The program achieved its goals, including the primary goal to change the trajectory of the business.
The hospitality company saw a strong rise in 2011, increasing more than 5% each during the two quarters following the strategy’s roll out. In its earnings report, its parent company credited the gain as “due to the transformation of its business model.”
In the summer of 2011, the company beat its peers, achieving the best performance in the brand’s history. Employee understanding translated into significant business results as guest satisfaction improved, according to guest surveys. And, the company surpassed its annual goals for reducing guest complaints, achieving its best quality performance in more than 20 years.
In addition, annual employee engagement scores showed double digit gains in the areas of:
- Leadership effectiveness, helping to build trust in leaders and improve perceptions of open, transparent communications
- Understanding the company’s strategic direction
- Perceptions that employees are recognized for their contributions, signaling important gains in behavior change