large-scale training done right: a powerful lever for driving performance

Large Scale Training Done Right:A Powerful Lever for Driving Performance

Kimo Kippen, CLO & VP Learning

TLNT Conference

Atlanta

May 29, 2014

© 2014 Hilton Worldwide Confidential and Proprietary

BUSINESS PROCESS

INNOVATION

50%Greater ability to manage

costs

Globalization

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Thomas Friedman’s 3 Eras of Globalization

BUSINESS PROCESS

INNOVATION


costs

2

http://youtu.be/lp4znWHvsjU

http://youtu.be/lp4znWHvsjU


Why are we here today?

Learning’s Impact on Business

PRODUCT INNOVATION

92%More likely to devise novel products and

processes

PRODUCTIVITY

52%Greater

employee productivity

CUSTOMER SERVICE

53%Better

response to customer

needs

BUSINESS PROCESS

INNOVATION


costs

TIME TO MARKET

56%More likely to

be first to market

PROFITABILITY

17%More likely to

be market share leader

Bersin by Deloitte

3


Who is Hilton Worldwide?

PROUCT INNOVATION

92%More likely to devise novel products and

processes

• We are a leading hospitality company, spanning the

lodging sector from luxurious full-service hotels and

resorts to extended-stay suites and mid-priced

hotels

• Since 2007, we have surpassed all major hotel

companies in global room growth

• More than 300,000 team members across Hilton

Worldwide's corporate offices and

owned/managed/franchised properties

• More than 4,000 hotels across 90 countries

• More than 1,000 new hotels in our development

pipeline

4

http://conradhotels3.hilton.com/en/hotels/south-africa/conrad-pezula-GRJPRCI/index.html

http://conradhotels3.hilton.com/en/hotels/south-africa/conrad-pezula-GRJPRCI/index.html

http://conradhotels3.hilton.com/en/hotels/macao/conrad-macao-cotai-central-MFMCSCI/index.html

http://conradhotels3.hilton.com/en/hotels/macao/conrad-macao-cotai-central-MFMCSCI/index.html

http://conradhotels3.hilton.com/en/hotels/portugal/conrad-algarve-FAOAPCI/index.html

http://conradhotels3.hilton.com/en/hotels/portugal/conrad-algarve-FAOAPCI/index.html


Our Vision

“To fill the earth with the light and warmth of hospitality.”

– Conrad N. Hilton

5


Our Mission

We will be the preeminent

global hospitality company –

the first choice of guests, team

members and owners alike.

6


Our Values

7


Hilton Worldwide Brands

Luxury

Full-Service

Focused-

Service

Timeshare

8


Hilton HHonors™

• Award-winning guest-loyalty program

• Hilton HHonors members turn points into

“Experiences Worth Sharing™”

• Membership is free, and travelers may

enroll at HiltonHHonors.com

• In 2011, more than 4 million new

members joined the program, surpassing

a record 34 million members as of June

2012

9


Our Rich History

1919

The Mobley Hotel

1946 First Hotel

Traded on the NY

Stock Exchange

1987 Launch of

Hilton HHonors

1949 Purchase of

the Waldorf Astoria

1999 Purchase of

Promus Hotels2006 Hilton and Hilton

International Reunite

1967 Hilton International

Becomes Separate Company

2007 Hilton Purchased by

Blackstone

10


Key Strategic Business Priorities

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New Emerging Global Themes

1. Rise of global customer markets

2. Rise of global talent markets

3. Hyperconnectivity

4. Cost pressure

5. Regulatory and capital requirements

Deloitte

12


Top Drivers of Change

1. Gaps in Leadership, Skills and Education

2. Explosive Role of Technology

3. Disparities in Economic Growth an Opportunity

Bersin by Deloitte

13


Transforming Learning at

Hilton Worldwide

14


Top Talent Management Themes

1. Build Local and Global Capability

4. Optimized Talent Acquisition

6. Redesign the HR Organization

5. HR Technology and Big Data

2. Localize the Leadership Pipeline

3. Agile Performance Management

Bersin by Deloitte15


Key Strategic Business Priorities

16


Leveraging the People in Our Business

HR will drive business results, ensure managers are more productive

and effective, and improve the Team Member experience

Build a Shared Culture

Maintain a Lean & Agile Organization

Develop a Robust Talent Pipeline

• Build our culture

• Reinforce our values

• Performance-driven culture

• Improve productivity

• Hire and retain the best

• Improve performance

management

• Grow talent in emerging

markets

• Training & Development

• Succession Planning

• Centralized global HR

• Simple HR policies and

processes

• Move talent globally

• Maintain HR cost ratios

• Automate HR processes

• Adapt HR to business demands

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Team Member Value Proposition:Critical support to grow our business

TMVP

18


The Result: Our Corporate University

19


Hilton Worldwide University

20


Building Sustainable Measurement:

Maturity Model

Time 2-3 Years

1

2

3

4

5

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The Result: Our Metrics

I am offered training or development to advance my career: 75%

• 14 point increase from 2011

Hilton Worldwide University courses meet my needs for training and development: 89%

• 19 point increase from 2011

HWU Average Satisfaction Rating: 9.57

• Corporate University Average Satisfaction Rating: 8.21

955,010 elearning modules completed in 2011

• 1,272,758 elearning modules completed YTD in 2012

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HWU Awards

Learning in

Practice ASTD

Best

Practice

Institute

Corp U

Exchange

Learning in

Practice

ELearning

Media

Group

ASTD

Innovation in

Learning

Award

BEST Award

Winner

Global Talent

Solutions

Award

Best Practice

for Launching

a Corporate

University

Award

Trailblazer in

Learning

Award

Top 100

Learning

Organizations

CPLP

Employer of

Choice Award

OCTOBER, 2013 OCTOBER, 2013 JULY, 2013 APRIL, 2013 OCTOBER, 2012 AUGUST, 2013 MAY, 2013

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Lessons Learned

1. Executive Sponsorship is critical for success

2. Have the right strategy, people, structure and process

3. Develop your team and celebrate victories

4. Tell them, tell them and tell them again

5. Make learning part of your DNA: vision, mission and values

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Tips for Lifelong Learning

Lifelong Learning

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Thank you for joining us!

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