Mentoring Program for Hyatt Hotels Australia - Case Study Example

Mentoring program for Hyatt hotels Australia Name Institution Date Table of Contents Table of Contents 2 Executive Summary 3 1.0 Introduction 4 2.0 Research into the organization, recruitment and retention challenges - Hyatt Hotels Australia 4 2.1 Recruitment and Retention Challenges 5 2.2 Hyatt’s staff development process 6 2.3 Adapting a generic mentoring program in the organization 7 2.4 Current internal environment and factors that might assist or impede the introduction of the program 8 3.0 Solutions and how to implement them 9 4.0 Purpose of mentoring/ benefits of the program 10 5.0 Conclusion and Recommendations 11 6.0 References 11 Executive Summary This paper outlines the necessary steps that form part of the introduction of a mentoring program in Hyatt group. Presented is an investigation into the organization, its mission and values, and the challenges it faces while it dealing with employee recruitment and retention. Also provided is an analysis of the organization’s current employee development program this analysis reveals that the current program does not benefit existing employee and is designed for university students in terms of internships. An assessment of the organization’s internal environment reveals the challenges and strong points for implementation of the program in the organization. Also included are benefits of a successful mentoring program and recommendations on the effective critical steps to be taken so as to ensure success for the program. 1.0 Introduction The current business environment has presented interesting trends. While competition has continued to be a great concern for managers and business owners for the success of the business and enhancement of the profit levels, business establishments and organizations have also had to deal with rising turnover rates that continues to increase in almost all sectors of the economy. High turnover rates have made it difficult to retain top talents and skilled workforce as these individuals always find more attractive jobs elsewhere. With this situation ongoing, mentoring and training has proved to be one of the best ways to reduce the rates and retain the skilled workforce who are vital for the success of businesses and organizations. In this paper, the mentoring process is investigated and a proposal presented that may be adopted by Hyatt Hotels Australia while the organization tries to better its employees’ work experience and personal development. 2.0 Research into the organization, recruitment and retention challenges - Hyatt Hotels Australia Hyatt Hotels Australia is global hospitality company that has been in existence for over 50 years. With the aim of providing satisfactory traveller’s experience, the organization’s destinations provides insider’s guide to exciting cities within the U.S. With the rich experience in the industry, the organization has managed to establish smart architectural designs as well as a highly performing global sales team. The organization is motivated by its unique concepts with a thoughtful approach to growth that has positioned its hotels for success. The organization’s philosophy of authentic hospitality remains its core strength as it delivers service around the world (Hyatt, 2012). Hyatt’s mission is to achieve provision of authentic hospitality by ensuring that it makes a difference in the lives of people it associates with, including owners and guests. By promoting mutual respect, integrity, creativity, intellectual honesty, innovation and fun among its core values, Hyatt seeks to realise its goal of becoming the most preferred brand within each customer segment that it serves for the associates, owners and guests. The organization runs several 5 star hotel establishments including Park Hyatt, Hyatt Regency, Hyatt House, Grand Hyatt and Hyatt Residence club among other establishments around the world. 2.1 Recruitment and Retention Challenges As pointed out by AHRI (2008), recruitment and retention usually go hand in hand. The research organization further notes that recruitment of the right people is the best chances of employee engagement, productivity and long term loyalty. According to a research conducted by organization it was found that different industries experience varying turnover rates when compared with others. The findings showed that the accommodation and food services experience the highest staff turnover of 40.3% per annum. It is true that Hyatt, being in this industry is faced with these challenges. Iverson & Deery (1997) are of the view that turnover may negatively affect organizations by acting as a counterculture to the objective of the organizations especially when service quality and cost minimization are sources of competitive advantage for these organizations. During the survey, AHRI (2008) found out that 64% of the respondents believed that organizations experience retention difficulties, 7% were not sure while 29% believed that there were no difficulty problems. In an effort to find out why employees leave their work places, AHRI (2008)’s findings were as below: Percentage of respondents Reasons for leaving 50 Lack of opportunities 49 Inadequate pay 36 Poor relationship with supervisor/manager 22 Poor work-life balance 22 Lack of training/ development opportunities 15 Promises not kept by management 14 Uninteresting work/ boredom 11 Lack of confidence in the future of the organization 7 Lack of teamwork/cooperation 6 Uncomfortable working conditions 5 Lack of belief in the purpose of the organization 1 Poor corporate social responsibility practices 2.2 Hyatt’s staff development process Currently, the organization engages university students within the organization’s graduate management trainee programme and internships (Hyatt, 2014). During these programs, individuals undergo practical training which greatly contributes to their carrier developments. These engagements also contribute to Hyatt’s commitment to training and development of junior college students who are looking forward to entry level management positions after their studies. However, the organization’s workforce is largely made up of non-graduates or those who already possess a degree and therefore cannot access the trainee programs. These employees, for their current and future job requirements as well as their own career development and general satisfaction, require some form of training and mentoring. Given the turnover rates of the industry, these employees should be put through on job training on specific areas like food and beverage management, concierge, front desk etc. in compliance with the organization’s operating processes and operating standards. Hyatt needs to reconsider its commitment to all employees career planning and development. This can be through a “Leadership and Management Training Program” with extra unit and training opportunities (certification courses in finance, hospitality operations, accounting, event management, accounting, and human resources, catering to all employees’ training needs). These programs could be made available through day-to-day training on the job as well as through e-learning. Given the success and scale of operation of the organization, a small investment into the betterment of its employees should not be met with resistance since the ultimate benefits will certainly overweigh the costs. 2.3 Adapting a generic mentoring program in the organization The organization may put in place several strategies to help it adapt its “Leadership and Management Program” and incorporate it into the already existing practices within the group. The organization may take the following steps in its development and implementation of the program: Selecting specific free lectures through a variety of avenues: universities, iTunes, TED, YouTube Deciding on free modules from beginner to post graduate (open learning and learn direct business management courses) Professional development through creation of new challenges and opportunities that will lead to higher productivity and motivation Availing quarterly questionnaires on program feedback and suitability Organizing team workshops for learning and group interactions since e-learning may become boring and lonely Initiating and maintaining a positive attitude and awareness through change management 2.4 Current internal environment and factors that might assist or impede the introduction of the program As Mansfield (2014) points out, organizations may be faced by several factors that might influence the success of the introduction of a change program. The success may also depend majorly on leadership capabilities of the organization as well as its strategic capability to effectively increase change responsiveness and capacity. The mentoring programme, just as other change management procedures may be hindered by some or all of the following obstacles: Insufficient change management resourcing – this may lead to development of an unattainable program that may not be designed to cater for the organization’s specific needs. An incompetent team may make the implementation impossible. Proper communication: The program needs development of proper communication channels. All employees must be informed of the planning and implementation of the program. While there exists proper communication channels among the top management, it may be a challenge to pass information through to the lower level employees. Hyatt may, however, enhance the communication to its employees through their branch managers and section heads. Ineffective sponsorship for the change management from senior leaders - this may be the result of improper priorities and lack of expertise in the mentoring programs. For the success of the program, Hyatt may source these services from professionals. Middle management resistance: this is one of the factors that may present a huge obstacle. This is a key factor which results from the management’s feeling that the junior staff may gain as much skills as them and substitute them in office. The managers will also feel that they struggled by themselves to achieve their status and everybody else should. These managers therefore show lack of interest in the entire program and may greatly influence the success of the program. Resistance to change from employees: This is yet another factor. The employees may not have the motivation to want to engage in the extra mentoring sections and learning. They may be satisfied with their current working conditions and therefore see no need for the program. Of great importance, however, is the organization’s desire to remain a great force in the hospitality and hotel industry. The organization is able to adequately finance and monitor the program given its numerous qualified managers as well as trained experts. The organization is also equipped with facilities like meeting facilities and conference halls. These may be used to facilitate the training and mentoring programs and ensure success of the program. 3.0 Solutions and how to implement them As Deery (2008) argues, there is need for research into ways that careers as well as professions develop. This will be beneficial to both individuals and organizations and increase job satisfaction and productivity. Hyatt should encourage such research to discover the best way its mentorship program can be implemented. Hyatt must enhance the communication channels to reach all employees in all the Hyatt establishments. This may be done by circulating newsletters and program layout to branch managers who then reach out to other employees. There will all be need for proper selection of mentors and mentees with the right attitudes. The mentors selected must have the following qualities: Time available Genuine interest Excellent listening skills Confident Excellent coaching skills and able to assess feedback Commitment Sensitive to another’s need and development It is also important that the mentors selected support the mission of the program (National mentoring partnership, 2005). Hyatt must also educate the employees on the benefits of the program on the employees themselves and the organization. This way, the employees will find motivation and will support they program. Employee participation is critical for the success of the program. The organization may also seek the advice of qualified professional mentors who will give insight to the challenges and propose possible ways of ensuring success of the program. 4.0 Purpose of mentoring/ benefits of the program By implementing the mentoring program both parties must understand the benefits. The general benefits of the program will include: Promotion of the underrepresented candidates Enhanced employee loyalty Projection of a positive and strong organization brand Talent advancement Ability to fill future vacancies from within Reduce turnover rates, among other benefits 5.0 Conclusion and Recommendations It is agreed that the current system at Hyatt does not attend to the employees’ professional development. This puts to question the organizations commitment to its employees’ growth and development. While most organizations consider such programs expensive and unnecessary, recent trends have proved mentoring to be very instrumental in the performance of employees, their job satisfaction and reduction of turnover in the industry. It is important, therefore, that Hyatt sets up this program and ensures its funding and coordination. During the implementation of the program, Hyatt may establish an independent Mentoring section which will coordinate the program. Since it is needed that the program be sustained into the future, its coordination should be centralised and permanent. With its numerous facilities, the coordinator should organize group meetings where mentees and mentors will meet and interact among themselves. With such a system in place, Hyatt can be assured of a successful mentoring program that will help it achieve its employee needs and growth. 6.0 References National mentoring partnership. (2005). How to Build A Successful Mentoring Program Using the Elements of Effective Practice. Alexandria: MENTOR/National Mentoring Partnership. Deery M. (2008). Talent management, work-life balance and retention strategies. International Journal of Contemporary Hospitality Management; Vol. 20, No. 7, pp. 792-806. Hyatt. (2012). Hyatt development. Retrieved on 24th January 2014 from Mansfield M. (2014). The Adkar model. Professional development Workshop. AHRI (2008). Identifying retention strategies that work, Volume 2, Number 1. Melbourne; Australian Human Resources Institute. Iverson R. D. & Deery M. (1997). Turnover culture in the hospitality industry. Human Resource Management Journal; 7, 4; ProQuest Central pg. 71. Hyatt. (2014). Go from acing your finals to finally beginning your future. Retrieved on 24th January 2014 from < http://hyatt.jobs/index.php?pg=6%C2%A7ion=33> Read More