HEI Hotels & Resorts, a hotel investment group with more than 35 first-class properties throughout the United States, including Marriott, Hilton, Embassy Suites, Doubletree, Sheraton and Westin hotels, is creating a competitive advantage by using Plateau’s unified Talent Management Suite to identify, develop and retain top performers.
HEI Hotels & Resorts acquires approximately seven to ten hotel properties each year; and with 5,000 employees, growing talent across the organization and promoting managers from within to maintain HEI’s reputation for exceptional customer service was a top priority. With a highly decentralized business, however, HEI lacked a unified system to manage its talent management initiatives and give corporate executives a view of talent across the organization.
“In our space of hospitality, the customer service experience is what differentiates us,” says Holly Lindvall, corporate director of human resources at HEI. “Satisfied, engaged employees directly translate to satisfied customers, so our approach to talent management has a very real impact on the success of our business.”
HEI is using Plateau’s unified talent management suite, including Plateau Performance, Plateau Learning and iContent, Plateau’s content-as-a-service solution. iContent allows HEI to manage multiple types and sources of training content—from the requirements of their different hotel brands to HEI’s compliance and orientation materials and 3rd party professional development content—without having to deploy additional IT or content-management resources. Through Plateau iContent, all these diverse types of content are now being served efficiently and consistently to 5,000 employees located in 15 states.
Plateau’s Customer Support Organization also met HEI’s need for fast response times. In addition, HEI found that Plateau’s flexible SaaS architecture interfaced smoothly with its existing ADP Payforce HRIS, making the deployment easier.
Lindvall notes that before deploying solutions from Plateau, any time they were looking to promote a manager to a different location or hotel brand, they would have to ask a local HR person to fax the latest performance review, or involve the candidate before they could determine if he or she was the correct fit for the position. “Many times promotions happened because of who you knew or where you had come from,” she says.