Hilton Worldwide Holdings Inc. (Hilton), a world class hotel operating out of 113 countries and territories as of 2018, had a portfolio of 16 world class brands consisting of 5,000 properties. The hotel enjoyed a reputation of being one of the best places to work in innumerable surveys done by external bodies like the Great Places to Work. Hilton was able to differentiate itself from other global hotels because of its unique employee centric HR practices like their recruitment, on boarding, and training processes. The leadership at Hilton believed in attracting, hiring, and retaining employees. This made business sense because these employees would service their guests better. Over the years, the company created a culture of high engagement and the highly empowered employees went out of their way to delight customers. Hilton recognized its team members who did great work and treated them well with a view to getting them to stay longer at the company, grow within the company, and take on leadership roles. However, some analysts felt balancing growth with preservation of the company’s culture might be a difficult task for Hilton. The debate continues on whether Hilton can survive and thrive in the new age of travel and the growing trend of e-commerce in the world .

Human Resource and Organization Behavior Case Studies | Case Study in Management, Operations, Strategies, Business Environment, Case Studies

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Issues

The case is structured to achieve the following teaching objectives:

	To understand the HR practices that made a company the best employer.
	To understand the interventions followed at Hilton.

Contents

INTRODUCTION

BACKGROUND NOTE

HR PRACTICES AT HILTON

LOOKING AHEAD

EXHIBITS

Keywords

Hilton; Great place to work; recruitment; on-boarding; training; retention strategies; employee empowerment; customer delight; Growth Vs Culture; corporate culture; staff training; delivering customer experience; Employee-centric HR practices; workforce diversity; Interventions"

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