Hilton Hotels spends millions of dollars each year training, and rewarding, employees in customer service. Its managers work hard at hiring and training to maintain its service culture.

Hilton relies on referrals for new employees from its existing employee staff and they rely on behavioral screening of potential applicants. Managers are trained in using and assessing behavioral screening techniques.

Hilton has been testing a new screening technique which will give it the characteristics of the model employee. Top performers within the company have been given aptitude and preference testing. From the results a snapshot of the model employee was created. Prospective new hires are being given similar tests and evaluated on how close they come to the model. If this proves successful Hilton will use this tactic system-wide.

New hires are given 1.5 hours of customer service training and new managers undergo 40 hours of training. Managers are given the basics of customer satisfaction, and are also given the skills to encourage and promote it with their staffs. In addition, the corporate office sends out training films and information to update staffs on customer service.

Incentives are used with employees to reinforce good customer service. One program gives the customers the opportunity to nominate an employee who has shown good service. Winners get cash awards and merchandise.

Another program is called "Spirit of Pride" and allows employees to nominate other employees for recognition. Winners receive $350, a celebration in their honor, and a call from the corporate office.

Hilton Hotels Corp. wins top honors in various customer satisfaction ratings. Recently, Wachovia Securities Inc. named the hotel chain as one of their top stock picks in the lodging industry. A spokesman for Hilton points out that good customer service pays dividends in the form of profits.