PRESIDENT

HumAn cAPiTAl –
Gatekeeper to Success
sheraton Gateway Toronto hotel (sGh) is directly connected
to Terminal 3 at Pearson International Airport. It is one of
more than 850 owned, managed or franchised properties of
starwood hotels & resorts. As part of this leading hospitality
chain the hotel is able to tap into numerous tools and resources,
and being a part of sGh for a number of years, I have observed
the company grow in its success.
my time at sGh has revealed that at the top of the sGh toolbox are
techniques and practices that guarantee effective management
of human capital. executives continue to rely on three main
management pillars to retain its profitability growth:
1. direct application of the six sigma principles for maximizing
profits;
2. Collaboration with business partners to increase the hotel’s
market share; and most importantly
3. Continuous training and development of associates through
passionate leadership. The sheraton Gateway team is
confident that these three pillars will remain fundamental
to the continuous success of the property, regardless of
economic conditions.
“Genuinely investing in people
is what often sets successful
organizations apart from the rest
of the competition.”
six sigma 1 has been integrated
into sGh business tactics as an
authoritative source of knowledge
on implementing all applicable best
business practices in the company.
By leveraging the knowledge and
experience of others sGh is able to maximize profits, efficiently
execute business projects and optimize business processes.
sheraton Gateway is constantly checking how it stacks up to
competitors by using a market share indicator known as the
reVPAr index (revenue per available room). Coupled with
tracking this index; cooperation with customers, sister properties
and suppliers create fruitful grounds for mutual success and
sustainability.
Crucial to success is fostering an environment where employees
are trained and given the tools needed to create memorable
experiences for guests. By empowering associates to really take
care of guests, patrons benefit from tremendous service and, in
return, become loyal, satisfied customers. Constant development
of talent and ongoing coaching of all associates are the most
important responsibilities of every member on a service-oriented
organization’s leadership team.
ultimately, true leaders make a difference by building alignments
and engaging teams; by building a culture of education and
motivation to self and others; and by constant coaching and
recognition of small and big successes. The development of
genuine leadership expertise requires struggle, sacrifice and
honest (sometimes painfully honest) self-assessment.
To follow through on this management pillar, sGh has created
different training tools to give a developing leader the ability
to go through deliberate practices - ones that focus on tasks
beyond the current level of competence and comfort. At the
same time, a network of coaches and mentors is in place for
guidance whenever needed.
michael Jordan often says, ‘talent wins games, but intelligent
teamwork wins championships.’ By working together, your
entire team can passionately execute processes by applying
empowerment and continuously creating value in everything
they do.
Genuinely investing in people is what often sets successful
organizations apart from the rest of the
competition. Through implementation
of these three main management pillars,
sheraton Gateway hotel is confident
that the result is associates focused
on delivering superior service. The
‘gateway’ to success lies in developing
human capital.
Perhaps your organization, whether in the hospitality industry
or not, could also benefit from a greater infusion of your human
capital! �
1 six sigma is a business management strategy that seeks to identify and
remove the causes of defects and errors in business processes.[1] It uses a set
of quality management methods, including statistical methods, and creates
a special infrastructure of people within the organization (“Black Belts” etc.)
who are experts in these methods.
written by anna borissova, CMa, and director of finance
at the sheraton Gateway Hotel. anna can be reached at
905-405-2012 or anna.borissova@sheraton.com.
Volume Three | Issue 4
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