www.calodging.com MARCH/APRIL 2023 9 time—one of the most widely used features of the technology—and make choices about how to be paid. “Team members enrolled in DailyPay have attritted four times less than others, and in terms of job postings, we get 2.5 times more applicants to positions where DailyPay is offered,” Barnes said, although he noted it’s not possible to know if there are other factors at work as well. The technology also helps keep Hilton competitive for some positions in the midst of the gig economy, where people are accustomed to being paid right away. Hilton brought the technology on in phases, starting with a single-region pilot and gathering feedback before rolling out to another 50 properties, then 100 more over the course of six or seven months. Right now, DailyPay is available at all Hilton’s managed hotels in the U.S., making it an option for about 34,000 workers. The next step will be encouraging franchisees to look into offering the service, and then a potential global rollout, Barnes said. “This is the continuous innovation that we ideate on, and in the current workforce it’s all about flexibility,” he said. “We see that in other parts of the team member experience, where people value greater choice, control and autonomy.”
RkJQdWJsaXNoZXIy Nzc3ODM=