COLLEAGUE CAREER TOOLKIT

hotels
Colleague Career and Development Guide
Use this guide to help you navigate your career through;
1. Taking charge of your career: Explore your purpose,
passion, strengths and development areas
2. Planning your development: Understand IHG’s way of
We promise, at IHG that you will be given the Talent Development
Room to Grow because we know when you are at 3. Understand mentoring: Discover how a mentor can help
your best then IHG is at its best. you with your development

Every colleague is unique and so are their 4. Using the Talent System: Build your internal talent profile
aspirations and professional journey. For your on the Talent Management System
career to be fulfilling, it’s important to actively 5. Exploring career opportunities: Find out about new roles
manage it. Too often, people assume if they work & opportunities across IHG
hard, their career will unfold the way they hope,
but that’s not necessarily true. Your career requires
action and attention from you. However, you're
not on your own, your line manager is there to
help support you. When do I use this guide?
• When thinking about your career ambitions, strengths and
This guide will help you understand IHG’s development areas.
approach to talent management and the tools and • Planning your next move
resources available to customise your • Preparing for career conversations with your line managers.
development.

Supporting resources
• Mentoring Toolkit • Learning and Development Link
s
• Talent System Guide
• Talent Management Video

• IHG’s Careers Website

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TA K I N G C H A R G E O F Y O U R C A R E E R

Define your purpose, career ambitions, strengths & development areas

These resources will support you to actively managing your career with IHG.

In today’s business realities, career development is no longer a straight

line. Instead of following a strict career ladder, we want you to explore
the different job opportunities aligned with your passions & career
ambitions.

By moving around and creating more of a ‘career lattice’, you will be

developing skills and experiences not just for today but for the future.

Create a career lattice, not a career ladder.

Career Ladder
Advancing upward following a predetermined career path.

Career Lattice
Taking on a variety of roles, sometimes moving laterally, to
carve a unique career path.

Action
You need to take the lead in looking for opportunities and experiences to grow your skills and capabilities.
Remember you will of course have your People Manager there to support you along the way.

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TA K I N G C H A R G E O F Y O U R C A R E E R

Your Purpose
Why – Your Purpose How – Your Drivers What – Your Actions
Why do you want to have a career? How would you measure success for What actions will you take? What are the
We all want our work to feel meaningful; to inspire us. What do you want to achieve? Why yourself (short-term/ long-term) both must-haves for your career journey ? If
Identifying the driving force behind your actions will do you go to work each day? Use the personally and professionally? necessary, what are you willing to give
help you when it comes to considering what direction you format below. up?
want to take your career. • • •
Define your purpose State your how’s Define your actions

Understand your passions and why you do what you do.

To get the most out of this exercise…

1. Find a partner
2. Get your partner up to speed • To: • •
3. Pick a time and a place
4. Gather your stories
5. Share your stories
6. Identify your themes
7. Draft your why

• •

• So that:

• •

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TA K I N G C H A R G E O F Y O U R C A R E E R

When you are at your best

Being aware of what you are naturally good at, can really help when it comes to thinking about your future career path. If you consider the high-
points and the low-points of your career, you may begin to recognise specific themes that give or drain your energy.

Map out your development journey so far, this will help you to identify Identifying patterns
your career ambitions for the future.

• Next to each high point and low point note the key factors that contributed to this
Reflect on your career journey so far… feeling
• Was it because you were utilising particular strengths or talents?
• Make a note of your career history on the graph, like the one • What were they?
below • Did it have something to do with your environment? The people? Particular
activities?
• Think and note down times when you were at your best (8-10

Step 2
Step 1

high points • Now that you have done this identify the key themes from your graph, this will help
you identify what gives you energy and what drains you.
• Think and note down times when you were not at your best (6-8
times)

Time when I was at my best

Time when I wasn’t at my best

Top Tip…
Click here to answer these questions in a printable/editable graph > This exercise can be done on your own, but to get the most out of it, we recommend you engage with
your colleagues, line manager, partners, or friends who can help you reflect and share insights.

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TA K I N G C H A R G E O F Y O U R C A R E E R

Your Career Aspirations

Having clear goals will help you to know where to focus your energy. When you consider your career aspirations, it is important to also involve
your personal life dreams – as each one has a direct impact on the other. When defining your goals, include your ‘purpose’, ‘passion’ and what
motivates/demotivates you.

Aspirations Short-Term (1-2 Years) Mid-Long Term (3-5 Years) What development is required What support do you need
to achieve your goals? from your People Manager?

Personal Life

Career Aspirations

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PLANNING YOUR DEVELOPMENT

Planning your Development Guide

There are lots of different ways to think when planning your personal development, sometimes it´s not easy to know where to start and how to prioritise
your actions. This guide aims to help you with simple pointers to make it an easy process.
Here’s what I need to do…
Ways to think about your personal development; Top tips when planning your development…
• No guide will ever replace a great development conversation As a colleague
STEP 1: • Having someone to help you is probably the best way to identify what you want to
• Complete Steps 1 and 2 then have a conversation with your
Understanding the most authentic you focus on when it comes to developing your skills. For e.g. Line Manager, Colleague
• What do you love doing? Line Manager before you dive into Step 3 and 4
or Mentor
• How do you build on your strengths? • • Capture your plan using a tool that suits you
Spend time finding your own way to connect what you want to learn, and get better at
• How do you work towards your career • Discuss your plan throughout the year in your regular catch-ups
to your development plan
aspirations? with your manager, peers and team
• Don’t spend all your time focusing on the things that you’re not great at. This can be
STEP 2: The WHY? -
demotivating and may have a negative impact on your confidence. That doesn’t mean
Getting clear on the focus of
we don’t want you to work on those areas, but it’s also important to look at how you
your development
build on your strengths.
• Have you started a new role? Are you
• Spend time gaining insights on yourself – strengths, development areas, gaps in
trying to get up to speed?
• Do you want to strengthen your experience
performance in your current role? • Don’t expect your manager to provide all the answers
• Do you want to get the development you • Be open to feedback & ideas about development solutions & experiences
need to help you prepare for a future • Be honest about what your committing to focus on and make it happen!
role?
STEP 3: The WHAT?;
Being clear on what you What you want to develop….
want to develop This may fall into 1, 2 or all 3 areas, but for you to be able to really work on your
• Leadership expertise, functional development plan, focus on 2-3 realistic areas, not a list of 10.
expertise or your knowledge and general Leadership Expertise - What’s expected from you as a leader?
skills
Depending on how you’ve defined your ‘why’, this might be about how you become a
STEP 4: The stronger leader at your current level, or at the next level.
HOW?; planning how you will Supporting resources:
Functional Expertise – What are the skills knowledge and experience that you need
make your development happen that are relevant to your function? • Grow as a Leader • PDP Template
• Capture what you’re planning to do so Some may be quite technical – i.e. Understanding accounting practices or completing • Learning Catalogue • Feedback Essential – HMM
you can reference and build on it a relevant qualification, whilst others could be softer. E.g. Being a stronger sales • Quarterly Check-in Guide • MyHR How to Guide
throughout the year negotiator • Feedback Guide • Talent System Guide
Skills/knowledge – the skills and knowledge that will help you be better at your job.
E.g. understanding wider operations, building commercial knowledge

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PLANNING YOUR DEVELOPMENT

Your Strengths and Development Areas

In your current role… Seek feedback from colleagues

• What are your strengths and development areas?

• What should I do more/less of?
• What qualities do my colleagues admire in me?
• What are my development gaps?
• How can I bridge these gaps?

Recognise your strengths and development areas through self-reflection and speaking with your
colleagues, peers and your manager.

Know your strengths Know your development areas

Sometimes it is easier to think about our Limitations shouldn’t be obsessed over, but
shortcomings rather than our nor should they be ignored. Your limitations
achievements. are a learning opportunity waiting to be
explored.
When looking at your career, listing what
you are good at is not only a confidence Don’t rule out a career possibility because you
booster but also a great starting point for lack knowledge or experience. Those things
you to explore career options that match can almost always be acquired.
your unique talents!
Instead evaluate whether you have the needed
focus, dedication and determination to acquire
those skills.

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PLANNING YOUR DEVELOPMENT

Development framework

The [Link] framework describes the

70% Learn
optimal sources of learning
by doing
When it comes to professional
development the first thing that may
The [Link] framework is aligned with
IHGs development offering which enables 70%
come to mind is formal learning – such you to manage your own learning by
as going on a training programme or accessing the right resources, at the right
attending a workshop. time, through the right channels. This
creates a habit for you to access learning
when and where you need it, where it’s
However the [Link] framework
considers different ways to maximise the going to be the most effective for you. 20% 20% Learn
effectiveness of your learning. Typically by exposure
70% of your learnings will be from on-
the-job experiences, working on tasks
and problems; whilst 20% will be from
feedback and relationships with peers;
and finally 10% from courses and
reading.
10%
10% Learn
by training

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PLANNING YOUR DEVELOPMENT

Suggested Development Ideas

If you want to ‘grow’ in your If you want to ‘expand’ your skillset If you enjoy what you do and want to If you want to do something
current role or prepare for a and learn new skills become a ‘true specialist’ completely different
‘larger’ role in the future

70% Learn by doing • Ask for a variety of challenging and Start broadening your experiences in your • Find out projects/roles to leverage and • Spend time with other teams and find out
stretching projects/opportunities current role. That might involve: further deepen your expertise if there is anything you would like to
• Challenging projects
• Take on additional responsibilities • Find new opportunities or different • Lead initiatives to strengthen your pursue
• Secondments
• Collaborate on a project and take on projects in the area you aspire to knowledge • Explore other projects/tasks and
• Job rotations
new responsibilities • Asking for opportunities to be delegated opportunities (wherever possible)
• Extra responsibilities
• Finding opportunities for stepping up for
others in the meeting

20% Learn by exposure • Ask for feedback, consider completing • Build relationships and networks • Sharpen your way of thinking through • Job shadow others
a 360 to help gain insight on your • Find a mentor exposure • Seek a mentor from a different
• Line manager coaching •
leadership strengths and development Consider professional networks that department
• Mentors areas you’d benefit from • Find professionals aligned with your
• Networking • Ask your manager to coach you on • Share your knowledge and experience career ambitions
• Shadowing •
specific areas with others, through mentoring or Ask your peers, manager or mentor to
• Build internal and external teaching others your skills support you with building connections
relationships and networks that will
help you master your role

10% Learn by training • Are there any knowledge gaps that • Is there foundational learning you • Is there foundational learning you • Explore training programmes that
could be addressed through ‘training’ could do to broaden your experience? could do to deepen your expertise? could help you understand more about
• Online learning
initiatives? wider operations/other departments
• Programmes
• Do you need to brush up on any skills
• Conferences
and have you looked at HMM and
• Articles/case studies
MyLearning?

Action…
Explore the suggested development ideas once you know your development focus.

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PLANNING YOUR DEVELOPMENT

Top Tips for Development Planning

If you want to ‘grow’ in your current If you want to ‘expand’ your skillset and If you enjoy what you do and want to If you want to do something completely
role or prepare for a ‘larger’ role in learn new skills become a ‘true specialist’ different
the future

Things you should do… • Think about your next role, skills and • Have a personal development plan outlined • Discover what an expert in the area of • Enhance your understanding of the wider
development experiences you need to get with clear objectives & development specialism, you are interested in does within operations. Connect with other departments
there activities the hotel and parallel industries. Highlight to understand what they do. This could help
• Get feedback from your team, peers and • Be clear on what success will look like once the skills and capabilities of an ‘ideal uncover additional opportunities
line manager. Ask them what you need to you get there and review your progress on a expert’ in that job. Then, benchmark • Be clear on your career ambitions. Use the
do to prepare for a larger role regular basis yourself against that to identify exercises in this toolkit to understand what
• Continue to find development • Be curious and keep building networks & development gaps motivates you. It can help you prioritise
opportunities to bridge that development exploring what others do and how they’ve • Base your personal development plan on potential roles quickly
gap whilst you are in your current role got to where they are. You will be surprised projects/areas where you believe the hotel • Express willingness to learn and realign your
• Build your case for the move, make sure to hear others' stories as well can continuously improve career if needed. This may also mean you
you can articulate your track record and • Make it clear that you are looking to • Think of developing transferable skills step back from your title and learn about a
the contributions you have made develop skills & expand your skill-set which could support your move to similar completely different department, where you
roles in the long run. For e.g. project might have to start, not at your existing level
management • Make sure your line manager is aware about
• Find an opportunity to mentor someone and why you want to change roles/career and ask
transfer your knowledge to others who may for their support
benefit • Be courageous, no one has achieved big
results without any risks

Avoid doing these • Assume that asking for a larger role is • Assume because you have a PDP, • Assume that your development is not • Assume there are no career options
things… one discussion. It is usually a series of development assignments will be landing important because you don’t want to within IHG, if you have not explored
ongoing conversations & development on your desk. Ask for them or find move roles. Your continuous outside your department
• Don’t get discouraged if you don’t get projects/development opportunities development is important for the hotel
what you want right away. Be patient. within your hotel & discuss with your • Become lazy by assuming you have
line manager. mastered the role. Businesses are
• Assume you always need to attend changing faster than ever, so you need to
training programmes to build new skills. keep up the pace
Remember 70% of the development
happens ‘by doing’

Supporting Resources:
Grow as a Leader

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PLANNING YOUR DEVELOPMENT

Development Conversation Starter

There are lots of different ways to think when planning your personal development, use these prompts as an additional resource to support you in preparing
for your quarterly check-ins or regular catch-ups with your line manager.

Career Goals
Review career aspirations and interests Notes:

What direction do you want to take your career?

What development goals do you want to achieve?
How would you know you have achieved these goals?
What do you enjoy or dislike about your current role?
How can I help you achieve your career ambitions?
Which parts of operations interest you?
Are you open to moving to a different department/role/project?

Current Reality
Understand ‘why & what’ you need to develop: Development focus and gaps

What should be the focus of your development currently:

Is it to develop and grow in the current role?
Is it to broaden and expand your skillset?
Is it to become an expert and deepen your expertise?
What do you think are the focus area (s) for your development & why?
Is it leadership skills, functional knowledge & expertise or any other critical skills?
What is working well for your development? What would a stretch look like?
What have you already tried that didn’t work in your development?
What do you believe are your strengths that can be leveraged or your development areas
to focus?
What feedback have you received from your team, peers, others that you work with?
What is/might stop you from developing?
Supporting resources:
• Quarterly Check-in Guide • Check-in Conversation Starter
• Career Development Video

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PLANNING YOUR DEVELOPMENT

Development Conversation Starter

Options
Customise ‘how’ to develop: Personal Development Plan Notes:
Finalise the knowledge, skills, experience areas;
Where you should focus your development
Are there any opportunities that you are aware of that could be leveraged for your
development?
What could you do to develop?
What else? (ask it multiple times to generate creative options)
What’s the best/worst thing about the options we are discussing?
For development through learning ‘by doing’…
Which projects/tasks would you like to get involved in to help develop?
For development through learning ‘by exposure’…
Are there any conferences/networking events you can participate in?
Is there a mentor you can find within or outside the hotel to help you develop?
or development through learning ‘by training’…
Are there any training/learning programmes that you can attend?
What support do you need from your line manager?

Way Forward
Start, stop, continue feedback for your line manager:

What could your line manager start or continue doing to support your development?
What could your line manager stop doing or do differently to help your development?
Focus areas for development
Personal development plan actions
Next date to discuss development progress
Top tips:
• Use your career ambitions, strengths and development areas notes as well as the career toolkit
• Think about your reflections on the development gaps that you believe best suits your needs
• Think about projects/tasks/trainings you would like to include in your development plan

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U N D E R S TA N D M E N T O R I N G

Mentoring at IHG
• Planning career growth
• Navigating goals & strategies
We learn a great deal through our relationships. One of the most efficient ways to Career
develop our skills.
Whether you want to get a mentor, or you become a mentor of others, this unique
type of relationship is a great source of learning in addition to your immediate • Maintaining work/life balance
relationships such as the one with your line manager, team members or direct •
reports.
Life Managing life changes
• Dealing with competing demands
"Learning is the fundamental process, purpose, and product of mentoring.” - Lois J.
Zachary
Mentoring at
IHG
• Developing functional/technical skills
• Leadership/management skills
Skills
• Cross-cultural/cross-functional skills
• Refining organisational savvy skills

Style
• Developing better self-awareness
• Assessing personal presentation skills
• Communicating with impact
• Influencing key partners
• Building confidence

Supporting Resources:
Mentoring Toolkit

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U S E T H E TA L E N T S Y S T E M

Build: Your internal talent profile on the Talent Management System

Depending on which part of the world your hotel is based, you will have access to one of the Talent systems
below. The roles and responsibilities remain the same no matter which HR system is used in your market.

To support the career progression of colleagues in our managed

hotels and to build a sustainable operations talent pipeline across
IHG, we need to have a better visibility of colleagues who work in
Link to Talent
our hotels, their career ambitions, interests and preferences, System Available Target Audience
System Guide
experiences and development support needed to grow.

Workday (MyHR)
As a colleague, you are encouraged to keep your internal talent • USA
All Colleagues
profile updated at all times. Completing your profile allows you to • UK
gather information about yourself, including your skills, work • Ireland
experience, development goals, and career aspirations. HERE
Hotel Talent System (MyTalent)
• EMEAA excluding UK & I
Band H02 – H06
• MLAC (Mexico, Latin America, Caribbean and Canada)
An up-to-date profile is a great tool to support quarterly check-ins
with your line manager and on-going catch-ups regarding your
development and career opportunities. Winning Talent System
Greater China (Key ExCom roles only) ExCom & key roles only

Supporting resources:
• Hotel Talent System Video

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E X P L O R E C A R E E R O P P U RT U N I T I E S

Room to belong

Our commitment
We genuinely care for our entire IHG Hotels & Resorts family.
We want you to take pride in your work, knowing you’re valued
and that your wellbeing matters, too. In return, you’ll receive the
support you need to succeed and be recognised for your hard

to you
work. It’s important to be open to new ideas, new ways of
At IHG, we know that our world is extraordinary, and we working and new experiences. You’re part of a diverse global
wouldn’t be able to deliver any of this community that values different perspectives and cultures.
without you. As we head into the next chapter, we’ve also refreshed
how we bring our culture to
life. We’re committed to giving all of our colleagues… Room to grow
We seek out opportunities to support you and your career
journey. When you share your talent and ideas, you’ll feel
energised and enriched by the support around you at your hotel.
Being part of IHG Hotels & Resorts means you have the space
to learn and grow alongside great colleagues and the
opportunity to achieve more than ever.

Room to make
a difference
We know there’s more to life than work. We want everyone to
have the opportunity to make a
difference – in your hotel, and beyond it – for guests,
communities, the environment, and one another. We’re serious
about our commitment to doing business safely and responsibly,
as well as the impact we can have in local communities and the
wider world.

Remember …
This guide will help you think about your career and development. Take a look as the IHG Career website
to see how others have developed their career with IHG and use the ‘Search and Apply’ function to see our
global vacancies.
Owner: Global Talent & Performance V1 2021