Claire Guberg – Global Talent Resourcing Systems Manager                                                           1
IHG Critical Talent Case study 1.   IHG and our Vision to become Great 2.   Business drivers for critical talent 3.   Appr...
IHG Today – A truly Global Company                  Our Size                                  Our Purpose• Worlds largest ...
Our vision to become Great  Great Brands   Great People   Great Values   Great ways   One of the                          ...
Business Drivers for critical talentKey Drivers:• 1,144 hotels in the development pipeline• 256,000 hires to make over the...
ApproachThe main approaches are:• Talent Review process• Performance Review process• Global People planning process• Inter...
Careers Week• Started in April 2010• Held twice a year• Aimed at Global Owned and Managed hotels and corporate offices• Al...
Tangible business benefits• During Careers Week in April 2012 over 4,700 internal people  created or updated their profile...
Points to consider• Clearly identify critical talent needs, locally and globally based on business  plans & growth• Have a...
Questions?             10
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IHG Breakfast Briefing Critical Talent - April 2012

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IHG Breakfast Briefing Critical Talent - April 2012 presentation by Claire Guberg, IHG

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IHG Breakfast Briefing Critical Talent - April 2012

  1. 1. Claire Guberg – Global Talent Resourcing Systems Manager 1
  2. 2. IHG Critical Talent Case study 1. IHG and our Vision to become Great 2. Business drivers for critical talent 3. Approach 4. Tangible business benefits 5. Avoiding common pitfalls 2
  3. 3. IHG Today – A truly Global Company Our Size Our Purpose• Worlds largest hotel operator bynumber of rooms (over 658,348 rooms)• 4,480 hotels• Across nearly 100 countries• 345,000 extraordinary people•Pipeline 1,144 hotels with 180,484 rooms Our Strategy Our Business Model•To build the hotel industry’s strongest • Franchising (85%)operating system focused on the biggest • Managing (14%)markets and segments where scale reallycounts • Owning (1%) 3
  4. 4. Our vision to become Great Great Brands Great People Great Values Great ways One of the of working worlds great companies 4
  5. 5. Business Drivers for critical talentKey Drivers:• 1,144 hotels in the development pipeline• 256,000 hires to make over the next 3 years• To understand who are internal talent are, where they are and what they would like to do• Increase awareness of opportunities within IHG• Consistent global approach to internal moves 5
  6. 6. ApproachThe main approaches are:• Talent Review process• Performance Review process• Global People planning process• Internal Moves Guiding Principles• Global Careers Weeks 6
  7. 7. Careers Week• Started in April 2010• Held twice a year• Aimed at Global Owned and Managed hotels and corporate offices• All levels and bands• Weeks awareness and local activity to promote career opportunities and development with IHG• Increase awareness of www.ihg.jobs• Increase understanding of application process• Drive applications through the web site• Give a consistent global message with regards to career opportunities 7
  8. 8. Tangible business benefits• During Careers Week in April 2012 over 4,700 internal people created or updated their profiles• Employee engagement responses increased for the question “I can find out about and apply for other opportunities within IHG” to 85% in 2011• In 2011 we saw the following increase in % of roles filled internally Corporate Roles 44% (+33pp) GM Roles 71% (+10pp) Hotel Roles 12% (+5pp)• Savings on recruitment and training costs by not sourcing externally 8
  9. 9. Points to consider• Clearly identify critical talent needs, locally and globally based on business plans & growth• Have a robust Talent Review process• Talent Development plans and critical experiences identified, as well as methods to measure current talent.• Need to have a clear global mobility policy• Manage expectations• Ensure that ALL levels and areas of the business are involved• Get senior stake holder buy in 9
  10. 10. Questions? 10

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