Why Assessment of HR Needs Is Important for Ritz Carlton Hotel - Assignment Example

? Human Resource Executive Summary Human resource management is a practise that focuses on the level of performance in an organization. In essence, its focal point is based on both individual and team work performance in various department in an organization. HR architecture incorporates competencies, employee behaviour practises and system that have a great role in the utilization and management of human resource. In light of this, Ritz –Carlton Hotel Company has for the second time received an award of the Baldrige National Quality, and is continuously earning top ratings from leisure industry. The company is aware that employees must be qualified for specific positions to ensure that the company prospers in the market. This is demonstrated through the intensive training that the company gives to newly hired employees into the staff of stell ar award –wining service providers. Basically, Ritz -Carlton Hotel Company begins their long process of incorporating individuals into the Company through orientation, a key process that created a team of employees who share the same vision and goals. At Ritz –Carlton Hotel Company, assessment of needs is important as it enables the Human Resource manager to ground justification for development of a training program to determine the actual needs of our associates or employees. Moreover, the Company has numerous learning strategies ought to be applied in relation to induction of new staff, customer service, interpersonal skills, over and above, development of team skills and leadership skills. After learning strategies have been implemented through various training sessions, it is important to evaluate them to fully establish their effectives. Basically, measuring the effectiveness of such programs consumes valuable time and resources although it is worth the course. Of importance to note is that the business environment is continuously flowing. Introduction Human resource management is a practise that focuses on the level of performance in an organization. In essence, its focal point is based on both individual and team work performance in various department in an organization. Besides, it uses management systems to assess the organizational performance, over and above, creating a sustaining competitive advantage so as to achieve a considerable financial performance (Armstrong, 2007). Consequently, HR architecture incorporates competencies, employee behaviour practises and system that have a great role in the utilization and management of human resource. During implementation of the human resource, an organization should put more focus on key strengths and potentiality that are necessary. In light of this, Ritz –Carlton Hotel Company has for the second time received an award of the Baldrige National Quality, and is continuously earning top ratings from leisure industry (Kapoor et al., 2012). It is worth noting that the awards and excellent customer service had emanated from a strategic human resource practise that has dominated the company. Apparently, the company is aware that employees must be qualified for specific positions to ensure that the company prosper in the market. This is demonstrated through the intensive training that the company gives to newly hired employees into the staff of stell ar award –wining service providers. Basically, Ritz -Carlton Hotel Company begins their long process of incorporating individuals into the Company through orientation, a key process that created a team of employees who share the same vision and goals. Armstrong, 2007 argues that orientation infuses new employees with the company character, over and above, getting information about the history of the company and its endeavours. After general operations, employees are placed according to their qualifications. Job-specific training is designed and delivered by five best employees in each job category. For instance, waiters attend training sessions with veteran waiters who serve as coaches (Martin, 2006). Through this, waiters are taught how to use language that fits the Ritz-Carlton image. Coaches also teach the new hire to think about the situation from the customers perceptive, imagine the customer’s reactions and to anticipate the concerns of each customer. Simply, the hotel goal is to create a work force whose attitude and habits are perfectly aligned with the hotel’s values (Mason and Hyman, 1995). Assessing the development needs of the Ritz –Carlton Staff At Ritz –Carlton Hotel Company, assessment of needs is important as it enables the Human Resource manager to ground justification for development of a training program to determine the actual needs of our associates or employees. The reason why needs assessment is crucial in this company is that it saves money, time and increases the value in the outcomes training efforts (Pepitone and Bruce, 1999). In essence, a training analysis is carried out to establish the areas of knowledge or behaviour that training needs to accomplish with learners who are employees. It begins with considering the results the company needs from the learner, the knowledge that the learner has presently, and finally establishes the knowledge and skills that the learners ought to gain in relation to performance gap. Moreover, it points out when training should occur and those who qualify for attendance. With reference to the resources and needs of Ritz –Carlton, a training analysis will highly likely incorporate detailed inventory of skills and the general review of performance results. According to Podolny 2008, bearing in mind that this is the primary evaluation of needs to take place in this company, it would be necessary to distinguish between training to fill the performance gap and or training to fill the growth gap in terms of promotion or filling another open position in the company. During assessment of needs, the first step entails checking and analysis the actual performance of the organization and employees against the existing and set standards. Additionally, it should be easy to examine the goals of the company, internal and external constraints, over and above, the current climate. It is worth noting that, although the company is doing well in the market, the standard should be upheld through the assessment of needs to ensure that the company maintains a competitive advantage (Pynes, 2009). Needless to mention, Ritz –Carlton Company, through the Human Resource, must be in a position where they can name the desired or necessary conditions for the entire company and personal success. Basically, they should focus on the necessary tasks, understanding and capacity required to work effectively (Pepitone and Bruce, 1999). This should incorporate the critical tasks that ought to be incorporated in managing human resource. Issues such as more opportunities through innovation and use of new technologies, taking advantage of the company’s strength, having mandated trainings from the right authority, as well as, working on the impending change like outside competition should become the stepping stone for needs assessment as Ritz –Carlton Company (Schneider et al., 1994). Once a record for training and development, career and company development at Ritz –Carlton is fixed, priorities ad important needs should be acknowledged and addressed with regard to their specification. For instance, a cost benefit analysis should be performed especially in determining the cost of a challenge in the company as compared to the cost of executing a solution, in terms of whether it is a legal mandate, executive pressure, the population it covers and the influence that is generated by the specifications of the customer and the expectations. In case the needs have a relative low importance, then it would be better to devote more time in addressing challenge that are related employee performance with greater value and impact (Podolny,J.,2008) Of importance to note is that, immediately the company prioritises and focuses on the critical needs, it should further identify specific challenges and opportunities in the company. This gives analysis on whether employees are doing their work in an appropriate way. In relation to this, it is crucial that the company contemplated moving the performance of the employees in a new direction. According to Schneider et al., 1994, company development may provide challenges especially when it based on the system of change. Such interventions consist of strategic planning, performance management, and reconstruction of the company. Learning Strategies that are Employed for Specific Learning Needs At Ritz –Carlton Company numerous learning strategies ought to be applied in relation to induction of new staff, customer service, interpersonal skills, over and above, development of team skills and leadership skills (Sims, 2007). Induction of new staff Hiring of new staff can be time consuming and costly. Moreover, the expectation of the Human Resource manager it that the employees should settle down in the shortest time possible and begin working as expected. Thus, an induction process is necessary as it ensures that the new hires feel comfortable in their new job and have a good relationship with fellow workmates. New employees need to understand the Company’s mission, goal, and values, philosophy, and personnel practises with the inclusion of the job description. As a HR manager, it is your responsibility to ensure that the induction training is properly planned. In fact, proper induction training has ever more a legal requirement where employers have a formal duty of providing new employees with all the relevant information and training especially relating to health and safety (Kapoor et al., 2012). Customer Service Customer service is among the most important department in any business entity. At Ritz –Carlton Company, it is the most fragile department as entails dealing with customers issues, complains and concerns. In relation to this, HR manager must come up with a learning and development solutions that target better and improved customer service. It is so because, the company had a majority of customers that flow in to their company for food and drinks. Consequently, it should be noted that a company such as At Ritz –Carlton Company need to establish the complaints from customer work on them immediately. Moreover, learning how to handle customers is a continuous process that requires continuous training. Interpersonal Skills Sims 2007 argues that, interpersonal skills are an essential feature in all companies or organizations. Every HR manager should ensure that all the workers go a thorough learning process on how to use interpersonal skills in the company. In essence, the interpersonal skills include working with others, respecting their view, over and above, presenting personal views that are non – confrontational. There should also be communication effectiveness, particularly in team work whose aim is to achieve a common goal. Development of team skills The HR manager at Ritz –Carlton Company should be able to initiate learning strategies that entail employees developing team skills that are crucial especially if the company is enthusiastic in prospering in the market. In team work, every individual is expected to give a contribution of his or her idea to solve a particular problem or challenge. Teamwork is encouraged in the workplace because it brings together different ideas and work is do ne in a quicker and effective way (Pynes, 2009). Development of Leadership Skills Mason and Hyman 1995 argue that development of effective leadership is an issue that demands time and involvement especially the concerned parties. The HR manager should be in a position to identify employees, who have a sense of independence, good interpersonal skills and relation – management skills. Such individuals suit best in heading various departments in a company. Moreover, the HR should ensure that he prepares frequent training to develop leadership skills to potential employees. Good leadership skills translate to a productive working force that required by Ritz –Carlton Company. Evaluating Learning Strategies to Determine their Level of Effectiveness After learning strategies have been implemented through various training sessions, it is important to evaluate them to fully establish their effectives. Basically, measuring the effectiveness of such programs consumes valuable time and resources although it is worth the course. As a HR manager, it is crucial to have well structured measuring system that is able to demonstrate the significance of the benefits that have been established through training. Of importance to note is that the business environment is continuously flowing (Turnbull and Blyton, 1992). Numerous models are used to determine the effectiveness of the learning strategy. However, one commonly used model is the Kirkpatrick Model. This effectiveness model has four levels that are used to analysis the effectiveness. These levels consist of reaction, learning, behaviour and results. Through these levels it is easy to establish whether the program was worth the course (Armstrong, 2007). In the reaction level, there is a detailed manner on how the employees found the training, in terms of usefulness, challenge and structure. The learning level entails the extent at which employees improved their knowledge, skills and attitudes in relation to the training. Additionally, the behaviour level gives details in the possible change of behaviour in the company as a result of training. The final level incorporates organizational benefits that might have resulted from the learning strategy. In general, the use of this model gives an outline of how the company should operate (Martin, 2006). Conclusion Human resource management is a practise that focuses on the level of performance in an organization. In essence, its focal point is based on both individual and team work performance in various department in an organization. In light of this, Ritz –Carlton Hotel Company, has for the second time received an award of the Baldrige National Quality and is continuously earning top ratings and leisure industry. Basically, Ritz -Carlton Hotel Company begins their long process of incorporating individuals into the Company through orientation, a key process that created a work force with similar vision and goals. At Ritz –Carlton Hotel Company, assessment of needs is important as it enables the Human Resource manager to ground justification for development of a training program to determine the actual needs of our associates or employees. The reason why needs assessment is crucial in this company as it saves money, time and increases the value in the outcomes training efforts. Of importance to note is that, immediately the company prioritises and focuses on the critical needs, it should further identify specific challenges and opportunities in the company. At Ritz –Carlton Company numerous learning strategies ought to be applied in relation to induction of new staff, customer service, interpersonal skills, over and above, development of team skills and leadership skills. As a HR manager, it is crucial to have well structured measuring system that is able to demonstrate the significance of the benefits that have been established through training. Of importance to note is that the business environment is continuously flowing. Bibliography; Armstrong, M., 2007. A Handbook Of Human Resource Management Practice. London [u.a.] : Kogan Page. Kapoor, J. et al., 2012.Business.Mason, OH: South-Western Cengage Learning. Martin, V., 2006. Managing Projects in Human Resources, Training & Development. London: Kogan Page. Mason, B. and Hyman, J.,1995. Managing Employee Involvement and Participation. London [u.a.]: Sage. Pepitone, J. and Bruce, A.1999. Motivating Employees. New York: McGraw-Hill. Podolny,J.,2008. Status signals: a sociological study of market competition. Princeton, N.J.; Woodstock: Princeton University Press. Pynes, J., 2009. Human Resources Management for Public and Non-Profit Organizations: A Strategic Approach. San Francisco, CA: Jossey-Bass. Schneider, C., et al., 1994. The Training and Development Sourcebook. Amherst, Mass.: Human Resource Development Press. Sims,R.,2007. Human Resource Management: Contemporary Issues, Challenges and Opportunities. Greenwich, Conn.: Information Age Pub. Turnbull, P. and Blyton,P.,1992.Human Resource Management : Conflicts and Contradictions. Sage Pubns. Read More