radisson Hotel Group. We are consistently investing in our team members' personalized development and in 2019, we partnered with Typsy, an education technology learning platform of choice in the global hospitality industry. Typsy offers a growing library of 1,000 bite-sized video lessons, for practical, on-the-job learning, quizzes, and certificates. During the pandemic, we expanded our online offering with self-paced, virtual, and peer to peer interactive training modules on business and personal development topics, expanding the roster of our leading experts with speakers from the London Business School, as well as with internal experts to share their insights on innovation in critical times.. With tremendous success as team member online learning participation rates have increased five-fold since the beginning of 2020.
Our learning and development training program is constantly evolving. We are currently experimenting with virtual reality trainings for service and behavioral skills, as well as our “Fast Track Hospitality”, a new training program under development which aims to onboard team members who join without a specialist hospitality background efficiently.
My advice to other hotels and hotel groups, would be to stay in touch with your teams, to listen, and adapt quickly, using technology to your and their advantage, and to continue investing in your employees' long term success as they are your most important asset.