responsible commitment
A new culture
38
tHE HUMAN RESOURCES
STRATEGY
NH Hotel Group develops to meet current market
needs, which not only means focusing on the customer
but also requires a major technological and service
transformation. This evolutionary progress goes hand-
in-hand with a new culture, which provides the basics
and the backup for this transformation.
In order to achieve this, the Human Resources area
continues to pursue its new strategy within the
Company’s five-year Strategic Plan:
• Human Resources operational excellence:
Striving for HR operational excellence with clear
policies and processes delivering on promises and
proactively developing and supporting the NH
operating model, and controlling the cost of personnel
and associated budget items.
• transform and reinvent:
Searching, evaluating and taking the opportunities to
transform and reinvent in order to evolve and develop
our working environment becoming more agile,
connected and productive.
• Top performance organization and Best
Place to Work:
Become a recognized top performance company
with strong ownership, founded on its high level of
alignment, engagement and the employee’s active
involvement to build the best place to work.
• Global leadership and talent management:
Implementing an NH leadership and talent
management culture, developing self-aware leaders
that envision, inspire, energize, connect and grow the
culture beyond any geographical or cultural borders,
and identifying and developing our talents as key
enablers in this transformation.
Each of the participants will know their main strengths
and improvement areas, so they can prepare an
individual development plan. By that time, they will
have available a variety of development tools based
upon the 70:20:10 learning model proposed by the
Company.
• 360º Assessment
In line with the philosophy “Lead your own
Development” which inspires the Human
Resources strategy pillar “Global Leadership &
Talent Management”, hotel General Managers
(288 employees) had the opportunity to be part
of a 360º Assessment process. This project was
a complete success in terms of participation,
with very high assessment percentages for each
of the different perspectives (Self-Assessment,
Directors, Peers and Team):
NH Talent
The NH Talent platform has been developed to make progress in the
construction of a talent management culture and it enables each
employee to manage his or her professional development from one
single environment. NH Talent enables the employees to manage
their campus or e-learning training, see their grading for their annual
performances, manage their objectives and create action plans.
• Training
In 2015 the Group carried on with the Training module, which
makes it possible to carry out management in a much simpler, more
complete and much more personalised way. All the employees
can see what training courses are available, their own training
backgrounds and download documents associated with training
activities.
• MBO (Management by Objectives)
This module enables employees to define and check the extent
to which they have achieved their individual objectives, allowing
them to monitor the whole process online. Furthermore, since
2015, one of the MBOs individual aims is linked to the Performance
Management System result, thereby giving recognition to the way
in which the goals have been achieved.
• Performance Management System:
Time For You
As of 2015, the Performance Management System “Time for You”
(TFY) has an impact on the employees’ salaries. To be specific, it
has an effect on all those who receive a variable salary on an annual
basis (Management by Objectives, MBO), as TFY constitutes one
of its main objectives.
In 2015, the number of open-ended employees assessed rose
by 4.5 points and for the first time, since 2010, the amount of
assessments carried out on open-ended employees increased. BU
Italy stands out with a participation percentage of almost 99%.
SELF
98%
DIRECTORS
99%
TEAM
86%
PEERS
77%
FEEDBACK 360º
