Marriott is successfully positioned at the top position in the Indian hospitality space. While Marriott’s attrition rates are 11 percent below the industry average, its engagement scores are 22 percent higher. It is Marriott’s culture that puts people first is at the core of all its people strategies and practices.
Cultivating an enabling, open and meaningful culture has been a top priority at Marriott, and this has been a result of curating associate experiences consistently through different programs and approaches. ‘Xposure’, one such platform facilitates cross-training, mentorship, special assignments or projects, and helps in exposing the functionality of other departments. Similarly, Marriott’s ‘Where I Belong’ campaign consciously communicates the feeling of ‘belonging’ to the Marriott family, while ‘Elevate’, another notable program, individually customizes and develops, refines and accelerates the productivity and performance of selected high potential executive committee leaders. The program employs a blended learning approach to address operations and leadership focus areas.
Cultivating an enabling, open and meaningful culture has been a top priority at Marriott, and has been a result of curating associate experiences consistently through different programs and approaches
Marriott follows the philosophy that “taking care of people will make them happy, who in turn will keep the guests happy, and lead to a thriving business.” This is reflected in the ‘Guarantee of Fair Treatment’ (GFT), Marriott’s founding philosophy that recognizes the right to voice workplace concerns and to have them resolved. The ‘TakeCare Wellbeing Program’, that is designed as a holistic framework to elevate well-being and happiness is in alignment with the core values of the organization that puts people first and makes them feel empowered and valued.
The result of such multi-faceted programs and initiatives has put Marriott as an employer to watch out for. The Associate Engagement Score in the organization is 96 percent and 68 percent of recruitment for all management roles has been internal and a result of its career development processes.