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Helen Averill

Helen Averill. Cluster Director of Human Resources Marriott Hotels London. The Hotels. Worldwide – over 3,000 lodging properties Brands – Marriott, Renaissance, Ritz Carlton, Bvlgari, Marriott Vacation Club, Courtyard, JW Marriott, Executive Apartments, among others

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Helen Averill

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  1. Helen Averill Cluster Director of Human Resources Marriott Hotels London

  2. The Hotels • Worldwide – over 3,000 lodging properties • Brands – Marriott, Renaissance, Ritz Carlton, Bvlgari, Marriott Vacation Club, Courtyard, JW Marriott, Executive Apartments, among others • 10,000 associates in the UK alone. • London: Heathrow: Windsor: County Hall: Regents Park; Maida Vale; Kensington: Marble Arch; Twickenham; Grosvenor House, Grosvenor Square: Park Lane; West India Quay; Chancery Court; St Pancras • 3,500 Bedrooms • 3,000 Permanent Associates Plus additional seasonal workers – up to 1,000 depending on business levels

  3. Recruiting from the local community – Why Do It? • Corporate Social Responsibility? Marriott’s Spirit to Serve the Community: “We pledge that every Marriott community will be a better place to live and work because we are there” • Good Business Sense? • Unemployment in London is at an average 9%, although the economically inactive figure is closer to 30%. • People come from within our community • In general (after the first 6 months transition) retention rates are higher • Those who do remain with us are less likely to re-offend – research suggests by up to 50% 

  4. Partnerships and Champions • Engaging with disadvantaged groups requires partnership working. Marriott currently engage with London Employer Accord, Jobcentre Plus, and the voluntary sector. • Even with the highest level of backing, working with disadvantaged groups is only truly successful when it is championed by a key individual or group within the organisation. The disadvantaged engagement agenda in Marriott is championed across the London Cluster, by the HR team. They have committed to changing lives and the strategy for the organisation has developed from the activities of this group of people. • Find ways to make a connection with the HR Teams in each hotel and only really push those potential workers that have a real desire and interest to work in hospitality it is physically and emotionally tiring work if you don’t love it. Use the opportunities available to check for understanding about the work and the expectations of the industry.

  5. Engaging with disadvantaged groups: The Marriott Experience Providing on and off site training – we have supported the development of confidence, self esteem and communication skills as well as technical and craft skills. Recruitment and work skills Interviewing skills workshops offered, work trials can be offered and some work experience places are available Hotel taster days are also offered but to small numbers at a time as they are quite labour intensive. HR teams will attend training sessions and provide information and talks to groups to help increase the understanding of the hospitality industry and the Marriott culture. .

  6. The Benefit of Engaging, to the Employer • The key is to increase confidence – on both sides. Confidence that the reputation of the employer will not be at risk, Confidence in moving out of the security of the welfare system for the individual/potential worker. • By engaging early with the potential worker disclosure about previous history is no longer a barrier or cause of discomfort. • The worker is from the community – it is unlikely he/she will leave the area and more likely they will remain in employment (once the first 6 months in employment are achieved). • Even If the employer engages only in training activity, there is the opportunity to observe the potential worker in a “workplace” setting, helping in making a potential future recruitment decision. • Feedback has been that the potential worker does not feel judged when an employer is involved in their training as they are treated “like everyone else”. • This can help to provide a long term stable workforce .

  7. Impact of the Recession • There are few vacancies currently and those organisations that have them are certainly going to “cherry pick” the best candidates available. • As a result, those from disadvantaged groups are even more likely to be disadvantaged in the jobs market. • Most employers will not take on incremental payroll costs at this time, however if the initiative is cost neutral or if there is a demonstrable benefit to the organisation then there is an increased likelihood for participation. • Work trials generally mean no cost to the payroll, therefore could potentially be seen as a short term solution to the business and at the same time an opportunity for the individual to show real work experience on their CV.

  8. Any Questions?

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