The big hospitality company is today, owning and managing almost 1,000 properties, in form of franchise. The organization it depends on an employment workforce of about 145,000. About 34 percent of the employees are believed to be United States nationals, and who carry out their duties within the country. The management of the chain of hotels strives to rise above other significant players in the market on key issues such as recruitment and selection of employees, trainings, policies and employee productivity, since revenue is mainly based on the four organizational tenets. Recruitment and selection According to Jameson (2011), Starwood is developing at an extraordinary rate, thanks to sound policies guiding staffing. The company believes in effective staffing as it is the key effective human resources. The organization has initiated proactive action initiatives and implemented different initiatives aimed to prepare internal and external applicants to solve the problem of the company’s advancing staffing requirements, from the lowest positions to the top management levels. Apart from these programs, the company practices online-based recruitment program to access a wide range of potential employees across the world (Choi, 2003). The online recruitment avenue enables candidates to frame their job hunt with respect to their qualifications. These factors include their brand inclinations, geographical location, and professional qualifications among other issues (Liyakasa, 2011; Choi, 2003).
Additionally, the flexible nature of the Internet tool allows for more efficiency and simplicity in the staffing process. The online tool also offers applicants the opportunity to subscribe to electronic mails of job alerts. Job alerts enable new applicants to receive information on their dream job vacancies or preferred deployment locations (Lockyer, 2007). Trainings Starwood's commitment to projecting the essence of education in an organization ensures that training programs are maintained within the organization. The training programs mainly target new employees or those set for promotion. Training is part of Starwood organization culture because the management links high employee efficiency to knowledgeable and skillful workforce. Starwood continuously establishes and improves training initiatives through to achieve more customer satisfaction and better returns (Liyakasa, 2011). Service Culture training, for instance, which targets the hotel management team members and key stakeholders in the cadre, is an imperative brand precepting and service improvement program that ensures better guest satisfaction. Additionally, Starwood's Branded Guest service orientation program offers the workforce the guideline to achieve the corporate goals. This, eventually provide an exposure that turns first-time revelers into repeat customers. In general, Starwood’s comprehensive preparation for associates enables the participants to gain the clear knowledge and actions needed to accomplish the brand promise, whereas manager training aims to impart the necessary skills needed to lead and improve an organized guest service attitude (Beirne, 2005). Policies Starwood formulates and implements various organizational policies aimed to improve its market share and streamline its operations in tandem with the rules of the game in the industry. The main policies of the organization revolve around moving past set goals, empowering the communities, and appreciating