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

1. Claire Guberg – Global Talent Resourcing Systems Manager
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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
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3. IHG Today – A truly Global Company
Our Size Our Purpose
• World's largest hotel operator by
number 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 really
counts • Owning (1%)
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4. Our vision to become Great
Great Brands Great People Great Values Great ways One of the
of working worlds great
companies
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5. Business Drivers for critical talent
Key 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
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6. Approach
The main approaches are:
• Talent Review process
• Performance Review process
• Global People planning process
• Internal Moves Guiding Principles
• Global Careers Weeks
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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
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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
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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
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10. Questions?
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