HR Management, Planning, Recruitment and Employment Law
Introduction
The paper carries out detailed investigation of the Human Resource Management (HRM) of the hotel industry through appropriate research in order to interpret the employment opportunities present in this sector. The analysis and investigation can help in interpreting the role and purpose of the human resource management, effect of the employee relation and employment laws on the business of the services appropriately.
Additionally, the assessment is helpful in having a clear understanding of the recruitment, selection, training and development process in the hospitality sector (Pinnington, Macklin and Campbell, 2007). The HRM management of the Hilton hotel in particular is cited for the purpose of carrying out in depth research and analysis. Comprehensive examination of the hotel industry is therefore conducted throughout the paper to fulfill the purpose of the project.
LO1 –Understanding of the HRM
1.1:
Hilton Hotels and Resorts is a chain of international full service based hotels as well as resorts located worldwide (Hilton Worldwide, 2014b). There are almost 540 hotels of the company in different parts of the world. The hotel chain primarily operated in the United States.
Gradually the company distributed the operations across 78 countries and six continents (Hilton Worldwide, 2014c). The branded hotel is either owned, managed or franchised by independent operators worldwide. The 80000 robust workforces efficiently look after and serve 8 million visitors every year on an average (Hilton Worldwide, 2014a).
The human resource management of the Hilton hotels deals effectively with the management of individuals within the enterprise. The department of HRM is responsible for the functions of forecasting, planning, recruitment, preparing contracts of employment, deployment as well as monitoring of employees, training, development, monitoring budget and creating healthy relationships.
There are almost 665 properties and100000 members for maintaining the same (Hilton Worldwide, 2014). The primary focus of the team of the Hilton hotels is the recruiting and retaining the team members or the employees most effectively. The forecasting and selection of the employees are conducted most effectively and within the budget of the company.
The management services of the organization makes use of the most efficient systems such as the People Soft and Success Factors for the recruitment as well as retention of the of the most knowledgeable graduates and finest staffs present in an industry. Strong relations are kept by the organization with most of the top hotel management schools present in the world.
The company boasts of a being the industry leader in internet recruiting and applicant tracking electronically (Hilton Worldwide, 2014a). Through the databases that are updated, the organization tracks the statistics of turnover and background research. After the selection of the employees, the hotel authorities also ensure that the quality of training is maintained. One the job training and various other forms of training are provided to the trainees (Nickson, 2007).
Monitoring the service quality of employees through several surveillance cameras set within the hotels is tough though for the organization. In the past there were several cases of thefts by unknown employees and lack of sound service quality of the internal employees. The excessive piling up of the video files captured from the surveillance cameras makes the monitoring tough.
Though the managers of the company monitors actively into the service quality if the employees. The Hilton management Services (HMS) efficiently provides most sophisticated forecasting and budgeting tools that are available within the industry (Hoque, 2013).
Therefore, the tools along with the most successful team of the Finance professionals makes use of the advanced systems of cost savings which efficiently minimises the risk besides ensuring that the assets are well protected of the company. The recruiters therefore recruit employees in the most cost effective manner.
The HRM of the Hilton group of hotels makes it a point to develop the healthiest relation with the employees. The management of the company tries to satisfy the needs of the employees through benefits, compensation plans and arrangements for collective bargaining. The company has a diversity of employees whereby their opinions and thoughts are highly valued at the time of shaping culture of the organization.
LO2: Effect of employee relations and employment laws
2.1:
There are a number of branches of Hilton hotel. Each branch of the hotel consists of team members who actively take decision for the welfare of the organization. The current state of employee relations in Hilton hotels worldwide is quite robust as Hilton chains of hotels are now providing equal importance towards the satisfaction of the customers as well as the employees.
All the major decisions of the company are taken by the top level management at the same time employees are allowed to participate in this process (Manoharan, Gross and Sardeshmukh, 2014). The culture of the organization has developed much from the past.
Employees are now distributed the leadership powers so that they can take the best decisions for the company. Employees are also empowered with the ability to carry out collective bargaining activities with the management which motivates them to work more productively for the benefit of the organization (Mello, 2014).
The employees are able to negotiate and consult with their superiors at any time. The ability of employees to participate and involve in the decision-making process has supported the organization to decrease the rate of turnover (Aycan et al., 2000).
The employees of the organization must follow all the laws while carrying out their duties. Each member ensures that no legal rules are broken and takes excessive precautions for the same. The grievance procedure of the Hilton Hotels is quite sound.
The hotel chain clearly defines its policies, job responsibilities, accountability, and role. The organization also adapts and adheres to all safety measures.
Any problems faced by the employees instead of the precautions are quickly handled by the grievance cell of the Hilton hotels. Employees are required to create a suitable organizational culture by following all the rules and policies (Armstrong and Taylor, 2014). Any employee who fails to act as per the rules stated is punished by the hotel chain.
2.2
The employment acts affect the HRM of Hilton hotels. Stringent employment acts sometimes increase the hotel chain’s liabilities towards the employees. The Employment Relations Act is one of the stringent acts that increases the firm’s excessive liability towards the trade union.
The act states that employers need to recognise the trade unions whereby at least forty per cent of the ones who are eligible to carry out the same task take part in the ballot. The majority of the voting’s goes in favour of the union recognition (Singh, 2008)As a number of workforce of Hilton hotel were part of the trade union the majority of the votes generally goes for them.
As a result, most of the time, the bargaining power of the trade union is more and creates trouble for the company (Ahmad and Schroeder, 2003). When the bargains are not accepted it results in the resignations of several employees which the company tries to avoid.
The contracts of employment include termination if any employee breaks any rule or fails to serve the company in the best interest as decided previously. All the laws of the company are made in favour of the employees, mostly to keep the required goodwill in the market.
LO3- Recruitment and selection process
3.1
One job description that is chosen for research to get details about the skills, qualities, experience and qualifications required for the position is carried out. The job description which is chosen is that of the service delivery head of human resource management.
The head human resource manager’s skills include effectively dealing with all the hotel’s customers. The delivery head maintains a calm attitude to build healthy relationships with all the customers.
Besides that, the human resource manager of the service delivery department of Hilton Hotels showed his leadership skills while dealing with and directing subordinates. The manager of this department had a Master’s in Business Administration (MBA) from one of the most reputed colleges in the United Kingdom (UK).
He had previous work experience in several leading hotel industries. Therefore, the service delivery head’s experience and qualifications were highlighted in the manner in which he dealt with customers, including subordinates.
3.2
In order to compare the selection process of Hilton Hotels with some other businesses, a popular restaurant in the UK has been selected. The restaurant’s name is Gordon Ramsay, which is one of the leading food joints in the country. There are a few similarities and dissimilarities between the selection procedures of these two organizations.
Hilton Hotels carries out the recruitment process more extensively in different parts of the world where the business operates and has healthy contacts with hotel management schools (Riley, 2014). Gordon Ramsay, on the other hand, does not have any links with hotel management schools in order to recruit the most talented students from them(Raub and Streit, 2006).
Gordon Ramsay generally displays job vacancies on its website, from which eligible candidates are selected for interviews (Gordon Ramsay, 2014). The number of employees recruited in Hilton hotels is huge compared to Gordon Ramsay (Hsu, Liu, and Huang, 2014).
Interview methods of both the company are quite different as Hilton hotels follows an extensive method of interview whereby a number of steps are there unlike Gordon Ramsay which interviews employees directly if their names are selected(Boella and Goss-Turner, 2013).
The similarity between the recruitment styles is that the employees are recruited from diverse cultures irrespective of their sex, race, colour, and religion. Besides that, all the employees of both companies are able to take part in the decision-making process of the company(Kerzner, 2013).
Conclusion
Hilton Hotel has, therefore, one of the most suitable employee recruitment, selection, training, and retention styles. The company’s overall recruitment process has the ability to attract a huge number of fresh, talented individuals (Ulrich, 2013).
Over the years, the organization has developed the human resource management system in the most efficient manner. The traditional style of management has been hugely replaced by the modern participative style (Kehoe and Wright, 2013). Employee satisfaction is given the primary importance besides that of the customers.
The entire chain of business of Hilton Hotels also consists of employees from diverse backgrounds and no cultural differentiation is carried out by the organization (Budhwar and Debrah, 2013). Employees actively carry on their leadership as the same is distributed among them to a certain extent. The needs of the employees are also taken care of most suitably as their needs are satisfied without any hazards.
The organization develops several compensation plans and gives the employees the power of bargaining. The company rightly believes that satisfying the needs of the employees will lead to the most efficient job performance, which has increased the productivity of Hilton hotels over the years (Benavides-Velasco, Quintana-García, and Marchante-Lara, 2014).
The right strategies, planning, staffing, recruiting, and training activities make the company attractive to the masses of youth and fresh graduates (Davidson, McPhail, and Barry, 2011). Therefore, Hilton Hotels has one of the most robust recruitment and selection strategies.
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