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With a career history spanning more than 20 years at the company, most recently as country general manager for France, Sleiffer will now gain responsibility for the operation of the company’s owned, managed and leased hotels within Northern & Central Europe.
Sleiffer will oversee more than 25 hotels across five countries including Germany, Austria, Switzerland, Denmark and Sweden.
Simon Vincent, president, EMEA, Hilton Worldwide, said, “Jochem-Jan is a highly experienced and talented hotelier and we’re delighted to be promoting him further through the ranks.
Jochem-Jan Sleiffer, Area Vice President Northern and Central Europe, at Hilton Worldwide, discusses his experience of the Executive Masters in Hospitality and Tourism leadership and the need for talent development in the hospitality industry. Despite record unemployment levels, hospitality remains one of the fastest growing sectors in Europe. According to a recent white paper, published by Hilton Worldwide in conjunction with the International Youth Foundation (IYF), the travel and tourism industry is expected to generate 73 million new jobs by 2022. Speaking to young people today, too often they haven’t even considered a career in hospitality– but rather view it as a stepping stone on their way to more traditional career choices. As those already in the industry will tell you, you can work your way up from bar staff, through head waiter, to general manager, but the question remains – ‘how do you make the leap to become regional manager, or area vice-president’? What’s more, how can we expect our existing talent – experienced assistant and general managers – to take the next step, moving from largely operational to the more strategic roles our modern, competitive and rapidly changing, industry demands? Having worked in hospitality for more than 23 years, working up from the bottom to become General Manager for France, I knew a great deal about the hotel business. So when Hilton Worldwide approached me to join the Executive Masters in Hospitality and Tourism leadership programme (EMHTL), understandably, I jumped at the chance. This interaction, on top of the wider appreciation of business and strategy I’ve gained from lectures and seminars, and the opportunity I’ve had to read widely has really opened my eyes to new ways of working. I’ve gained an appreciation of other areas of the business and strategic considerations I had little experience of, been able to challenge myself, have gone beyond my comfort zone and developed my leadership style. Most importantly for me, joining the programme showed my employer I was open to development and was willing to challenge myself.
Having now been promoted to a more strategic role, I know from personal experience how investment in talent development can pay off, both for individuals and organisations. The hospitality industry must harness the opportunity to attract new people and work to develop, and invest in, the existing talent it has.
About Jochem-Jan SleifferOriginally from the Netherlands, Jochem-Jan began his career as a steward at Hilton Amsterdam in 1990. I don’t think that people will be attracted to work there first o all their traditions and second the payment.

Through my experience of traveling in some countries and chosing the 5* hotels , it was surprisingly that the service and the way how the managers deal with their employees that this hotel didn’t even deserve a one star. Becuse me myself I’m really interested to work in the future in this sector and I feel they as it was written in your report that there will be more people attracted to work there.
I appreciate that in some cultures it will be more difficult to work in the hospitality for women although it much depends on the values and beliefs of the managers. Talent identification and development, as very well putted in your article, should be one of the cornerstones in any company’s leadership and development strategy and of course the never ending pursuit of all us professionals.
Its clear that you work for an employer that really tries to invest in people, unfortunately this is not the case for a lot of others. The financial instability and the fast changing customer perception and reaction will push companies to recheck and revaluate their entire systems and especially talent development. This will be a challenge for the hospitality system to find a new way to clearly demonstrate its commitment for developing people and to attract new blood. A lot of people, including me thow, have the perception that the hospitality sector is a closed club, that you have to enter very early in your professional life and walk the ladder step by step, you cannot easily move there from another industry especially in senior levels. Maybe there lies an opportunity for the hospitality industry, to develop a system that can attract and embed not only young graduates but also senior professionals from other sectors. As long as there are people like you, that are not afraid to be students again and constantly strive to find better ways to promote their business, i am pretty sure that things will find the way, after all you are in one of the most fascinating and challenging industries that simply has to have the very best. We have a responsibility to treat the people we work with in a similar way as we have been treated.
Delighting customers is very similar in many service industries and as such easier to transfer. Hilton Worldwide actively tries to find ways to attract people from other schools than hotel schools but also from other service industries. SUBSCRIBEThe Strathclyde Business School blog is here to encourage debate and provide a platform to discuss how business education can help to address global economic issues. Thomas Merkt, 67, of Wheatland, passed away Friday, July 29, 2016 at Hospice Alliance House in Pleasant Prairie. Age 85, of Burlington, passed away on her birthday, Wednesday, July 27, 2016 at Aurora Memorial Hospital.
While this will no doubt create optimism among young people, it also highlights the importance of ensuring we have a pipeline of new talent entering the sector.
Yet, the hospitality sector offers a lifelong ladder of professional growth where rapid progression is a reality.

Without this, how can we expect to attract, retain, and progress the best available talent? However, I understood if I wanted to progress to a more strategic role, I needed to learn more about the business of hotels. But I also appreciate I’m not alone in facing the challenge of bridging the gap between operational experience and the strategic skills required to fulfil a senior leadership post.
Demonstrating this commitment to the outside world will only help to promote the world of opportunity hospitality presents.
Having managed 14 hotels during his time with the group, he became Hilton's General Manager for France in 2011 before being promoted to Area Vice President for Northern and Central Europe at the beginning of 2013. So I think there should be changes the should happen to change this way of thinkin, and attract more people to work in this sector. Still I don’t have experience in talent development, the talented people can be shown while working, by how they deal wih ther job, what they are trying to get form it , their goals, plans. Hilton Worldwide has always treated me with respect and has given me plenty of opportunities to grow and learn. The technical jobs, mainly due to the systems we have in place, might need more time for adaptation. It is a platform for students, academia, and the business community to discuss the most pressing issues. Pringle, 74, of Burlington, passed away Wednesday, July 27, 2016 at Aurora Memorial Hospital of Burlington. Worthwhile to note is that I always asked for these opportunities and invested my time to learn. He will be based at Hilton Worldwide’s Northern & Central regional office located in Frankfurt.
We need people in hospitality that can see the talent in people and are willing to invest time and energy to make them flourish.

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