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HRM - Hilton Hotel
(1) Role and purpose of HRM in the travel and tourism industry
Human resource management (HRM) is simply people management hence it encompasses the design of formal systems within an organisation to ensure effective and efficient use of human talent in the accomplishment of organisational goals. As such, it involves manpower planning, job design and analysis, recruitment and selection, orientation, training and development, teambuilding, compensation and benefits, promotion, motivation, employee involvement and participation, performance appraisals, health and safety security and employee and labour relations and terminations (as cited in Kusluvan, 2003, p. 12).
Kusluvan (2003, p. 14) contend that HRM in the travel and tourism industry basically concerns personnel function of hiring, training and firing staff because of the cyclical need to recruit, select and train new staff. With this said, the HRM department concerns devising of the recruitment plan for at least a period of one year. Because personnel selection is an intuitive process within the industry, selection techniques must be carefully designed, and this can be accomplished through the HR function. Further, HRM is also responsible to induct and train newly recruited staff as well as the existing employees.
HRM also takes a role in career development and promotion of the staff. This is an internal labour market initiative to retain employees actively in the industry. Ensuring that pay and benefits are in accordance with specific industry requirements is another function of the HR intended for both lower level and higher level positions. HR also regulates tips from customers, subsidised foods and accommodation.
Finally, HRM purports to provide the staff the motivations to be involved and participate or simply empowerment.
HR Plan for Hilton Hotel
Within the Hilton hotel, supply and demand of the employees changes according to the number of hotel rooms. When there is a new hotel built, there will be a high demand for new employees. Supposing a new hotel will be built in another area, since Hilton Hotel prioritises internal recruitment, an HR plan is as follows:
Activities
Schedule
Lead Responsibility
Remark
(1) Draft affirmative action
Week 1
Steering Committee (SC)
In compliance with equal employment opportunity regulations
(2) Complete human resource index
Week 2-3
SC
HR problems to be encountered will be identified and drafted
(3) Complete attitude survey
Week 4
SC
Employee perceptions will be recognised
(4) Review medical and health insurance bids
Week 5
SC
(5) Select and review wage survey data
Week 6-7
SC
Recommend wage increases if possible
(6) Develop performance appraisal system
Week 8
SC
Draft forms
(7) Prepare job description manual
Week 9
SC
(8) Set up grades for employees
Week 10
SC
Job descriptions will be prepared
(9) Hire HR Director
Week 11-12
SC, Top Management (TM)
(10) Cost out HR succeeding processes
Week 13
SC, TM
(11) Hire staff
Week 14
HR Director
(12) Conduct training
Week 15-20
HR Director
Concept of hard and soft HRM
It was Legge that distinguishes the difference between hard and soft HRM. Hard HRM puts emphasis on the link between HRM and the business strategy thus strategic HRM. Hard HRM as it associates with business planning makes possible the emergence of human resource planning. As such, it requires that the organisational members mirror organisational needs. The logic is simple: the right number of the right people with the right capabilities are in the right place at the right time. Hard HRM therefore is about tight control of the people through integrating HR policies with business strategy, stressing systematic and rational approach.
Soft HRM, on the other hand, is also framed by business objectives but it is more inclined in employees as a unique source which can provide competitive advantage. Emphasis is on the development and maximising human capital. Soft HRM hence treats employees as valued contributors to the organisation (Wilson, 1999, pp. 50-51).
(2) Employee relation and employment law
Employee relations refer to the processes of maintaining employer-employee relationships which contribute to satisfactory productivity, motivation and morale. It concerns the prevention of and resolving problems involving individuals that arise out of or affect work situations. The term is conceived as a replacement for the term industrial relations. For the employers, employee relations are critical in achieving optimal performance. It is a strategic process of managing people risks. While for the employees, these are psychological contracts which lead to superior economic performance.
Employment law, on the other hand, are the body of law that governs the employer-employee relationship. This includes individual employment contracts, application of contract doctrines and large group of statutory regulatory on issues such as right o organise and negotiate collective bargaining agreements, protection from discrimination, wages and hours and health and safety.
Current state of employee relations in Hilton Hotel
Within the travel and tourism industry, there is a high turnover issue and Hilton Hotels worldwide are not an exemption. Hilton Hotel employs mostly young people and provides them an entry within the industry. Nonetheless, it is the older recruits who are having considerable experience thus they are prioritised. The goal of Hilton Hotel is to strike a balance between Generations X and Y and the baby boomers. Hilton employees are educated through the Hilton University, which was founded in 2002. Employees are regarded as valued assets that is why they are endowed with education and training opportunities to assume greater responsibility.
How employment affect HRM in Hilton Hotel
Because of the changing nature of the employment, HRM is provided with three basic functions: recruitment, development and performance evaluation and recognitions and rewards. Hilton management tries to involve more integration between centre and subsidiaries to ensure close cooperation between the different parts of the chain. Hilton recruits and develops a group of international managers from diverse countries as well. Basically, Hilton has introduced various HRM strategies which focus on selecting, training and developing global managers who understand the worldwide ramifications of their business and can operate throughout the world. These managers work closely with the employees to detail their career paths. The goal is to demonstrate that building a satisfied workforce is a not a quick-fix procedure but rather an integrated approach that permeates through every aspect of the organisation. Esprit programme is established so that everyone will feel that they are valued within their working environment. Its objectives are to maintain high standards in HRM and to create a business culture in which everyone can grow and develop their careers.
(3) Job description and person specification for a specific job in Hilton Hotel
I consulted careersathilto.com and the website is equipped with various jobs in Europe, US, Asia and Australia. I have chosen Europe and found an HR Agent job posting for The Hague location in The Netherlands. The HR Agent will be a part of the Human resource department and will report to the Director of Human Resources. The HR Department is responsible for all Team Member related activities. This includes recruitment, Learning & Development and training, performance management, compensation & benefits, employee relations and Health & Safety.
In this position you are responsible for the daily operations within the Human Resources Department and are you assisting the Director of Human Resources.
Tasks consist of:
* supporting the recruitment and selection process
* recruitment and selection of trainees & operational team members
* execution of all tasks and procedures concerning personnel administration- and registration according to the CAO regulations and company regulations (this also contains processing data in the personnel information system)
* other tasks are administration and monitoring of sick leave, providing information to team members, support the Human Resources Trainee, participation in projects, organising social events.
Factors affecting the labour market in travel and tourism industry
There are two factors that affect the labour market in the travel and tourism industry: high turnover and impact of technology. Benini and Sturken (2000) made mention that the high turnover in the industry should be attributed to the essentially transient nature of part of the workforce which translates to difficulty in retaining staff. Ageism issue, nevertheless, is difficult to identify although it could be also considered. Welch (1994) said that technology facilitates online hotels today and this has impacted staff reductions on front desk hotel staff. Likewise, technology requires a new set of skills for the staff; training will be tedious and costly.
(4) Training and development activities in Hilton Hotel
The Hilton University serves as the enabler for the people to fulfil their aspirations. Hilton strives for the betterment of its people. In every hotel, e-learning programmes are provided for the staff. The company has also developed learning zones in all of its hotels. For Hilton International, a fast-track graduate development programme was developed in 1998. The goal of the elevator programme is to prepare the right people for General Management Roles, by bringing together a practical and unique mix of business, hotel and people management skills.
Training development approach evaluation of Hilton Hotel
Training and development in Hilton Hotel is very effective although they should recognise that there is a continuing need for improvement. The system is now technical-intensive but not all staff are equipped with technical know-how. This should be the first step and then the hotel management could focus on the quality of the trainings provided and how it can aid them even they are no longer working in Hilton. Trainings and development should attempt at a long term position. This could be a long process considering the experiences of the trainees and the trainers.
Training and development programs analysis in Hilton Hotel
Further, since Hilton already recognises the diversity of their operation and the diversity of the workforce, diversity trainings for all employees at all levels should be considered.
Reference:
Benini C & Sturken C, 2000, Hotels Desperate for workers, Meetings and Conventions Journal, April, Vol.35 Issue 4, p.23.
Kusluvan, S. (2003). Characteristics of Employment and Human Resource Management in the Tourism and Hospitality Industry. In S. Kusluvan, Managing employee attitudes and behaviours in the tourism and hospitality industry.
Welch D., 1994, HRM implications of globalisation, Journal of General Management, Vol.19 No.4, Summer, pp.52-68.
Wilson, J. P. (1999). Human resource development: learning and training for individuals & organisations. Kogan Page Publishers.
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Credit:ivythesis.typepad.com
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