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8.5) By 2030, achieve full and productive employment and decent work for all women and men, including for young people and persons with disabilities, and equal pay for work of equal value
The Business Case
The expansion of the Hilton brand across the world has necessitates engaging skilled individuals to manage portfolios including front office, kitchen staff and management staff, amongst other functional areas. However, finding this talent has become increasingly challenging, especially in locations where existing infrastructure for training is lacking, or at an inferior quality.5 To transcend this challenge, the Hilton Global Apprenticeship program serves as an in−house platform to equip individuals with the right attitude and values, with skills to succeed at Hilton. Developed alongside City & Guilds, which certifies that program, the Hilton training program offers an individual the opportunity to pursue a career at Hilton, not only in food and beverages, but other areas within the hospitality industry.
8.6) By 2020, substantially reduce the proportion of youth not in employment, education or training
In 2014, Hilton committed to opening doors for at least one million young people by 2019 by connecting, preparing or employing them. In the hospitality industry there is not only a skills gap but also an information gap, with minimal exposure to the nature and extent of meaningful careers in hospitality—which is why Hilton created diverse youth initiatives, including an annual event, Careers@hilton, to help young people understand and experience the career opportunities offered in the hospitality industry.1 In the words of Hilton’s CEO, Chris Nassetta, has “It’s imperative that we work together to help youth advance. After all, we have a generation at stake, jobs to fill, and economies to grow.”2
As a global employer in an industry based on people serving people, Hilton’s business depends on having a strong base of passionate, driven, and hard−working employees. Also, Hilton believes that a new generation of employees can provide fresh, new ideas and important insights to better serve the growing cohort of young travelers. And in an era in which automation is reducing the demand for people in a variety of jobs, the hospitality industry, as the single largest employer is poised to grow, presenting an opportunity for the industry to play an important role in addressing the youth unemployment crisis.3 To date, Hilton has reached over 900,000 young people, through multiple initiatives with partners.4
The Business Case
The expansion of the Hilton brand across the world has necessitates engaging skilled individuals to manage portfolios including front office, kitchen staff and management staff, amongst other functional areas. However, finding this talent has become increasingly challenging, especially in locations where existing infrastructure for training is lacking, or at an inferior quality.5 To transcend this challenge, the Hilton Global Apprenticeship program serves as an in−house platform to equip individuals with the right attitude and values, with skills to succeed at Hilton. Developed alongside City & Guilds, which certifies that program, the Hilton training program offers an individual the opportunity to pursue a career at Hilton, not only in food and beverages, but other areas within the hospitality industry.