If there is something embedded in Hilton’s DNA is listening. As I mentioned earlier, the first thing Chris Nassetta did when he joined Hilton was to spend his first 100 days flying around Hilton’s properties worldwide and listening to owners, employees, and partners. (1) This was the best method for Chris to understand what he needed to do to turn the company around.(2)
Hilton has different strategies to “listen” to people; here below, I describe the ones that I have experienced over my years at Hilton.
In 2009, when Matt Schuyler joined Hilton, he asked for any existing feedback regarding employee satisfaction and their needs. From his previous roles, especially at Capital One, he knew that listening to employees was key to understanding their needs and introducing meaningful changes.
When Matt realized this data didn’t exist, he came up with a great and ambitious solution: the first “Hilton’s global team member survey”. (or GTMS for short). The purpose of this survey was to collect important views and opinions from Hilton employees worldwide, from both corporate and “back of the house” team members (housekeeping, engineering, bartending, front desk, etc.). This survey became an immediate success, with a completion rate of 92% and over 150,000 participants (3). This survey has been the best tool Hilton has to identify team members’ needs and desires. Matt says that “listening to team members is the best way to learn how to meet their needs and determine what they will need in the future;(4) listening helps leaders learn. Without employee insights, companies stagnate.” (5)Continue reading