Case 3 Learning in Practice Development Is Served 24/7 in InterContinental Hotel Group's Leaders Lounge Intercontinental Hotel Group (IHG), an Atlanta-based higher-level positions. The Leaders Lounge features company, operates by a simple strategy: "Great hotels short and concise information on leadership, which is guest's love." IHG operates brands such as InterConti- provided in articles, tips, videos, downloadable tools, nental, Crowne Plaza, Hotel Indigo, Holiday Inn, Holi and best practices within IHG. Employees who access day Inn Express, Staybridge Suites, and Candlewood the site can use social networks to post tips and react to Suites. These brands include 4,400 hotels, with 652,000 the leadership content. There are several dedicated areas rooms, in more 100 countries around the world. The within the Leaders Lounge, including the "Leadership company believes that how its employees feel about its Gym," which features assessment tools designed to help brands and how they deliver the guest experience is what employees identify their leadership strengths and weak- distinguishes it from the competition. "Winning Ways," nesses; and "Problem Solver," which asks employees IHG's core values, help guide and motivate employees for input on leadership issues. Also included is a section to improve their personal and professional lives, take known as "The Academy," for users to access e-learning ownership, work together, and engage in responsible opportunities on business topics including finance, cus- behavior. IHG makes four promises to employees: tomer service, and coaching skills. Use of "The Acad- Room to Have a Great Start emy" also allowed IHG to move several modules of its Senior Leadership Program online, generating cost Room to Be Involved savings resulting from reducing travel costs related to Room to Grow global managers having to travel to the training site. Room for You There is compelling evidence that the Leaders Lounge has been effective for developing managers. The "Room to Grow" promise means that employ. The Lounge costs 5 percent of the costs for a typi- ees are given support for development opportunities cal three-day on-site leadership workshop. More than and encouraged to pursue a rewarding career. "Room 70 percent of Lounge members use it in any one month, to Grow" ensures that employees know what success averaging six times per year. More than 3,000 leader means for their job, they receive regular, high-quality ship tools have been downloaded and shared with feedback, they have opportunities to develop in their leadership teams around the world. Lounge members current and future roles, and they are aware of career across the globe have taken content from the Lounge opportunities within IHG around the world. and used it to build local learning workshops and train- In keeping with its "Room to Grow" promise. ing sessions. Surveys for hotel general managers (who IHG wanted to create a way to respond to the needs make up 75 percent of the Leaders Lounge member of many of its global corporate and hotel-level man ship) show that their engagement scores increased agers, who had indicated in surveys that they did not approximately 3 percent. feel connected to each other and senior management. Sources: Based on www.ihgok.com, the website for inter To develop managers' leadership skills, IHG created a Continental Hotels Group: P. Harris, "Where people power virtual leadership development community called the makes the difference, TD (October 2010): 32-34, "Best prac Leaders Lounge, for the general managers in its hotels, tices and outstanding initiatives: InterContinental Hotels Group as well as for employees holding corporate director or Leaders Lounge, training (anuary February 2011):96-97 . Chapter 9 Employee Development and Career Management 439 1. What are the advantages and disadvantages of IHG's virtual leadership development program 2. Many companies are using a blended approach for the company? For employees? Questions would 3. Do you think that IHG's evaluation of the pro- gram makes a strong business case for it? Why or why not? What other metrics or outcomes you suggest that IHG include to improve its overall evaluation of the effectiveness of the virtual leadership program for employees and the business? What other outcomes or metrics should IHG use to determine whether the pro- gram contributes to the "Winning Ways" core for employee development. That is, they are using both face-to-face and technology-aided training and development activities for leadership development. What more traditional development activities would you recommend the IHG include in the development program to make it more effec- tive? Explain how these development activities will enhance the program's effectiveness. values