Industry Visits

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Emirates Identity Authority Visit – 13th

May 2014

A Report

The workshop focused on best practices implemented by the Authority in its services as part

of its pursuit to make its services ‘seven star’ as per the UAE program for excellent

government services. Currently, it has been awarded ‘four stars’ rating by the UAE

government for its services.

The key learnings are:

The vision and mission of EIDA and how each services they offer are in sync with the

vision/mission of the authority.

The Customer Relationship Management and transformation design employed by

the authority.

As part of the above, they focus on improving customer experiences, customer

transformation and service transformation.

The services offered are also distinguished into 3 types based on its customers i.e.

business enterprises, UAE citizens and Government organisations.

They focus on not only just improving the services but also the overall customer

journey i.e. how customer experiences the process.

Some of the aspects of Service lifestyle were also discussed which involved Service

planning, Service delivery, Service optimization, Channel management and

Customer management.

The human resources policy and the efforts to strengthen and develop their skills

and capacities, including the transformation of their performance into an enjoyable

hobby in line with the ‘Gamification’ method, were also discussed.

Last but not the least, they also talked about the feedback and suggestion

mechanism which involves all the stakeholders i.e. Employees, customers and

partners. This is further encouraged with the rewards for every valuable feedback.

The Emirates Identity Authority visit made us realised that there is always a better way to do

things and we should constantly push ourselves to excel in our respective fields rather than

being content with it.



HILTON WORLDWIDE

11Hilton Worldwide is one of the largest hospitality companies in the world. In 1919 Conrad N. Hilton opened

the first hotel to serve Texas and today the Hilton is one of the most respected brands in the world.

Hilton just like every other organization has very clear but unique vision and mission defined.

VISION

To fill the earth with the light and warmth of hospitality-mainly implying to have a global presence

MISSION

To be the preeminent global hospitality company - the first choice of guests, team members, and owners alike.

VALUES

This is what Hilton has to say about its values, which they have incorporated throughout the organization

H-OSPITALITY We're passionate about delivering exceptional guest experiences.

I-NTEGRITY We do the right thing, all the time.

L-EADERSHIP We're leaders in our industry and in our communities.

T-EAMWORK We're team players in everything we do.

O-WNERSHIP We're the owners of our actions and decisions.

N-OW We operate with a sense of urgency and discipline.

These values are not some words or phrases which Hilton has described but are the beliefs that every

employee believes in

BRAND PROMISE

Every guest should FEEL cared, valued and respected- The most important word being Feel, because at the end

of the stay, the guest will always remember the feeling that he had during the stay, more than any other thing

that he experienced

Throughout its 94 year history, Hilton has diversified its brand portfolio in 10 different brands, with the

Hilton Hotel still being the most prominent one.

HILTON HOTELS-

One of the most recognized names in the industry, Hilton Hotels & Resorts offers travellers a world of

authentic experiences. The brand continues to be the innovative, forward-thinking global leader of hospitality.

SOME KEY FACTS

More than 550 locations and 194,000 rooms across six continents

Flagship brand of Hilton Worldwide with properties in nearly 80 countries

More than 70 world-class resorts and more than 193 full-service spas

Harris Poll EquiTrend®, Brand of the Year - Full Service Hotel for 2010 and 2011



All of this is achieved through constant monitoring of the quality of service that Hilton provides. One of such

criteria of monitoring the quality service is Dubai Quality Award (DQA).

Why DQA was important?

Hilton did not perceive Dubai Quality Award as a process for generating winners and losers, but as a process

for recognising role model organisations. DQA provided Hilton with a ‘roadmap’ to achieve excellence through

the adoption of good practices and soundly-based approaches that are deployed systematically and are

continuously measured and reviewed.

Hilton applied for DQA in 2006 and through continuous innovation in improvement of their services; Hilton

achieved the DQA gold award in the year 2013.

To achieve excellence DQA follows the European Foundation for Quality Management (EFQM) Excellence

Model. So, Hilton also worked on the guidelines provided by the RADAR logic of EFQM model.

RADAR logic

The RADAR logic is a dynamic assessment framework and powerful management tool that provides a

structured approach to questioning the performance of an organisation.

At the highest level, RADAR logic states that an organisation needs to:

Determine the RESULTS it is aiming to achieve as part of its strategy.

o

What are we trying to achieve?

Plan and develop an integrated set of sound APPROACHES to deliver the required results both now

and in the future

How do we try to achieve this?

o DEPLOY the approaches in a systematic way to ensure implementation



ASSESS AND REFINE the deployed approached based on monitoring and analysis of the results

achieved and on-going learning activities.

Now having complied with the RADAR logic, the assessment criteria used is as per the EFQM model

EFQM model consists of various parameters based on which the assessment is based.

EFQM model

There are nine ‘big ideas’ or criteria in the Model that attempt to cover all of the organisation’s activities.

These nine ideas are separated into Enablers and Results.

The Enabler criteria are concerned with how the organisation conducts itself, how it manages its staff and

resources, how it plans its strategy and how it reviews and monitors key processes. They are:

1. Leadership-

Hilton management makes sure that the

organization is moving in 1 direction.

Make sure that employees believe in the Hilton’s

core values

2. People

Hilton has enabled its employees an opportunity

that even the employees working in the bottom

most position can rise up to management level

Hilton has the concept of Hilton University,

where every employee can enrol in online

courses (over 7000 courses) and can get

certificates for the courses as well.

Blue energy committee- focused on employee

engagement and satisfaction

3. Policy and strategy

The employees are trained to have a standard

followed.

The employees are trained to such an extentthat their skills become the competencies.



4. Partnerships and resources

5. Processes

Hilton follows such practices that they have

empowered every employee to take decisions on

the spot, without being questioned upon.

The level of trust on the employees and thereward system is such that , no Hilton employee

is being checked for any theft at the end of the

day and no Hilton employee makes an attempt

to steal as well.

The organisation’s Results are what it achieves. These encompass the level of satisfaction among the

organisation’s employees and customers, its impact on the wider community and key performance indicators.

They are:

6. People results

7. Customer results

8. Society results

9. Key performance results

After the assessment the DQA management tells the organization ,that where it lacks and it is up to the

organization to innovate and find a solution to the short comings, so that they can have the best of the best

practices being deployed in the organization. Which for Hilton has been a challenge, but through the work

culture and the employee empowerment Hilton has managed to overcome the odds.

Question and Answers

Q1- How does Hilton focus upon the innovation in hospitality industry?

Ans- This has been one of the prime concerns for Hilton, so the way they have tackled this problem is by

constantly enabling employees to come up with ideas to foster innovation. Hilton has been quiet successful in

this by following practices like having employees tell, what they don’t like about the company or having one on

one sessions with employees so that they can open up, to give their true feedback .

REFERENCES:-

1.

http://www.hiltonworldwide.com/portfolio/hilton/

2. http://www.bqf.org.uk/efqm-excellence-model

3.

http://www.proveandimprove.org/tools/efqm.php

4.

http://www.efqm.org/efqm-model/radar-logic

5. http://www.businessexcellence.gov.ae/en/businessexcellenceawards/dubaiqualityaward/pages/abou

tdqa.aspx

6. Personal notes



http://www.bqf.org.uk/efqm-excellence-model






http://www.businessexcellence.gov.ae/en/businessexcellenceawards/dubaiqualityaward/pages/aboutdqa.aspx













UAE Xchange

UAE Xchange is one of the largest firm in remittances and foreign exchange. It has offices in

31 countries having headquarters in Abu Dhabi. Its serves 6.5 million customers with the

employee strength of 9000. Of the desk it serves 300,000 customers on a daily basis. It

handles a total of 103 currencies. It has to its name many prestigious awards like

SuperBrands, Banker, Skia etc

It is a member of federation of exchange houses. It has started to compete with banks having

license by authorities to perform banking services in some countries. Unlike banks it is not

allowed to give credit services to its customers.

Business excellence model -

Branches are categorized based on revenues.

There is a target route map determined by the senior management up till 2016. It

includes specific target for each year and currently it has been able to achieve 140%

of its target.

Business excellence model is same across all departments.

Performance improvement model followed are Branch Grading System (BGS) and

Department Grading System (DGS). For BGS 1st review is done every 3 months

and for DGS its every 6 months with the help from Assessors from Dubai Quality

Award (DQA) and main focus being on areas for improvement.

Being a financial organization they follow periodic audits in all departments.

Two platforms are provided to generate and foster innovative ideas, namely -

1. 'Have your say' forum

2. 'Speak up survey'The ideas are screened through cost benefit analysis, impact on processes and

response from management.

For general employee awareness intranet is used.

Best practice is to make sure that each employee learns the market.

Corporate social responsibility (CSR) has been deduced to Corporate responsibility

(CR) with activities including Virtualization and recycling paper.

Service Quality Management -



1. Regular assessment

2. Internal benchmarking

3. GAP analysis

4. Service charter on the site

Challenges faced -

1. Security

2. Rate fluctuation

3. CSR work

Industry Visits

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