There is no better feeling for HR pros than seeing the success of a well -used and well appreciated employee program. No better feeling, indeed, except when the program also benefits the results of your business.
This is the case for the Hilton employee travel program. The front, called Go Hilton, is a favorite of workers and reports millions of dollars in income each year.
Using Go Hilton, employees and friends and family members can stay on Hilton property for high reduction prices. Team members’ rates include up to 40 nights per year, and the majority of hotels are at the cost of flat prices on several levels, ranging from $ 40 to $ 80 per night. Friends and family prices grant 70 nights per year to the best rate available.
“The trip is at the heart of what we do,” Hilton’s vice-president of Hilton. “We have such a unique opportunity to use travel and our founding goal to really hire our team members.”
However, the advantage was not always loved. In fact, it was a major source of frustration before being overhauled a decade ago.
Grouped to beloved.The travel program for members of the original team has caused constant criticism of workers in Hilton internal surveys.
“Year after year, it was the greatest dissatisfaction that team members were talking about,” HR RH Rick, principal director of the Go Hilton program, said the program for the program.
The biggest headache was the difficulty in finding the availability of the room. The system relied on the management of the hotel to add unoccupied rooms to the platform, which often did not happen, according to Morrow. If the employees have managed to book a room, they should provide written documents indicating in which hotel they stay and for how long, and sign their managers. The workers would forget the documentation and be reflected by the hotel.
In 2016, Hilton presented the Go Hilton program, with a new reservation site and a new system to find the availability of the rooms. The process was made entirely electronic, abandoning paper documentation.
To solve the lack of room problems, the Morrow team centralized the process to add the availability of the platform. By working with Hilton’s sales teams, he created a occupation forecasting model. Hilton’s reservation system contains historical data on what the occupation was and should be for each hotel. Using this data, the model calculates the parts most likely to divest itself during the less busy periods that could be made available to employees at reduced prices.
Embracing evolution.The front is not treated as a strategy “define and forget”. Lawler and Morrow teams have made changes to the program, mainly based on employee comments via an annual survey.
“We are still looking for ways to improve the program. Even now we have not reached perfection,” said Lawler.
For example, when they introduced the program for the first time, the annual award for team members and friends and family prices was set at 30 nights each. The employees of the first comments said that friends and family prices were used quickly, then Hilton widened these prices to 70 nights per year and extended the allocation of team members to 40 nights this year, following similar comments.
Hilton has also introduced a long -term occupation program, where team members who have been with Hilton for 10 years or more obtain friends and family prices for life, and after 20 years, win rates for team members for life. This specific offer stimulates employee retention.
“I don’t know how many times I can tell you, we have heard someone say … They may be retiring or going on or going, and they say to each other:” No, no, I stand for a year or two because I want these team members for life, “said Morrow.” This is how you keep good people. “
Win-win.Since its overhaul, more than 35.8 million rooms have been reserved via Go Hilton. The front has also proven to be a success for Hilton’s net profit. Since its reintroduction, Go Hilton has generated nearly $ 3 billion in income. Last year was the most successful, earning nearly $ 550 million.
For other HR leaders who wish to introduce successful talent programs that increase income, Lawler recommends focusing on a product or providing precious value for their team members.
“The key to going Hilton is to make it work not only for the members of our team and our employees, but also for our company,” said Lawler. “I have worked in other places, or potentially worked in other places, where [I’ve thought] Well, they must have a reduced price version of your name, and then you discover that they do not do it, because it is potentially prohibitive. So I simply encourage HR leaders to be creative and think about the interesting ways to do so. »»
This report was written by Paige McGlauflin and was Originally published by HR BREW.
This story was initially presented on Fortune.com
