Multicultural Diversity in Workplace for the Tourism Professional

Diversity in Organizations

02 Task Performance 1

BSTM3B

BY:

Dimetria, Georgia Mae

Mendoza, Kimberly Anne
Serrano, Elisea Judel
Samillano, JM
Taño, Ven Regij
Valencia, Jewel
Yulo, Alyanna Marie
 Hilton hotel & Resorts

Level Of Diversity

The Hilton Hotel’s level of diversity is deep-level diversity. Deep-level diversity

pertains to the differences in values, personality and work preferences that become
progressively more important to determining similarity as people get to know one another.
Diversity is at the core of the hilton hotel’s Vision, Mission, and Values. The Hilton Hotel is
committed to an inclusive workforce that fully represents many different cultures,
backgrounds and viewpoints.

The Hilton Hotel’s global brands provide meeting places for people from all walks of life to
connect, creating a welcoming environment for all. Understanding the Team Members’
unique perspectives, along with those of our Guests, Owners, Suppliers, and Partners, is
essential to driving our competitive performance. The company will always strive to reflect
the global communities where we live and work. The strategy is to leverage and promote
diversity and inclusion through a framework of Culture, Talent and Marketplace initiatives to
foster innovation and create a globally competitive business. The Hilton Hotel is committed
to creating an inclusive workplace and a culture driven by our Team Members’ unique
viewpoints and diverse backgrounds and experiences.

Types of workplace Discrimination

 Racial Discrimination
Despite all of the commendations Hilton Hotel has obtained from the media about
diversity issues, discrimination from their workplace is still present. Hilton Hotel is one of the
extensively well-known and triumphant hotels in the world known for its excellence in the
multicultural and diverse workforce. Allegedly one of their employees reported Racial
Discrimination. A woman is suing Hilton Hotels for £60,000 after alleging that she was
discriminated against on the grounds of her race. Juliette Giscombe, 57, claims she was
forced out of her job in 2009 after ten years with the chain because she had not been able to
progress from her role as a telephonist, despite white members of her team repeatedly
moving up.

The defendant – the mother of TV presenter Richard Blackwood – states that black staff
were not appointed to front-of-house roles where they would be “visible to the public”.At
the Central London Employment Tribunal this week, Ms Giscombe accused managers of the
hotel on Park Lane in Mayfair of racial discrimination and revealed she is suing for £60,000.
“I found myself unable to progress. I could not understand why this was. I can only assume
that it was in relation to my race,” the defendant commented. Under the 1976 Race
Relations Act, it is illegal for an employer to discriminate based on colour, ethnicity or
nationality.

 Discriminated against by the color of their skin

A Black family is alleging discrimination in a lawsuit filed Thursday against Hilton and a
Hampton Inn franchisee in Wilson, North Carolina after a white female hotel clerk called
police over a dispute regarding a billing mistake. The lawsuit, filed in U.S. District Court,
stems from a billing dispute. After spending the night, the clerk informed Corbett loudly and
clearly that her credit card had been declined.

According to the lawsuit, Corbett attempted to explain that the $145-per-night room was
paid for with points from her Hilton Honors account. Hilton's Hampton Inn is a Hilton brand.
Including the lawsuit, when Corbett, an Eastampton, New Jersey woman named, wanted to
speak with a supervisor about the problem, the clerk yelled "get off my property" and
summoned [Link] concerning the issue of racial profiling by police, an attorney who is
representing and investigating eight race discrimination cases involving Hilton-branded
hotels questioned whether Black people can receive fair and equal treatment while traveling

Differentiating characteristics

Some organizations require employees with diverse perspectives who can contribute
to more creative thinking in the workplace. This can be accomplished by hiring people from
a variety of backgrounds. Explore the benefits of workplace diversity and understand
individual diversity, including biographical and demographic characteristics like age, gender,
race, and tenure. Characteristics of Diversity Consider a workplace in which everyone is the
same age, race, ethnicity, and gender. Could this company provide a variety of ideas or
comprehend various target markets? Most likely not. Smart organizations want a pool of
talent that can offer a lot of perspectives and points of view. In order to achieve this goal,
they should indeed develop a diverse workforce.

Two key ways to identify worker diversity are through biological and demographic
characteristics such as age, gender, race, and length of tenure, which could be easily
obtained through work documents. Individuals' biological and demographic characteristics
can help predict how they will act and think at work.
 Age -
There is already research done on the role that age plays in employee success.
According to the findings, older employees have lower absenteeism rates and are less likely
to quit. This information has indeed been incorporated into Messy Chocolates' employment
practices. They do not want to hire people straight out of high school or college for their
management program. They would much rather hire experienced workers from other
industries or [Link] has resulted in a more diverse and experienced management
team. They do hire younger employees, but they put them through a training program that
exposes them to various departments within the company, which include marketing,
production, management, and mostly the mailroom. This results in well-rounded employees
in the company.

 Gender -
Gender characteristics do not show any differences that exist between males and
females at work. Employers had also recognized, however, that parents with children
(regardless of gender) have higher absenteeism, most likely due to child-related issues.
Messy Chocolate makes an effort to ensure a gender balance in all levels of production,
marketing, and management.

 Race -
Race refers to a person's racial heritage, whereas ethnicity is determined by
additional cultural values. Race and culture play a role in workplace relationships, as studies
show that people prefer to work with people from similar backgrounds. Companies must
educate employees on how to accept differences in employees and use those differences to
their advantage. and perhaps the additional information

Diversity strategies and approaches

Hilton hotel executives are held accountable through Organizational Objectives,

which compare their performance to the company's diversity goals. The company tracks
direct feedback from team members on leaders' diversity focus. To effectively manage a
multicultural workforce, must first recognize that majority and minority cultures do not
always share common experiences.

In addition, the following strategies can assist in breaking down cultural barriers and
enabling the development of cultural diversity. Among the strategies are:

 Diversity training aims to increase respect and sensitivity for all differences among
employees and customers. Employee cultural ethnicity and shortsightedness must
be reduced in order to develop a diverse workforce.
 Employees must be trained in order to understand the requirements and benefits
of cultural diversity. They should also be trained to improve their knowledge and
skills in dealing with people from various cultural backgrounds.
 Language training and cross-cultural gap training are essential and beneficial to
minority employees, particularly immigrant workers and expatriate managers.
 Creating programs that raise awareness of cultural diversity, improving positive
attitudes toward differences among diverse groups, realizing shared viewpoints
and 21 relationships among ethnic groups, being flexible in communication, and
expressing personal concerns and confusions when confronted with cultural
obstacles
Most people are familiar with Hilton Worldwide Holdings and its brand of hotels. The Hilton
name goes back 100 years and includes over 5,700 properties worldwide. But many
investors may not realize that Hilton's business has continued to grow briskly, delivering
excellent results for shareholders

 Driving demand by encouraging loyalty

The core of Hilton's growth strategy has been its shift from a vertically-integrated hospitality
and property management company to a focus on hospitality. In 2017, Hilton spun off its
time-share business to create Hilton Grand Vacations, and a large chunk of its physical hotel
properties went to Park Hotels & Resorts. Now, the slimmed-down entity generates most of
its revenue from lucrative franchise fees and hospitality management contracts that provide
it with a cut of its franchised and managed hotels' monthly [Link] Worldwide will
see its revenue continue to grow as it adds new hotels to its system, or if existing hotels
improve their own sales through higher occupancy or nightly rates. The two go hand in
hand, because it's easier to add new hotels if existing hotels are doing well.

 A large pipeline for new hotels

Hilton's marketing blitz and loyalty program have generated strong customer demand,
keeping occupancy levels consistently above 75% -- outperforming the overall hotel
industry.
In turn, this strong performance has attracted franchisees to open new hotels, which is
important for growth as the parent company is no longer investing in physical real estate.
Instead, Hilton must recruit and train third-party franchisees and approve their plans. And
property developers want to open Hilton hotels -- the company says it has a pipeline of
2,530 hotel projects, which would add approximately 379,000 rooms in the coming years.

Hilton boasts a nice operating profit margin that has been trending higher since
reorganizing its business. And because Hilton does not incur much incremental cost on new
hotels coming online but benefits directly from the franchise revenue, the company will
actually see its profitability rise as it grows bigger. Mariott has also employed this franchise
model to great [Link] operating model makes growth extremely lucrative. As long as
the company can keep attracting travelers and hotel operators, investors should expect the
good times to continue.

In conclusion, the Hilton Hotels Corporation has succeeded in planning and executing viable
programs that comprise the Diversity Initiatives. Further study on how the committee was
conducted, the actual methods used to formulate the initiatives as well as the various
training modules would be of great interest for those in the hospitality industry.

The use of performance goal measurements associated incentives is also an innovation that
would facilitate the documentation of the effectiveness of a particular diversity management
program and should be implemented in diversity management techniques not only in the
hotel and hospitality industry but in other industries as well.