4. Shangri-La Hotel, Kuala Lumpur (Malaysia)
Name of project:Colleagues Recognition and Development Programme
Write up:
1. Eligibility
(1.1) When did the Project go into service or start operations?
January 2009 and ongoing.
(1.2) For Projects that did not start operations between January 2009 and June 2010, what were the enhancements that took place during this period? Please describe the materiality of these enhancements. If the enhancements you describe are not “material” in nature, the Steering Committee invites you to consider submitting your Project in the future after the implementation of material enhancements.
N/A
(1.3) Was this Project previously submitted as an entry to the Asian CSR Awards?
No
(1.4) If yes, did this Project previously win an Asian CSR Award? A project that previously won cannot be entered in again. However, a project that was a runner-up/merit/excellence awardee can be entered again.
N/A
2. Project Description
(2.1) What are the Project’s measurable objectives?
Help colleagues to stay focused on achieving his or her career goals.
Serve as a testimony for their future career opportunities.
Enhance self-esteem as it shows efforts put towards an employee own development.
To have at least 2% of People with Disabilities (PWD) in the workforce.
Healthy Menu and activities for colleagues are in placed (more positive comments received from
colleagues).
(2.2) Why was the Project selected? What social issue(s) does it seek to address?
This project was selected primarily to elevate the potentiality of each associate and we at Shangri-La
Hotel, Kuala Lumpur strive to create an environment where our colleagues can achieve their personal
and career goals.
It addresses the issue of equality where with sheer hard work and determination, one can advance from
a junior rank to a senior executive rank, regardless of one’s social or educational background.
(2.3) How does the Project go about addressing the above social issue(s)?
This project was selected primarily to elevate the potentiality of each associate and we at Shangri-La
Hotel, Kuala Lumpur strive to create an environment where our colleagues can achieve their personal
and career goals.
It addresses the issue of equality where with sheer hard work and determination, one can advance from
a junior rank to a senior executive rank, regardless of one’s social or educational background.
(2.4) Please briefly describe the Project’s implementation, including timeline, key tasks, financial resources, etc.
The project’s implementation is carried out all year round with the following steps:
Training Budget for January 2009 to June 2010 : RM700,000.00
The training and development activities in the Hotel are based on the firm beliefs that all colleagues
have a need for growth and self-fulfillment, which can be compatible with the needs of the organization
Training Plan:
1. Conduct a Training Needs Assessment (TNA)
a. Annually in October
b. Conducted in all departments
2. Develop The Annual Training Plan
a. Distributed to all departments
b. Ready by December every year
3. Develop Departmental Training Plan
a. Refer to the TNA, Performance Monitor Results and Standard Operating Procedures.
b. Prepared by Department Heads
c. Monitored by Divisional Trainers
Staff activities are conducted based on the interest and request of colleagues, such as bowling,
badminton and fishing tournaments.
Training activities are conducted on a monthly basis to enable all our colleagues to attend and expand
themselves.
As the need to grow and keep learning and improving is important in today competitive market, the
Hotel’s Colleagues Recognition and Development Programme will continue to be perfected and
involves each and every one of our colleagues.
(2.5) Were there significant roadblocks? What were these and how were they overcome?
Yes there was. Trying to guide and stimulate the mindset and morale of the workforce towards
achieving the Hotel’s goal and vision which is to create a strong relationship based on trust, loyalty,
leadership and respect within the community.
It was overcome by utilizing the Preferred Employers Strategy that is directly linked to customers’
satisfaction. Studies have shown that low staff morale does not alter customer acquisition a great deal.
However, customer retention drops dramatically.
Shangri-La Hotel Kuala Lumpur invested millions of dollars into various technologies, projects and
training programmes as part of its concerted effort to provide its valued guests with quality products
complemented by impeccable service provided by professional and well-trained employees.
3. Results Analysis: Panel members assess the Project based on: (i) the significance of the results or outcomes, (ii) the measurability of these results or outcomes, and (iii) the availability of third party information and testimonials to show the Project’s impact on the beneficiaries.
(3.1) Who are the Project’s target beneficiaries?
The staff, guests, management, shareholders and business partners of Shangri-La Hotel, Kuala Lumpur.
(3.2) How many people have benefited from the Project?
Approximately over 800 current employees of Shangri-La Hotel, Kuala Lumpur as well as previous
employees of the Hotel.
The guests have also benefited from it as our colleagues are more professional and portray the Shangri-
La Hospitality.
(3.3) What were the Project’s short-term and long-term qualitative and quantitative results or outcomes that generated benefits to the target beneficiaries? Please describe the relevance of these results/outcomes.
QUALITATIVE
Short Term:
The project has helped increase awareness and the importance of providing guests with the second to
none service among colleagues.
Colleagues are aware of the Shangri-La Hospitality that they are required to provide and enhance their
communications skills both through body-language and verbally.
Long Term:
To improve, become and remain the best service provider in Malaysia’s hospitality industry.
Colleagues have a greater chance of career growth not only in Shangri-La Hotel, Kuala Lumpur but
also in other Shangri-La properties world-wide.
QUANTITATIVE
Short Term:
Each new colleague is required to attend the Hotel Orientation and Shang Care 1 training within 2
weeks of joining the hotel to enable them to have a better understanding and basics knowledge of the
hotel and about Shangri-La Hospitality. Other training to be completed includes Shang Care 2, 3 and 4.
Shang Care Training Summary Report for January 2009 to June 2010:
2009 Shang Care 1 Shang Care 2 Shang Care 3 Shang Care 4
January 61% 41% 62% 64%
February 82% 12% 80% 84%
March 83% 22% 81% 85%
April 83% 29% 79% 83%
May 83% 36% 79% 83%
June 83% 40% 79% 83%
July 81% 63% 78% 80%
August 84% 70% 80% 82%
September 88% 78% 78% 79%
October 90% 95% 87% 86%
November 89% 91% 85% 83%
December 88% 93% 87% 84%
2010
January 88% 92% 87% 82%
February 90% 92% 87% 83%
March 91% 89% 85% 84%
April 91% 85% 82% 80%
May 95% 90% 83% 82%
June 91% 87% 82% 79%
Average 85.61% 66.94% 81.17% 81.44%
Shang Care 1 : Shangri-La Hospitality Shang Care 3 : Taking Ownership
Shang Care 2 : Delighting Customers Shang Care 4 : Recover to Gain Loyalty
The hotel also sends its colleagues to the Shangri-La Academy in China or on cross-exposure to other
sister properties world-wide to further develop and strengthen our colleagues.
No. Programme Number of
Colleagues
1 Shangri-La Academy 17
2 Cross Exposure 61
3 Secondment 20
4 Task Force 37
Corporate Trainee /
Corporate Management 5 Trainee /
Corporate Executive Trainee
11
* No. 5 = Talent Development Programme
Long Term:
Training given to individuals to further enhance their knowledge and skills to upgrade to higher levels.
This is seen in the Talent Development Programme done by Shangri-La Hotels and Resorts. In
Shangri-La Hotel, Kuala Lumpur there are currently 11 colleagues undergoing this programme.
The hotel is working towards retaining our colleagues and forecast labour turnover in the future by
18%.
(3.4) What qualitative and quantitative measures were used to track the impact of the Project? Are these the most objective measures available? If not, please explain why the objectives were not utilized.
QUANTITATIVE
CDP (Customer Delight Programme) is a company wide programme used to show appreciation and
award employees who go the “Extra Mile” to delight customers. The number of CDPs from guests
commenting on their delightful experience has increased.
Guest Critique Form “We Value Your Opinion” – This form is collected daily and channeled to the
Resident Manager’s Office. The comments are then read out during morning briefing to the Division
and Department heads. The feedback are then communicated to all staff and tabulated which will
enable the hotel to indicate the hotel’s performance in terms of service quality and facilities.
Performance Monitor – Guests are picked at random for the online survey and thereafter, the survey
forms are compiled and sent to an accounting firm for auditing. Results are shared and used as a
benchmark amongst other properties within the group.
Staff Opinion Survey (SOS) – Carried out on a yearly basis, Shangri-La Hotel, Kuala Lumpur is the
FIRST hotel in the city to conduct the Staff Opinion Survey. This is to enable staff to voice their
opinions about the hotel and its operations in an open free and confidential manner.
QUALITATIVE
This is seen by the colleagues’ olidays and attitude towards their work and practicing what they have
learnt during their training / feedback sessions.
The colleagues aptitude on providing the Shangri-La Hospitality and Going the Extra Mile for each and
every guests.
(3.5) In addition to the sponsoring company, who were the other parties responsible for the Project’s results? Please describe their contributions.
The results were also contributed by the comments and feedback received by guests, thus enabling us
to further tackle the weaknesses and implement additional training as required.
(3.6) How did the company benefit from the Project Please describe the nature and magnitude of these benefits. Please provide supporting documents.
Loyalty and dedication among the staff: Colleagues may stay longer/ loyal to the Hotel. This is seen
with the recent celebration of 143 colleagues that have been with the Hotel for 10 years and above of
which 52 colleagues have served the hotel for 25 years.
The company benefits by its customer service programme that is implemented amongst colleagues,
giving each one a certain level of empowerment in the decision-making process at customer contact
point.
Sample of Delegation of Authority (DOA) is attached in the supporting documents section.
4. Other Analysis: Additional information below will help the Selection Committee look more favorably at your entry:
(4.1) Corporate Expertise Analysis: Panel members assess the Project based on its utilization of corporate expertise other than just resources.
a) Which areas of corporate expertise were applied to the Project?
The Shangri-La Hotel, Kuala Lumpur carries its Philosophy and Core Values dearly. The Hotel has
applied its philosophy of Shangri-La Hospitality from a Caring Family and its core values of Sincerity,
Selflessness, Courtesy, Helpfulness, Respect and Humility to provide a suitable and dynamic
atmosphere for the colleagues.
b) What was the composition of the teams that planned, implemented and monitored the Project?
The composition of the teams was made up of every respective department e.g. Human Resources,
Environmental Safety and Health, Engineering, Security and more.
(4.2) Replicability and Impact Analysis: Panel members assess the Project based on: (i) its ability to address a larger (social) issue, and (ii) the system-wide solution it proposes as opposed to a stand-alone activity.
a) What was the social issue that the Project attempted to address? How many people are affected by this social issue?
Equality, a caring culture and mutual respect for our colleagues. People who are affected are the
employees of the Hotel. It affects their work performance, career development and effectiveness and
efficiency in their working environment.
(4.3) Sustainability Analysis: Panel members assess the Project based on the Project’s sustainability if the sponsoring company leaves the scene.
a) How will the Project be sustained if your company leaves the scene? Is there a plan to exit the scene? If not, does your company envision sustaining this Project?
The Hotel has no intention of exiting the scene.
This is a project that the Hotel will continue investing and growing on. This is because the hospitality
industry that is competitive with high demands. We are a company with a fantastic reputation and
exciting future – and a company that recognizes that both these attributes depends a 100% on our
employees. That is the reason that we consistently strive to set the highest standards in the industry,
foster a warm and caring culture, and invest heavily in training and development.
(4.4) Corporate Strategy Analysis: Panel members assess the Project based on how well it is integrated into the company’s core strategy.
a) How does the Project support and reinforce your company’s core strategy?
It is strongly based and strengthened by the Hotel’s Core Values, and Philosophy. The Hotel’s
Philosophy and Core Value is indicated in section 4.1. The project supports and reinforces the Hotel’s
core strategy as we put into action, invest and develop the colleagues’ career development.
b) Demonstrate how the Project is integrated into your company’s core strategy.
A set of eight guiding principles are adopted to assist us. The philosophy and guiding principles are the
foundation of our Hotel’s culture and the credo by which we will conduct ourselves and our business to
the benefit of both our colleagues and to our customers (the company’s philosophy, vision, mission,
guiding principles are shown in the supporting documents section).
(4.5) Other Information: State any other relevant information about the Project that you wish to include.
SHANGRI-LA CSR VISION / MISSION STATEMENT
We envision a community of responsible and educated citizens who are environmentally conscious,
practice social responsibility in their daily lives and inspire others to do the same. We commit to
operating in an economically, socially and environmentally responsible manner whilst balancing the
interests of diverse stakeholders. We strive to be a leader in corporate citizenship and sustainable
development, caring for our colleagues and guests, seeking to enrich the quality of life for the
communities in which we do business, and serving as good stewards of society and the environment.
5. Supporting documents: (LIST below the supporting documents and materials you are submitting to support the project or program, i.e. brochures, photos, press clippings, etc.)
●Shangri-La Culture – “S” Logo
●Shangri-La Academy
●Vision, Mission, Operating Philosophy, Brand
●Manifesto and Guiding Principles
●Customer Delight Programme
●Actions taken by the company to reinforce quality values into day-to-day management of al
●Departments/sections/units.
●Programmes and activities to further enrich our colleagues in their personal
●and career development.
●Empowerment and Sample of Delegation of Authority (DOA)
●Staff Service Award on 6 August 2010
●Human Resource Management
●New Brand Campaign Launch Among Colleagues
●Training Plan from January 2009 to June 2010
●Photos of activities
●Talent Development Programme