Why hilton

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The usage is free of charge if not noted otherwise. You don't have that luxury anymore to wait, number one, or to go away any longer. Now, we still do leadership development in a concentrated way, where we'll bring senior leaders together and let them work with one another and team-build and so forth, but by and large the highest volume of our training will be delivered the way I just described. You've been with the company 10 years.

You must have seen someone's career completely transform, taking on new leadership roles, someone who may or may not necessarily be Millennial but could be Gen X or whatever. Who is that person that really stands out to you, just seeing how well they've performed? Matt Schuyler:Well, it happens all the time, is the interesting part in our business.

Give humans a chance to be great, and they will generally be great, and so that's really our model with respect to career opportunities. It literally happens all the time in our business, where we'll take an assistant general manager and give them an opportunity to be a general manager of a big property.

A stretch assignment, not sure whether they're going to be able to hit the ball out of the park or, you know, just a single. We'll see. They generally do great things, and that's literally a daily occurrence. I don't mean to sound facetious about it, but it's literally a daily occurrence in our business environment.

With , team members around the world under Hilton flags, we're stretching people every day, and they do great things when you stretch them and challenge them, motivate them, and so it's literally a regular occurrence. I would be remiss if I didn't start asking you more about Hilton's properties, because you've probably visited. Have you been keeping track of how many you've been to? I'm well into the hundreds at this stage, but lots more to go. Chris Tkaczyk:Yeah, and which one so far has been your favorite?

Different properties for different reasons. We have so many great ones, but I'm going to cite the San Diego Bayfront Hilton for personal reasons. I did a business immersion there, where we take our executive leaders and we have them go work in a hotel for a week and do all the jobs. There I did housekeeping, engineering, managed the bar, did front desk check-ins, was a bellman, and I really had a chance to get to know the team there very well. Did all their jobs, really hard work. Laundry was my favorite because it was just an incredible task at hand, and to see how hard those team members worked, dedicated themselves to making sure the laundry got done each and every day, was incredibly compelling to me and just a humbling experience.

I'm going to say the Bayfront Hilton down in San Diego, because I know the team there really well and I got to work there for a week. It's a fantastic property, so I really love that one. I haven't been there. My favorite so far has been the Waldorf Astoria on Maui. Matt Schuyler:Ah, yes. A friend of ours, my boyfriend and I were traveling, and I was planning on proposing on the beach on Maui. A friend of mine called the hotel to let them know, and he didn't pay for it, you know, but a surprise to us.

We got back to our room after dinner, and there was a big shape of a heart in rose petals on the bed and there was a bottle of champagne. It was just, you know, that extra touch that shows that, you know, when have you employees who care That's exactly our model, and I'm really delighted to hear that you had that experience. Chris Tkaczyk:Yeah. It was great. This is exactly the point that I was making earlier, that those moments that matter are why you come back to our properties, and that's a great property at Grand Wailea in Maui, and so I'm glad you had a good experience there.

I want to talk a bit about how artificial intelligence is sort of now beginning to disrupt the work experience for a lot of companies. It'll be slow to adopt in different industries, but how is it happening in hospitality right now? I'd say we're at the beginning stages. We're just getting started with some of the AI opportunities that are available today. We use it in HR for recruitment screening presently.

We're having a good experience, with AI engines are allowing a more efficient approach towards initial sourcing of candidate criteria. We're also beginning to dabble with AI in training, virtual immersions. I mentioned a physical immersion where I went to San Diego and worked for a week. We're building a virtual immersion curriculum where you can just put on the goggles and you're in a hotel and you're back of house, and you're doing some of the tasks that exist there.

We're also moving to a chatbot type of format for HR services that our team members might need. The basics. I have a question about my k balance, or what's my vacation accrual presently.

We believe that the future will be such that chatbots will be able to do that. With the goal, I guess, as an example, of asking about, you know, paid time off or vacation days, so that somebody will not have to then go bother their manager and say It's just there's somebody dedicated to answering that question? Instantly, yeah. The goal is for us to be able to provide that key information instantly as you need it.

First stop would be does it exist online and I can get to it via my mobile device. That would be our first goal. If not, can I use an automated technology to get that answer instantaneously versus having to wait? That's where the chatbots come in, and you're seeing that in other service industries where, rather than pick up a phone and call someone, you can text or do an online exchange with them to get a more instant answer.

That's our goal in HR as well, to be able to provide that information instantaneously. Do you know which companies are now working to develop that type of software, for chatbots? Well, let me use an example from recruitment. We're working with a company called HireVue to deliver a better candidate experience using AI screening technologies, as well as interview assistance tools that allow our recruiters to be more effective and more efficient.

It also allows the candidates to have a better experience, because they understand where they stand in the process and they don't feel like they're wasting their time with an unruly or inefficient screening process. That's a good example of where technology is supplementing the experience and making it more efficient, and a well-known vendor that has a really great product that we're leveraging to reduce the time to fill roles considerably, and the cost to fill those roles, importantly.

If we can be more efficient, it's a better candidate experience, a better experience for our owners and our general managers, to be able to hire people in a shorter amount of time. Hilton NYSE: HLT is a leading global hospitality company with a portfolio of 18 world-class brands comprising more than 6, properties and more than one million rooms, in countries and territories.

Show Transcript. Matt Schuyler: It's great to be here. Thanks for having me. Chris Tkaczyk: Thank you. Matt Schuyler: Signia Hilton. Chris Tkaczyk: Signia Hilton, in addition to Tapestry, all these new hotel brands that are coming out, so as people are traveling and seeing new hotels and you don't know what it is, it's probably a Hilton property, but it also has its award-winning customer loyalty program. Matt Schuyler: Yeah. Thanks, Chris. Chris Tkaczyk: One of the other big honors that just recently was announced was that Hilton has taken the top spot, number one, on Fortune's list of the Best Companies to Work For.

Matt Schuyler: Thank you. We're proud and humbled by that achievement. Chris Tkaczyk: Yeah. Matt Schuyler: Well, it really starts with our strategy, which is a reflection of our business model, so I'll start there. Matt Schuyler: We call our employees team members for a very distinct reason. Chris Tkaczyk: Well, you've been in this role now for 10 years, so tell me a bit more about what the company was like when you first arrived, and then I want to get into more about what you've done to help effect change at Hilton.

Matt Schuyler: That's right. Chris Tkaczyk: I'd like to get a little bit of insight about how you were involved in that process. Matt Schuyler: Well, it really began with the purchase of Hilton by Blackstone in late into Matt Schuyler: Literally, make sure that everyone knew that all of our service begins with our people, and to achieve our goals, we were going to have to have very best people, aligned around a singular vision, mission and set of values.

Matt Schuyler: One of the first things we did was to set out a singular vision, mission and set of values for the company. Chris Tkaczyk: As you had to have that conversation around culture, was it difficult when you were talking, having those conversations with top management, with leadership, with Chris, saying, "we really need to focus on culture," or did he already understand that?

Matt Schuyler: He definitely understood it, drove it, set the strategy to begin with, and we cascaded it from there across our Matt Schuyler: I will tell you, what made a big difference was to be absolutely resolute, to not change, to continue to drive that message from the top. Chris Tkaczyk: What has been the most surprising thing for you as you're looking through those numbers?

Chris Tkaczyk: One of the things that I have noticed in the past, just when you look at social media, if you're on Facebook or Instagram, people are often sharing photos of themselves, not always at home, but they're doing it when they're traveling. Matt Schuyler: We agree, wholeheartedly.