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case study

Hampton

Hotels Turns The Hampton brand has knocked down

its walls to unleash its culture – both

internally and externally

Culture ORGANIC AND INTERNAL STRENGTHS-BASED CULTURE

You may have heard the term “Hamptonality” or seen it used
In 2006, the brand began promotng a strengths-based culture,
Inside-Out as a tagline in the brand’s television commercials and print thanks to directon from The Marcus Buckingham Company.
ads. What makes Hampton diferent from many other brands
Together with Root Learning, they developed a series of 45- to
60-minute eLearning modules based on Marcus Buckingham’s
is that this isn’t a catchy term dreamt up by a team of ad execs
“Simply Strengths” concepts. The learning modules helped
and tacked onto a campaign. It’s the organic internal culture of
Hampton blossoming into its external campaign. Hamptonality
Hampton Team Members to identfy personal strengths and
is truly the essence of the Hampton brand; it’s the spirit and
apply them so they can be more productve and fulflled.
authentc personalites of the 50,000 employees (known
As individuals identfy their compettve edge, they
throughout the company as Team Members) who work in
Hampton Inns around the world.
Then they bring that to their role at work – whether they’re
So, what exactly is Hamptonality? It’s the manifestaton of realize what makes them unique and what makes them shine.
in housekeeping, at the front desk, etc. The result is a hotel
By Gina Valent, Vice President Owner Services Hilton Worldwide where hospitality meets unique personalites. It isn’t a tagline. full of engaged Team Members who exhibit the Hampton
values – Friendly, Authentc, Caring, and Thoughtul – in every
This is our culture being turned inside-out.
interacton with guests.
and VP Brand Culture and Internal Messaging, Hampton Hotels A CONSISTENT EXPERIENCE
With tens of thousands of Team Members serving guests And Hampton doesn’t stop there. The actvites are varied,
around the world, Hamptonality unifes and connects and the suite of tools is expansive. From songs and videos (with
hotels from state to state and contnent to contnent. It’s Team Members literally leaping over front desks) to engaging
Hamptonality that ensures the consistent experience Hampton eLearning programs and tangible Root Strategic.
guests expect – no mater if they check into a hotel in West Learning Map modules, Hampton teaches and
Berlin or Atlanta, GA. communicates with Team Members in ways that work for this
ictonary.com defnes corporate culture as employees who have felt frustrated at work or the 40% There’s a twist in the story, however. Hampton is on-the-go group. It’s not about being kitschy or fancy; it’s about
“the distnctve ethos of an organizaton that who say they don’t get a company’s vision or have never 99% franchised – so hotel Team Members aren’t Hampton developing and delivering consumable, efectve tools that
Dinfuences the level of formality, loyalty and seen it. employees. Any eforts to engage Team Members and inspire resonate with Hampton’s busy, mult-tasking Team Members.
general behavior of its employees.” But there is hope. Many organizatons are doing culture in hotels must be accomplished through positve RESULTS AND REWARDS
This defniton probably doesn’t come as a surprise. culture right, such as Hampton Hotels, a brand that has infuence of the owners/operators and general managers who Hampton’s intentonal and dedicated focus on culture
formally manage individual propertes. No mandates or edicts
Afer all, “corporate culture” is a common phrase these knocked down its walls to unleash its culture – both from Corporate. and people works, as evidenced by numerous awards and
days. Yet, corporate culture isn’t completely understood internally and externally. accolades. Hampton has been recognized by Entrepreneur
in the business world. Just ask the more than 54% of So how exactly does the company inspire Hamptonality magazine as the number one franchise for three consecutve
across more than 1,900 hotels in 14 countries and territories? years, and the brand was honored at the J.D. Power and
The answer is in encouraging individual strengths and Associates Customer Service Roundtable as a 2012 Customer
personalites to shine. Service Champion. Need more proof? 70% of new Hampton
Ultmately, the job Hampton gets paid to do is to build franchise deals come from existng owners.
more hotels. The best way to do that is to have loyal owners Strong, successful company cultures exist beyond the
who contnue to invest in the Hampton brand and its sister storied walls of Google, Southwest Airlines and Zappos. Yes,
brands at Hilton Worldwide. To keep owners loyal, the it takes tme and energy to execute. Yes, it must be a mindset
company has to have loyal guests who keep hotels full. Creatng that lives at the top and is embraced all the way through.
memorable, Hamptonality-flled experiences that inspire But it’s worth it. Culture helps business bloom and makes
guests to return and recommend the brand to others is where employees feel valued, inspired, and energized. Culture
Hamptonality and culture directly impact the botom line. diferentates your brand and connects it to performance. ESM

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