Human Resources Training in the Hospitality Industry - Assignment Example

HUMAN RESOURCES: RECRUITING, SELECTION, AND TRAINING Company profile Sheraton is a brand of global hotels owned by Starwood Hotels and Resorts and if the oldest brand within the company. The Sheraton brand operates over 400 hotels located across more than 70 countries worldwide making the group one of the largest hotel chains across the world (Sheraton.com, 2014). Since the inception in 1937 the hotel has expanded significantly to achieve the current global status which is accorded to the group. The expansion of the hotel has been mainly through acquisition of different hotels and establishment of new ones. Since then, the chain has introduced numerous products within the industry, which have been fundamental in the establishment of a recognisable brand. The numerous efforts which have been undertaken by the organisation have provided a good organisational culture which can attract individuals into working for the organisation. Recruitment Recruitment can be defined as the process of continuously attracting individuals with essential skills, qualifications and desire to make applications for jobs within an organisation. Recruitment process remains one of the fundamental human resource services which seek to ensure the organisation gets the required human capital for performing various functions which the organisations deems essential. Effective recruitment process remains a significant determinant of the quality and skills which employees within the organisation have. During the recruitment process, the organisation must seek to match the organisational requirements. The aspects of recruitment is necessitated by the increasing change in the requirement of human capital within organisations. Before organisations can engage in the recruitment process, a careful analysis of the labour needs, within the organisation remains essential. This enables the stakeholders to estimate the labour needs of the organisation and adopt effective recruitment procedures. Within the organisational structure of Sheraton, the recruitment process is undertaken based on the human capital requirements established by the organisation. The elements which are considered include the skills and experience of the individuals required, in order to undertake the responsibilities effective. Consideration of these factors result in the adoption of a recruitment process, which could either be internal or external recruitment. Internal recruitment refers to the recruitment of an individual from within the organisations. This is commonly undertaken for many of the managerial posts which become vacant. The top management opportunities which occur are commonly filled by individuals from within the organisation. Some of the mid-level and line managers are also recruited from within the organisations if there are available candidates. Internal promotion remains the fundamental approach which is utilised in the internal recruitment process. This commonly provides the employees of the organisation with careers growth and is also essential in maintaining the organisations culture, which has a significant element in establishment of the Sheraton brand (Schawbel, 2012). External recruitment refers to the process of searching for employees from outside the organisation on seeking to fill vacant positions. Many of the operational vacancies which occur within the organisation are filled through external recruitment processes. This involves the advertisement of the vacancy within different recruitment procedures in seeking to get the best human capital to fit the labour needs for the organisation. In seeking to enhance the recruitment process, the organisations could adopt the following procedures Undertake external recruitment for many of the employees in seeking to introduce different approaches within the organisational operations. Utilise employee referral for the top management posts which fall vacant in seeking to maximise and maintain the organisational culture of the organisation. Selection The selection process involves the decision making process which is utilised in getting the best employee following the conclusion of the recruitment process. The aspect of selection is considered in relation to the labour requirements established within the organisation. The application forms which individuals seeking employment commonly fill are utilised in making the decision regarding the best individuals to employ within the organisation. There are various elements which organisation can base the process of selection upon when selecting employees (Bernerth et al., 2006). This remains an essential process which is utilised in conducting an assessment of the employee skills and other traits which might affect the capability to undertake employment responsibilities assigned once the individual become employed. Within the organisational structure of the Sheraton hotels, the selection process commonly involves numerous activities based on the recruitment approach utilised. Individuals commonly begin with the filling of application forms and then a selected panel of individuals then conducts a screening interview upon the interested individuals. The fundamental purpose for conducting the screening interview remains the assessment of skills possessed by the individuals in seeking to establish the employability skills. The selection test which is administered following the screening interview seeks to measure various skills which include the reliability and validity of the skills possessed by the individuals. This is commonly undertaken in seeking to further eliminate the individuals with different limitations and ensure employment of the best candidate. The interviews are conducted through the utilisation of an interview panel which seeks to access an individual’s decision making capabilities. Various unstructured questions are asked in seeking to assess individuals’ capabilities regarding various elements of knowledge, which the organisation might be looking for. During the selection process in Sheraton, the organisation commonly conducts a verification and background check of individuals in seeking to establish the character of the individuals. The background check also involves checking the provided professional references which individuals provide. In seeking to improve the selection process at Sheraton, the organisation should consider shortening the selection process by eliminating some of the processes. Some of the processes can be conducted concurrently in seeking to minimise the duration taken in the selection process. This would be fundamental in providing individuals who have been recruited from outside, with a humble time for induction into the organisational culture. Human resource planning The organisation has implemented a plan for the various human resource processes within the company. The recruitment process for external recruitment involves undertaking advertisements for job vacancies within the company website and other advertisement agents. This ensures the advertisements reach a wide region enabling the organisation to get the best human resource to fit the organisational labour requirements. The organisation conducts continuous reviews of the human capital within the organisation. This assessment remains essential in implementing policies which could enable the organisation achieve the objectives through effective utilisation of the available human resources(Chaneta, 2014). Workforce planning is commonly undertaken through evaluating the current needs and estimating future requirements in terms of human capital. This has enabled Sheraton to continuously retain the best employees within the organisation. The organisations has adopted an approach which seeks to perform the following functions in achieving effective human resource planning. The employee compensation scheme at Sheraton remains one of the fundamental aspects utilised as a retention strategy for the best talent within the organisation. The planning for the human resource within the organisation has continuously ensured the organisations attracts the most qualified individuals in seeking to maintain world class service provision within the hospitality industry. The human resource management plan at Sheraton could be described as a competency based management which supports integration of the plans with the current organisational requirements. These strategies are continuously monitored and evaluated in seeking to ensure they remain valid and effective within the industry. Training and talent management Sheraton operates a continuous training process which has been adopted in seeking to ensure improvement of employee skills, and the retention of the best talents. Training of employees remains a fundamental element which could be essential in enhancing the skills of the employees in meeting the demands of the industry, which keep on changing. This ensures that the organisational culture of world-class service is maintained especially by employees who have been recruited for external sources. Other than the induction process which employees are undertaken through, the training is utilised in enhancing the skills of employees. Talent management involves the various activities which are performed within the organisation in seeking to retain, develop and attract employees perceived to have skills matching the organisational requirements. The element of talent management remains essential in enhancing the effectiveness of the employees. This will enable the organisation to retain the employees who have the best skills within the organisation. This remains an essential element in maintain the organisational culture adopted within the organisation (Lewis & Heckman, 2006). The organisational culture remains an essential element which attracts clients because of the level of service provided. This is essential in maintaining the quality of services provided within the organisation. The hospitality industry remains a continuously changing industry and remaining valid within the industry would involve conducting continuous training. The training would ensure the organisation’s employees remains updated with the current trend within the industry and other elements which are faced with continuous change. In seeking to ensure effectiveness of the labour force, the employees must be continuously trained to enhance their skills (Nickson, Warhurst, & Dutton, 2005). The working environments would then be changed in seeking to reduce the challenge of employee turnover, which is relatively high within the hospitality industry. These two parameters will become essential in ensuring compliance with the existing regulations within the industry. Reference Bernerth, J. B., Feild, H. S., Giles, W. F., & Cole, M. S. (2006). Perceived fairness in employee selection: The role of applicant personality. Journal of Business and Psychology, 20(4), 545–563. Chaneta, I. (2014). Human resource planning. International Journal of Managment, IT and Engineering, 4(2), 333–344. Lewis, R. E., & Heckman, R. J. (2006). Talent management: A critical review. Human Resource Management Review, 16(2), 139–154. Nickson, D., Warhurst, C., & Dutton, E. (2005). The importance of attitude and appearance in the service encounter in retail and hospitality. Managing Service Quality, 15(2), 195–208. Schawbel, D. (2012). The Power Within: Why Internal Recruiting & Hiring Are on the Rise. Time. Retrieved May 17, 2014, from http://business.time.com/2012/08/15/the-power-within-why-internal-recruiting-hiring-are-on-the-rise/ Sheraton.com. (2014). About Sheraton. Retrieved May 17, 2014, from http://www.starwoodhotels.com/sheraton/about/index.html  Read More