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Located on Park Lane with stunning views of Hyde Park, The Dorchester is a world renowned hotel which offers rooms of exceptional grace and comfort. The suites range in size from the Junior and Stanhope Suites to the generous Dorchester Suites and the famous Oliver Messel Suite.

The Dorchester has grand dining, less formal eating, award–winning afternoon teas and a variety of distinctive private dining rooms. Expert service and elegant surroundings ensure a memorable experience.

The hotel provides the finest cuisine and wines in some of London's most impressive settings. The planning and service are always reassuring and professional. There is a variety of rooms in different styles, allowing exactly the right ambience

The Hotel made the commitment to go for Investors in People and to use the IIP standards to provide a framework for improving the people processes. This has meant a new and improved performance development review which has given staff better quality feedback and support and to facilitate career development and succession planning.

As there are many different departments within a hotel infrastructure it was important to engage all levels of staff and encourage them to be receptive to the process and willing to contribute their time and energies. Also, it was necessary to create a single collective environment rather than the departments believing that they just looked after their own specific areas.

A key initiative has been to develop people across the business and especially those who manage others and provide them with the tools and skills to be able to develop their teams. This has meant managers and supervisors being trained in leadership skills: including coaching techniques, how to conduct appraisal meetings, making meetings interactive and employment law.

The priority has been to develop a coach / mentor approach in the style of leadership in the business. This is designed to foster a culture that values its people and presents an environment that encourages dialogue and contributions form all levels of staff.

This has been introduced within all operational departments of the hotel.

Without question there has been a reduction in staff turnover which means we can spend more time on our existing personnel. IiP has been the instigator in the key personnel providing better leadership, better management and staff supervision.

As all areas have embraced the project and staff can see that we mean what we say. More importantly, having been involved from the outset it gives them a greater opportunity and a greater confidence to express their thoughts.

It has also enabled personnel to interact with other areas within the hotel and share their ideas. Regular meetings have encouraged this and people can feel part of the ‘whole’ product offering not just their own department.