Thirteen thousand people, and no single record of what they could do.

What was wrong

Travelodge employs more than 13,000 people across hundreds of hotels. Nobody could say which parts of that workforce were strong and which were about to fall over.

Promotions, pay and training were decided on instinct. There was no way to spot a high performer, or somebody about to leave.

What we built

A skills framework built around the jobs a hotel business actually runs on.

Phase one built the framework and started the assessments, team by team. Phase two is putting those scores in front of the people making decisions.

What changed

• Performance: Managers can see what their team can actually do, instead of guessing.
• Succession: Strong performers show up by name, so HR has a real list to promote from.
• Pay: Pay and bonus conversations start from a score rather than a hunch.
• Training: The training budget goes to the gaps that matter, not evenly across everyone.
• Moving people: Internal moves are decided on what people can do, not how long they have been there.

Where they are now

Assessments are rolling out across the business, on the way to all 13,000 people. Phase two is underway.