Marriott Corporation was a hospitality company that operated from 1927–1993, founded originally by J. Willard Marriott and Frank Kimball as Hot Shoppes, Inc. In 1957, Marriott Corporation opened its first hotel in Arlington County, Virginia, United States as the Twin Bridges Motor Hotel (demolished 1990).[1] Marriott Corporation's first international property was opened in Acapulco, Mexico in 1969.[1] Hot Shoppes became Marriott Corporation in 1967, which subsequently split into Marriott International Corporation and Host Marriott Corporation in 1993.
J. Willard Marriott, who had relocated with his business partner Hugh Colton and his wife Alice from Utah to Washington, D.C., started the company in 1927, when he operated a curbside food stand selling A&W Root Beer in the Columbia Heights neighborhood of Washington at 14th Street and Park Road NW. He would later rename the food stand The Hot Shoppe, adding Mexican food items to the menu.[2][3] Marriott's business expanded to Baltimore, Maryland, in 1934, shortly after which the company started its food services division. During the Second World War, the business expanded to include the management of food services in defense plants and government buildings, such as the U.S. Treasury. Then in the 1950s, Hot Shoppes, Inc. started providing food services to public schools and to Children's Hospital in 1955, a contract which they held for 35 years.
Marriott's restaurant chain grew, and the company went public in 1953. In 1957, he expanded his business to hotels, opening the first Marriott hotel—actually a motel, the Twin Bridges Motor Hotel—in Arlington County, Virginia. The company became Marriott, Inc., in 1967. Two large chains were added to the group, the Big Boy family restaurants in 1967 and Roy Rogers Family Restaurants in 1968.
Over the years, Marriott's company interests expanded. Continuing with food services, Marriott eventually invented airline in-flight food service. This segment of their enterprise continues to be a large part of their business, providing food services to many major airlines. Ultimately, Hot Shoppes, Inc. changed its name, becoming the Marriott Corporation in 1967.
In 1976, Marriott opened two theme parks called Marriott's Great America in California and Illinois. The parks had replicas of the first Hot Shoppes. Both parks were sold in the mid-1980s. In 1980, the company purchased the Howard Johnson's restaurant chain and acquired Host International in 1982. By 1984, Marriott had formed a vacation time-share division, now called Marriott Vacation Club International, and a senior-living division.
The Marriott Corporation ended its existence as a single company in 1993, when it was split into two separate entities: 1) Marriott International Corporation, which operated the hotel and lodging aspect of the business and Marriott Vacation Club International, and 2) Host Marriott Corporation, the new name for the original Marriott Corporation and operating the Marriott Food Services Management. The last Hot Shoppes restaurant, located in the Marlow Heights Shopping Center, closed on December 2, 1999.
Retaining employees in the hospitality industry was vital as the cost of recruiting and trainingnew employees was very high. Marriott operated in an industry where every day counted andweekends and holidays generated more business than weekdays.Customer service had to be provided on a 24/7/365 basis. The implication was that employeeshad to go through a hectic work schedule; an average work week lasted more than 50 hours.With the increasing work load due to rising customers in the late-1990s, several key managers atMarriott left
A handful of companies are taking aggressive - and innovative - steps to minimize turnover. Along with lower operating costs, these approaches have achieved improved customer service, greater employee satisfaction, and higher revenues.
EMPLOYER AS CASE WORKER The Marriott Corporation has been an industry leader in reducing employee turnover. Through its Pathways to Independence program, the Bethesda, MD-based hotel chain has developed one of the country's most successful programs in training welfare recipients for the work force. In some locations, Pathways alumni are 50 percent less likely to quit than the average employee.
The program's unique structure - a matrix-style combination of internal and external support for the Company's welfare-to-work employees - makes it successful. Marriott supervisors help employees manage their professional lives, while Marriott "case workers" help employees manage their personal lives. By splitting these two roles - and recognizing the necessity for both - Marriott has become an industry leader in turnover, customer service, and profitability.
FINDERS KEEPERS Over the years, Nashville's Opryland Hotel implemented many employee relations programs designed to reduce turnover, including on-site day care for 350 pre-school children, subsidized transitional housing for employees in need, company-paid meals for all staff, and the flexible working schedules parents require. However, given Nashville's 2.2 percent unemployment rate and plans for a 950-room expansion, these steps were not enough.
If you want to get the most out of your Employee Training Development Program you need to also take advantage of some type of Employee Training Tracking Software Program. Without it you will not really understand the Benefits of Employee Training. Let’s face it, if you are investing your time and money in any type of employee training you need to understand if it is being effective or not. There are many advantages of an Employee Training Development Program, such as, employee retention, increased productivity, reduced employee accidents, reduced equipment breakdowns, improved attendance, and so on. Why not find out if your training program is working or not and the best way is to use some type of Employee Training Tracking Software Program.
Capturing the right information from yourEmployee Training Development Program is the real key. Doing so will make it easy to justify the dollars you are pouring into your program. Even taking the last fifteen minutes of every day and introducing some type of meaningful training will have results. However, if you are not using an Employee Training Tracking Software Program you will be only guessing.
One of the first steps will be for you to establish where you are today. This means that you will need to capture data from the past. My recommendation is to go back at least one year. If those numbers are all over the board then go back further until you can see a real trend standing out clearly. It is critical that you truly know what is currently happening so that you can measure the results. If your one of those leaders that feels you already know, then you are only fooling yourself. Numbers don’t lie. Your mind will play tricks on you, but the actual numbers won’t.
Again, prior to purchasing any type of EmployeeTraining Tracking Software Program know your current trends. If you run across a bounce either up or down, try to find out why. For instance if there was an increase in Employee Accidents during one month, was there something unusual that occurred, such as an ice storm that created more slips, trips and falls than normal. If there was an unusual amount of sick days for everyone was it during the flu season. In other words know your numbers.
Finally you must also be honest about what your current Employee Training DevelopmentProgram is offering before you move forward with an EmployeeTraining Tracking Software Program. I guess the real question to ask is if you currently have an established Employee Training Development Program at all. Again, you must be honest if you want to improve. If you’re reading this article then my guess is that you are looking for some way to improve your current program and I commend you for that. A good training program is like an active parent with a small child. The more time you invest in that child to teach them about all aspects of life the more likely that child will develop into a responsible person. This can be proven over and over again from the national statistics.
J. Willard Marriott, who had relocated with his business partner Hugh Colton and his wife Alice from Utah to Washington, D.C., started the company in 1927, when he operated a curbside food stand selling A&W Root Beer in the Columbia Heights neighborhood of Washington at 14th Street and Park Road NW. He would later rename the food stand The Hot Shoppe, adding Mexican food items to the menu.[2][3] Marriott's business expanded to Baltimore, Maryland, in 1934, shortly after which the company started its food services division. During the Second World War, the business expanded to include the management of food services in defense plants and government buildings, such as the U.S. Treasury. Then in the 1950s, Hot Shoppes, Inc. started providing food services to public schools and to Children's Hospital in 1955, a contract which they held for 35 years.
Marriott's restaurant chain grew, and the company went public in 1953. In 1957, he expanded his business to hotels, opening the first Marriott hotel—actually a motel, the Twin Bridges Motor Hotel—in Arlington County, Virginia. The company became Marriott, Inc., in 1967. Two large chains were added to the group, the Big Boy family restaurants in 1967 and Roy Rogers Family Restaurants in 1968.
Over the years, Marriott's company interests expanded. Continuing with food services, Marriott eventually invented airline in-flight food service. This segment of their enterprise continues to be a large part of their business, providing food services to many major airlines. Ultimately, Hot Shoppes, Inc. changed its name, becoming the Marriott Corporation in 1967.
In 1976, Marriott opened two theme parks called Marriott's Great America in California and Illinois. The parks had replicas of the first Hot Shoppes. Both parks were sold in the mid-1980s. In 1980, the company purchased the Howard Johnson's restaurant chain and acquired Host International in 1982. By 1984, Marriott had formed a vacation time-share division, now called Marriott Vacation Club International, and a senior-living division.
The Marriott Corporation ended its existence as a single company in 1993, when it was split into two separate entities: 1) Marriott International Corporation, which operated the hotel and lodging aspect of the business and Marriott Vacation Club International, and 2) Host Marriott Corporation, the new name for the original Marriott Corporation and operating the Marriott Food Services Management. The last Hot Shoppes restaurant, located in the Marlow Heights Shopping Center, closed on December 2, 1999.
Retaining employees in the hospitality industry was vital as the cost of recruiting and trainingnew employees was very high. Marriott operated in an industry where every day counted andweekends and holidays generated more business than weekdays.Customer service had to be provided on a 24/7/365 basis. The implication was that employeeshad to go through a hectic work schedule; an average work week lasted more than 50 hours.With the increasing work load due to rising customers in the late-1990s, several key managers atMarriott left
A handful of companies are taking aggressive - and innovative - steps to minimize turnover. Along with lower operating costs, these approaches have achieved improved customer service, greater employee satisfaction, and higher revenues.
EMPLOYER AS CASE WORKER The Marriott Corporation has been an industry leader in reducing employee turnover. Through its Pathways to Independence program, the Bethesda, MD-based hotel chain has developed one of the country's most successful programs in training welfare recipients for the work force. In some locations, Pathways alumni are 50 percent less likely to quit than the average employee.
The program's unique structure - a matrix-style combination of internal and external support for the Company's welfare-to-work employees - makes it successful. Marriott supervisors help employees manage their professional lives, while Marriott "case workers" help employees manage their personal lives. By splitting these two roles - and recognizing the necessity for both - Marriott has become an industry leader in turnover, customer service, and profitability.
FINDERS KEEPERS Over the years, Nashville's Opryland Hotel implemented many employee relations programs designed to reduce turnover, including on-site day care for 350 pre-school children, subsidized transitional housing for employees in need, company-paid meals for all staff, and the flexible working schedules parents require. However, given Nashville's 2.2 percent unemployment rate and plans for a 950-room expansion, these steps were not enough.
If you want to get the most out of your Employee Training Development Program you need to also take advantage of some type of Employee Training Tracking Software Program. Without it you will not really understand the Benefits of Employee Training. Let’s face it, if you are investing your time and money in any type of employee training you need to understand if it is being effective or not. There are many advantages of an Employee Training Development Program, such as, employee retention, increased productivity, reduced employee accidents, reduced equipment breakdowns, improved attendance, and so on. Why not find out if your training program is working or not and the best way is to use some type of Employee Training Tracking Software Program.
Capturing the right information from yourEmployee Training Development Program is the real key. Doing so will make it easy to justify the dollars you are pouring into your program. Even taking the last fifteen minutes of every day and introducing some type of meaningful training will have results. However, if you are not using an Employee Training Tracking Software Program you will be only guessing.
One of the first steps will be for you to establish where you are today. This means that you will need to capture data from the past. My recommendation is to go back at least one year. If those numbers are all over the board then go back further until you can see a real trend standing out clearly. It is critical that you truly know what is currently happening so that you can measure the results. If your one of those leaders that feels you already know, then you are only fooling yourself. Numbers don’t lie. Your mind will play tricks on you, but the actual numbers won’t.
Again, prior to purchasing any type of EmployeeTraining Tracking Software Program know your current trends. If you run across a bounce either up or down, try to find out why. For instance if there was an increase in Employee Accidents during one month, was there something unusual that occurred, such as an ice storm that created more slips, trips and falls than normal. If there was an unusual amount of sick days for everyone was it during the flu season. In other words know your numbers.
Finally you must also be honest about what your current Employee Training DevelopmentProgram is offering before you move forward with an EmployeeTraining Tracking Software Program. I guess the real question to ask is if you currently have an established Employee Training Development Program at all. Again, you must be honest if you want to improve. If you’re reading this article then my guess is that you are looking for some way to improve your current program and I commend you for that. A good training program is like an active parent with a small child. The more time you invest in that child to teach them about all aspects of life the more likely that child will develop into a responsible person. This can be proven over and over again from the national statistics.