Holiday Inn 2013 Annual Report Download - page 24

Case Study – Talent in Greater China
With over 200 open hotels and 170 hotels in the pipeline,
IHG leads the market in terms of system size and hotel
signings in Greater China. People are our single biggest
asset and we have over 50,000 people working across our
hotels and in the next three years, wewill create circa 30,000
jobs. To assist with this, we leverage our scale in Greater
China to provide our people with opportunities to grow their
careers within IHG and offer them a variety of locations,
roles and different experiences to assist in retaining talent.
As an example, 70 per cent of our General Manager vacancies
are filled internally and they are developed through our
training programmes (for example see page 26). We also
support the career development of the management team in
hotels providing a structured way to help them map their
career paths across hotel functions accompanied with
learning guides. To assist with our recruitment at the entry
level, at the end of 2013, we had 30 IHG Academy programmes
with local schools and over 2,300 participants undertook
placements with IHG. We also started the IHG Management
Trainee programme and I-Grad Future Leaders programme,
for new graduates from across our hotels in Greater China.
Leveraging our scale, we will continue to invest heavily in
developing our people across all levels of the organisation
and attract new talent across the region.
2013 initiatives and events
These included:
• the launch of a bespoke Facebook page in India, a new IHG
careers page on Russia’s number one social media site
and a country–specific careers website in Greater China;
• a ‘Winning in IHG’ workshop was held in Singapore, which
shared best practice learnings from our AMEA region
toassist other colleagues from other regions;
• our annual Celebrate Service week was held to say thank you
to all those working at our hotels and corporate offices; and
• development of our online peer-to-peer recognition tool,
Bravo!, as an app to download on a mobile phone or tablet.
3. Delivering world-class People Tools to our owners and hotels
To deliver our preferred brands throughout all of our hotels,
wedeveloped a set of People Tools, industry-leading best practices
tailored specifically for our brands, to assist hotel management
and human resources teams hire, train, involve and recognise
colleagues. They work to help increase employee retention,
performance, guest satisfaction, drive efficiencies and increase
revenue for our owners. In 2013, we launched an e-learning
modulefor our People Tools, available in three languages.
4. Building a strong leadership and performance culture
We build strong leadership from the top andour Board and
Executive Committee leadership and governance processes
are set out on pages 56 to 76.
The Group performance culture in our corporate offices is aligned
with our strategic priorities for our senior executives, as shown
in our incentive plan measures, explained in the Directors’
Remuneration Report on pages 74 to 97.
The principal risks associated with People, talent and culture are set out on
pages 36 and 37.
InterContinental Ningbo, People’s Republic of China
22 IHG Annual Report and Form 20-F 2013
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