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    Case Study2013

    Destination Hotels: Executing an Integrated Talent Management Strategy

    By Robert Mellwig

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    The Problem: Disjointed and Unsustainable Talent Systems

    Destination Hotels & Resorts, the third-largest independent hotel management company in the U.S., recognized that its people management systems were disjointed and untenable. The processes were predominantly manual and decentralized, offering minimal visibility into the company's 9,000-person workforce. This lack of integration made it difficult to obtain meaningful data for running the business and planning for future growth.

    This time-consuming approach complicated decision-making and was costly in both time and resources. For a company in the service sector, where people are the most critical resource for business success, this was a significant operational risk.

    The Context: A Mandate for Growth

    In 2006, as Destination began to implement a new talent management platform, the company had 6,500 employees across 23 locations. However, growth forecasts projected an expansion to over 16,000 employees and more than 48 locations by 2014. This anticipated growth made it clear that the existing manual, decentralized approach was not scalable. An integrated strategy was required to manage the workforce effectively and support the company's strategic objectives.

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    Topics

    Integrated Talent ManagementOrganization Change

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