Canadian HR Reporter

CANADIAN HR REPORTER JULY 2018 14 FEATURES WELLNESS Checking in with diversity Marriott's focus on diversity leads to more women in leadership roles By Don Cleary T here is a saying among managers at Marriott In- ternational that comes straight from the company's founders: "If you take care of your employees, they'll take care of the guests, and the guests will keep coming back." Whether it is day-to-day in- teractions or formal training and recognition programs, the ethos of this phrase permeates every aspect of company culture. In the service industry, an employer is only as good as the well-being of its people, and that includes both guests and employees. In an organization that has long valued diversity, inclusion and well-being, Marriott employ- ees operate within a family-like framework — a culture the found- ers sought to achieve more than 90 years ago. Company origins In 1927, John Willard Marriott and his wife, Alice, set up a small root-beer stand in Washington. at stand grew into a chain of restaurants, which eventually led the Marriott family to open their first hotel in Arlington, Va., in 1957. Today, more than 700,000 people worldwide wear a Mar- riott name badge. Collectively, they represent 30 different hotel brands across 127 countries and territories, including JW Mar- riott, the Ritz-Carlton, Sheraton, Westin, Renaissance and Court- yard by Marriott. In Canada, there are about 24,000 managed and franchised employees at 127 hotels. Given the company's global footprint, the desire for diver- sity stems not only from what is right but also what is necessary to thrive in the global hospitality industry. Commitment to diversity is means making a long-term investment in the expertise and well-being of the workforce. Whether checking in guests at a remote locale or setting long-term strategy at corporate headquar- ters in Bethesda, Md., Marriott workers are steeped in a culture of learning from their first day on the job — a culture that focuses on diversity and inclusion. A big factor in people's well- being is feeling that they are part of something meaningful and optimistic about their future. is is especially true for Marri- ott's workforce — including the women and working mothers in the company. Several years ago, the company launched Marriott's TakeCare well-being initiative to give as- sociates easy, efficient ways to improve their on-the-job perfor- mance, enhance and balance their personal and professional rela- tionships, and participate in pro- grams that promote both physical and psychological well-being. Training leaders Identifying and training powerful talent within the company helps to leverage Marriott's invest- ment in staff at all levels of the organization. For instance, Roz Winegrad started as a line cook and quickly progressed through many dif- ferent roles on properties and at Marriott International's corporate office, where she eventually joined the franchise business group. She is now a valuable vice-president- level leader, heading up the fran- chise and owner services group for Canada. Creating a work environment that is family-focused also cre- ates real opportunities for the workforce. For example, as part of a social impact and sustainability plat- form, Serve 360, the company re- cently committed to a $5-million investment to increase and deep- en programs and partnerships that develop hospitality skills and opportunity among youth, diverse populations, women, people with disabilities, veterans and refugees. Nurturing culture It also has a number of programs in place to empower employees to champion diversity and drive inclusion. For example, it has de- veloped multicultural tools and resources that help managers fur- ther understand and build aware- ness about cultural differences. In 2007, Canada became the first country in the Western world where women outnumbered men in the workforce. Despite this, few women actually reach the execu- tive ranks and when they do, they are not paid equally to men. Marriott is bucking this trend. In 1989, it was one of the first in the hospitality industry to estab- lish a formal diversity and inclu- sion program. In 1999, the chain formally launched a Women's Leadership Development Initiative with four specific goals in mind: to increase the presence of women in the highest level of management and in other key decision-making po- sitions; to improve the career de- velopment process at Marriott; to develop a role for senior manage- ment to play in ensuring women progress; and to capitalize on the talent pool of women leaders cur- rently available to drive the suc- cess of the organization. Marriott tackled this with three primary areas of focus — growth and retention of existing women associates, preparing the next generation of leaders, and provid- ing internal benefits for women and mothers. As a result, the representa- tion of women at all levels of the company has increased. There has been consistent growth in the numbers of women in all leader- ship categories. Today in North America, women comprise 55 per cent of Marriott's workforce and hold 59 per cent of manager po- sitions. In Canada, the leadership team is 50 per cent female. Recognizing that the company's core strength lies in supporting diversity and inclusion by creating opportunities for all stakeholders is what makes Marriott globally successful. The hotel chain welcomes guests from all over the world, and ultimately, its success is due to the diversity of a global team and inclusive culture. Don Cleary is president of Canada for Marriott International in Bethesda, Md. For more information, visit www. marriott.com/canada. Compensation Surveys Incentive Programs Job Descriptions Job Evaluation Pay Equity Performance Appraisal Salary Administration Sales Compensation (416) 498-7800 ext. 101 info@resourcecorporation.com www.resourcecorporation.com COMPENSATION CONSULTING Credit: mikecphoto (Shutterstock) Invest in design, awareness WELLNESS < pg. 11 employees take 27 per cent fewer sick days. Further, employees value their employers' commitment to their health and well-being — meaning that a commitment to wellness can be a very effective tool to im- prove recruitment and employee retention. is means that control of the interior environment isn't just the right thing to do — it's the smart thing to do. So, how can employers make that investment? Invest in design: e physi- cal construction of your office may not be within your control — but the design can be. Effec- tive design can help reduce noise, increase comfort and combat stress — all resulting in increased productivity. Invest in awareness: Employ- ees may have access to healthy food, but employers looking to boost workplace health can also work to empower them with ap- propriate knowledge. Find a partner who will invest in you: Not every element of an interior environment is under an organization's control. at's why it's important to find a partner that is as committed as you are to the health and wellness of your workplace. Seeking out landlords with proven commitments to their tenants and their workplaces is a great step towards a happier, and healthier, workforce. D a v i d Ho f f m an i s g e n e ral manager of the Toronto-Dominion Centre. For more information, visit www.tdcentre.com. Already a subscriber? Go to www.hrreporter.com/onlineaccess and enter the first name, last name and postal code from your mailing label to start receiving it today. THE NEWS YOU NEED. THE ADVICE YOU TRUST. IN YOUR INBOX. This premium product from the award-winning editorial team is designed to keep you on top of current news and information. This exclusive digital edition contains articles you won't find in the regular print edition. 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