![]() ![]() Marriott has one of the lowest turnover rates in India compared with its competitors. Recently the group rolled out an initiative called “Take Care” that is about physical, mental and financial well-being of associates at work. The third thing they have done is identifying and sourcing the talent that fits into this culture. For Marriott, culture is taking care of people because they believe happy people at work will make customers happy and if customers are happy they will come back to the hotel and the business will thrive. As the chain grows in India (last year, it took over Starwood Hotels world-wide), the management is cognizant of the fact that the culture should not be diluted. The other thing Marriott seems to have done well is create a strong culture. Our vision is to be the world’s largest travel company and everyone in this company understands this,” he says. “For any organization to be successful you need to communicate the vision. There is also clear communication of goals and growth path within the workplace. That investment has kind of paid up for us,” says Govil. “If we look at people today so people who started with the company when Marriott came to India are in pretty senior positions today. Marriott invests in local talent and in nurturing talent from within the company. We have been successful in many markets we go to because of our investment on people,” says Neeraj Govil, marketing vice-president, South Asia, Marriott International (effectively the country head). There is a lot of investment that goes into that in terms of development. If you ask me today what is our number one asset it is the people that we work with. “We consider our people to be our most important asset. ![]() ![]() Best Companies to Work for 2016: Full list ![]()
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