Becoming a great manager is difficult in today’s competitive corporate world. We can learn a lot about human resource practices from companies like Hilton, which was ranked #1 in the Fortune 100 Best Companies to Work For® 2020, Kimpton Hotels & Restaurants #10, and The Cheesecake Factory Incorporated #12. The standards for assessing the finest workplaces, according to Great Place to Work, are based on five dimensions: credibility, respect, fairness, pride, and sense of belonging.
These organizations are well-liked by their employees because of their excellent corporate cultures, and they value employee training and development. According to Schuyler, the No. 1 ranked company’s chief human resources officer, Hilton uses options such as Massive Open Online Courses, Harvard Manager Mentoring, and Cornell Hotels to develop leadership in order to maintain the professionalism of their corporate culture, as well as employees’ trust and sense of belonging to their leaders. To foster collaboration and social responsibility, The Cheesecake Factory Incorporated asks their staff to treat their customers how they would like to be treated, always respecting and recognizing that you are a family, The Kimpton Hotels & Restaurants prioritizes staff development by providing a variety of learning opportunities and mentorship programs.
As a future manager, I aspire to adopt best practices from these organizations. In my opinion, focusing on staff training and development and developing a great business culture is the key to success. Furthermore, I feel that excellent communication and trusted connections with employees are essential. Using these firms’ experiences, I aspire to be a leader who promotes employee growth and development while establishing a dynamic and happy work atmosphere. According to the article First, Break All the Rules: What the World’s Greatest Managers Do Differently Chapter 1, page 12, “A company’s greatest value lies between the ears of its employees, and when an employee leaves that company, he takes his value with him.” I believe the fundamental aim of this approach is to inform the management that the employee’s expertise and experience are critical to the organization, and that the firm must make efforts to attract and develop the employee so that they may continue to provide value for the company.
References:
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