The problem addressed by the campaign:
quality of general managers running hotels and leading functions at Marriott is
central to the company’s profitability and brand reputation.
and retaining the best talent, especially for property operations, is a key
leadership talent often requires exposing managers to the breadth of work and
functions within a hotel as well as elevating capabilities by progressing
individuals to increasingly challenging managerial assignments, as are found in
larger, more complex properties.
- Mobility into the workforce
is enabled through collaboration with an independent entity that prepares and
supports people with disabilities for productive roles in the workforce.
Conclusions and Recommendations:
planned properly and executed with discipline, internal mobility can be an
excellent way to develop managers and business leaders because it broadens
experience and knowledge and provides a good way to test the abilities of
managers to be effective under varied conditions.
mobility only works if organizations avoid the common tendency of mobility to
become “churn” and other unintended consequences of mobility.
mobility,” focused on identified high potentials and top performers and
executed with careful sequencing of opportunities, can help avoid the common
hazards of churn.
planning of mobility based on hard measurement of its drivers and consequences
enhances the prospects of achieving intended outcomes.
- Tailoring of mobility and
related career development programmes to the business and cultural realities of
different locations is critical for achieving success.