CMSE11089 Organisational Behaviour

In today’s economy, an organization’s brand and customer loyalty rest in the hands of its employees more than ever. Building an experience where all employees thrive, regardless of role or background, is key to business success. Many organizations, however, struggle to create a workplace culture which is equally great for front-line, hourly staff as it is for executives. With 380,000 team members worldwide, Hilton stands out for a consistently positive experience for its team members—no matter their job role. Through an inclusive purpose embraced by company executives, innovative programs, and effective leadership at every level of the organization, Hilton has achieved a Great Place to Work For All. In turn, that For All culture is helping to fuel its business success.

 

What do your customers see when they talk to your employees? How do those frontline employees—whether they’re retail clerks, call centre agents, nurses or front desk staff—affect your brand? Do they build it up—or do they break it? 

 

If you’re like most organizations, you’ve spent significant time, effort and capital trying to improve your brand. And yet, return on brand investments are mixed. Pricy efforts to reposition corporate identities, rename products and recapture customers’ imaginations often fail to improve brand reputation, or reach financial objectives. 

 

One company, however, has managed to accomplish these goals. A key secret of their success is their outstanding commitment over the past decade to treat team members—in every role, from the C-Suite to mid-level managers to frontline cooks, concierges and housekeepers—as well as they treat the guests who stay at their properties. That company is hotel giant Hilton. 

 

Through an inclusive purpose embraced by company executives, innovative programs, and effective leadership at all levels of the organization, Hilton has achieved a consistently positive experience for its 380,000 team members worldwide. Call it Hospitality For All. And thanks to that widely shared, welcoming culture—what we call a Great Place to Work For All—Hilton is maximizing the human potential of its people. With all team members bringing the best of themselves to work, Hilton’s performance is on the rise in the form of industry-leading service levels, increasing profitability and strong stock market performance.

 

Hilton’s For All culture has lessons that reach well beyond the hotel industry. In today’s economy—defined by speed, social technologies and customers who attach themselves to brands that reflect their values —organizations of every stripe must treat all employees as well as they treat customers