HR Management, Planning, Recruitment and Employment Law - Assignment Example

HR Management, Planning, Recruitment and Employment Law Table of Contents Task Understand Human Resource Management 3 1 Role and Purpose of Human Resource Management of Hilton Hotels 3 1.2 Human Resource Planning Based on an Analysis of Supply and Demand 4 Task 2 Effect of Employee Relations and Employment Law 5 2.1 Current State of Employment Relations 5 2.2 Effects of Employment Law on HRM 6 Task 3 Understand the Recruitment and Selection Process 7 3.1 Job Description and Person Specification 7 3.2 Compare the Selection Process of Different Service Industries Businesses 9 Task 4 Training and Development in Hilton Hotel 11 4.1 Contribution of Training and Development towards the Effective Operation of Business 11 References 13 Task 1: Understand Human Resource Management 1.1 Role and Purpose of Human Resource Management of Hilton Hotels Hilton Hotels is one of the world’s renowned hotel chains operating its business over more than 24 countries of the world. Due to its values, mission and vision, it has been able to establish itself as one of the leading players in the global hospitality industry. It has its specific mission of becoming the most successful player in hospitality industry throughout the world by having efficient team members. Similarly, it serves the vision of fulfilling the entire world with the warmth of hospitality and service (Hilton Worldwide, 2012). For the accomplishment of its mission and vision, the hotel chain has been focusing on the recruitment of best team members who are competent and skilled to meet the changing needs of clients across the world. It has also been maintaining its human resource management to the fullest as it believes that manpower is the most prominent assets for accomplishing its mission and vision.. Hilton Hotels have acquired a team of skilled personnel who can foster better hospitality services along with train the newly joined members. Apart from these aspects, the hotel chain employs many of the human resource approaches such as employment relations, collective bargaining agreements, training, and recruitment process along with complying with employment laws. The hotel chain believes that proper recruitment will help to find out the finest staff members and those talented students who can develop the condition of the hotel to the extreme level. For the recruitment of the talented group of staff members, the hotel chain has maintained strong relationship with few of the top hotel schools from all over the world (Hilton Worldwide, 2012). Similar to that of the other industries, Hilton has also designed its own employment contract, which determines both the interest of the employer and employee. It determines that all the staff members of the hotel are provided with the advanced and integrated training so as to raise their level of productivity. It has designed its own hard and soft human resource management (HRM). The hard HRM of Hilton refers to the economic strategies of HRM designed for gaining the benefits of competitive advantage and achieving the targets through the low cost of labour. On the other hand, the soft HRM policies of Hilton refer to the higher level of commitment from the managers towards their employees. The managers depict their higher level of commitment in order to develop similar commitment and productivity among the employees (Nickson, 2007). Hilton Hotels believes in the adoption of the aforementioned human resource management strategies for gaining skilled and talented staff members who can accomplish the mission of serving the customers with the best quality hospitality services and filling the entire world with the warmth of services. These processes of selecting talented management are seen to be helping the HR managers to contribute in building up of strong and sustainable workforce. It is also highly believed that with the design of the stronger human resource policies, Hilton hotels can achieve strong business performances (Hilton Worldwide, 2012). 1.2 Human Resource Planning Based on an Analysis of Supply and Demand The HRM of the hotel chain is required to ensure that supply as well as demand is maintained in an effective manner. Additionally, the hotel chain is identified to be growing in an immense way globally with enhanced brand image in relation to services, innovation, and events. Notwithstanding, there are several internal and external factors, which might influence its human resource planning. Internal factors including organisational size and structure can perceive to have considerable impact on its HR planning. In addition, external factors comprising market competition and technological advancement among others can also be recognised to impact the HR supply and demand. In this context, HRM should formulate successful plans in the field of recruitment process, training as well as development and relationship management. Correspondingly, the hotel chain should hire required number of employees through various recruitment sources including internal, external and online sources. Recruitment through these sources would undoubtedly meet its HR demand. However, it is imperative for the hotel chain to design employee training and development program for sharping their skills as well as for building effective relationship with its employees (Hilton Worldwide, 2014). Task 2 Effect of Employee Relations and Employment Law 2.1 Current State of Employment Relations As discussed in the earlier section, Hilton Hotels has been focusing on the building up of strong employment relation so that the mission of the organization is accomplished successfully. The hotel chain has a definite organizational structure wherein the relationship between the employer and employee is stronger and healthier. The HRM of the hotel chain determines that the employees are informed of all information so that they can share their ideas and knowledge in the workplace for better service design. In addition, the hotel chain follows the organizational culture wherein training and development of the employees is given higher priority. The HRM of the hotel chain believes that reward and compensation is the best method to motivate their employees towards the achievement of organizational goals and objectives. The hotel chain has also framed its collective bargaining agreement to protect the interest of the organisation and employees. In the collective bargaining agreement of Hilton, it is mentioned that all the employees must be provided with rewards and compensation along with fulfilment of responsibilities towards their families (Boardman & Barbato, 2008). Besides the above facilities, the employees of Hilton hotels have been provided with the facility of negotiation regarding the facilities to be provided in terms of their employment. Negotiation is seen to be helping the employees to share their ideas and participate in the group decision making while working within the team. The HR managers of the hotel believe that participation of the employees in the setting of the goals and objectives will encourage their morale and provide motivation towards the work. The HRM policies of the hotel chain also comprises of successful management of conflicts to promote well-being of the employees and organization. The business decision of the team members of the hotel chain is motivated by the sound judgment irrespective of the personal interest of the employees. The role of the team members expands their role by preventing those situations, which can cause organizational conflicts. It is also observed that the team members or the managers of the hotel chain possess the adequate skill of resolving the conflicts and implement procedures for grievance handling within the organization (Hilton Worldwide, n.d.). Hence, it can be stated that Hilton has been maintaining a strong employment relations in its organization. In the current scenario, it has been successful in maintaining effective human resource policies and practices. 2.2 Effects of Employment Law on HRM Hilton Hotels, being one of the renowned organizations has been abiding with the legislative framework for its smooth functioning. Taking into account the legislative framework of the United Kingdom (UK), the hotel chain can be seen to be complying with Employment Relations Act that protects the rights of employees under the legal framework. It also prohibits any kind of discrimination against the employees in their respective workplaces (Mooney-Cotter, 2013). The hotel chain also follows all the rules and regulations under the Employment Rights Act 1196, which provides the statutory rights of the employees under the employment framework. If the managers of the hotel chain are found to breach any legislative obligations, it empowers employees to seek for the proper treatment. The Employment Rights Act 1996 provides the employees of Hilton hotel in the UK with the numerous rights of employment. Employees are entitled to receive a written statement of terms and conditions of employment under this Act. It also provides the staff members with the complete details of the right to protest against unfair dismissal from the job. It specifies that under certain grounds of contract of employment, an employee cannot be unfairly terminated from the job (Black White and Grey, n.d.). Besides all the above mentioned legislative framework adopted by Hilton Hotels, it has also been observed that the staff members of the hotel chain are protected with the benefits such as retirement policies, health retirement policies, contract for retirement and dismissal and also the paternity and maternity rights. For the protection of the employees in Hilton, it abides with the Maternity and Parental Leave Regulations 1999, which states that the employees have the right to take leave for taking care of the child and during the maternity cases. On the other hand, the hotel chain has also been maintaining all the legal frameworks described by ACAS (Advisory, Conciliation and Arbitration Service), which is also a statutory body of Employment Protection Act 1975. This legal body aims at implementing effective employment relations for bringing improvements in the workplace and its functioning. It also serves for the interest of the employers such that it helps in resolving conflicts whether among the employees or organization (Crown, 2012). From the above discussion, it can be assessed that Hilton Hotels has been abiding with the employment law, which in turn affects its human resource policies. Task 3 Understand the Recruitment and Selection Process 3.1 Job Description and Person Specification Job description is an important consideration for recruiting as well as retention of competent individuals for the selected job posts. Job description provides an immense understanding about the professional as well as the qualification requirements. In this regard, the job description of HRM of the hotel is significant towards that the development of competent human resources based on which the hotel might be facilitated in performing business operations competitively. The HRM is directly related to the operations of the hotel and its performances. In this respect, the implications of the HRM practices are closely associated with the financial performances. In addition, HRM is identified a vital element responsible for enhanced service quality and positive perceptions of customers. In this context, HR manager is an important specification for managing the service level as well as brand position of the hotel globally (Hung, 2006). Human resource (HR) manager is identified to play an effective role in managing as well as coordinating the operations of the employees. HR manager is entrusted with the duty of scrutinising and ensuring that appropriate individuals are selected. Additionally, HR manager is also required to keep a track on the proofs regarding qualifications and other relevant documentations that are essential. Contextually, HR manager is accountable for playing effective role towards the management of employees in ensuring that business operations are conducted in accordance with the determined goals as well as objectives (Tompson, 2007). HR manager is required to diverse responsibilities in the field of managing employees for the extended operations of the hotel on global market segments. HRM practices are identified to be important considerations towards the outcomes of the hotel’s performances. HRM is a significant factor accountable for improving the service quality of the hotel and is also interrelated with it. HR manager is required to be proficient in approach, so that business operations of the hotel are conducted efficiently. Contextually, HR manager should possess certain specific qualities that include innovativeness, good communication abilities, creativity, prompt decision-making capabilities, and technical knowledge. In the present contemporary market environment, HR managers are also required to have technological knowledge for effective management of employees (Hilton Worldwide, 2014). HR manager is also required to possess different skill-sets that include multitasking, organising, conflict management, change management and problem-solving skills. In addition, HR manger is also required to have necessary leadership skills with the intention of managing as well as leading the employees in accomplishing the desired business objectives successfully. In the present complex as well as competitive market scenario, HR manager should possess analytical along with strategic formulation capabilities with the aim of enhancing business competencies and building brand image. In this respect, HR manager should reveal adequate experiences and competency in tackling different job responsibilities associated in managing diverse operations of different departments of the hotel. HR manager should possess diploma as well as master degree in HRM, so that adequate professional as well as practical knowledge is acquired in order to conduct operations with better efficiency. Subsequently, HR manager of the hotel possessing all the required skills will be facilitated with the opportunity of performing required operations in a competent as well as flexible manner (Hilton Worldwide, 2014; Ahammad, 2013). 3.2 Compare the Selection Process of Different Service Industries Businesses Selection Process of Hilton International HRM of Hilton Hotels follows a certain specific selection procedures based on which employees are required to be recruited systematically. In the selection process, HRM of the company is required to play effective role, as HRM is required to manage in excess of 665 properties. Moreover, the HRM of the hotel is also required to manage a team of around 100,000 members. The HRM is entrusted with the responsibility of seeking that the selection as well as retaining process of the hotel is based on recruiting competent team members. The HRM of the hotel is also entitled with the responsibility of managing individuals effectively, so that customers are offered with effective hospitality experience. In this regard, the selection process of the hotel is based on Hilton Management Services i.e. Human Resources systems. In accordance with the systems, the selection process is based on certain aspects that include PeopleSoft as well as SuccessFactors. The HRM with the assistance of the systems is able to retain as well as recruit talented graduates for better retention of competent employees in order to perform operations effectively. The HRM of the hotel has developed strong relationship with renowned hotel schools on a global context. Additionally, the hotel is also identified to be aligned with industry leaders in the field of internet recruiting as well as electronic tracking applicants, so that skilled and competent candidates are recruited. The hotel is operating on a global context and in this regard, the HRM follows international HRM strategies, which include recruitment, development as well as performance evaluation, recognitions and rewards. The HRM with the assistance of international HRM strategy is facilitated in managing and employing competent employees with the intention of providing services beyond the expectations of customers (Ahammad, 2013). Selection Process of McDonalds McDonalds is one of the biggest businesses relating to family restaurants. The restaurant seeks to achieve its objective by offering quality services to customers. In this regard, the restaurant focuses on the people that include customers and employees. It ensures that right individuals are selected for the job and are also provided with right environment. In the selection process, the restaurant ensures that the individuals are provided with the opportunity of different rewards as well as benefits. Additionally, the restaurant also ascertains that the selection process is conducted with diversity, flexibility as well as equality. Contextually, the restaurant has framed a two-step application process. Initially, candidates are required to apply through online application and accordingly, candidates are invited for ‘On Job Evaluation’ (OJE) as well as interview. In the process, a candidate will be required to work in a customer facing area with full instruction. The candidate will be required to work for around 15 minutes. Subsequently, candidates are called for interview with the Business Manager. The selection process lasts for around 30 minutes (McDonald’s Corporation, 2008). Thus, it can be identified that the selection process of Hilton Hotels and McDonalds are similar with respect to conducting online application. However, the selection process of the two companies are different in relation to the strategies adopted these two organisations. Notably, Hilton implements international HRM strategy and on the other hand, McDonalds adopts internal selection process Task 4 Training and Development in Hilton Hotel 4.1 Contribution of Training and Development towards the Effective Operation of Business In the above-mentioned section, it has been observed that Hilton hotel emphasizes on the training and development of the staff members with an intention to accomplish their mission and vision successfully. Similar to that of the other players in hospitality industry, it has a strong belief that training and development is the best way to grow the feeling of service towards the customers. Training and development requires huge range of activities such as formal and informal training and making plans for training of new joined staff members. Apart from this, it is also stated that proper training and development programs are designed for providing positive impact over the organizational performances. Training and development is one of the beneficial tools for enhancing the attitudes, empowerment and level of motivation among the team members. In regards to this matter, it is evident that the HRM personnel of Hilton Hotels have the adequate knowledge regarding the role rewards and benefits and also competent enough to train the newly recruited members. It is also found that Hilton conducts both the on-job and off-job training for their staff members. The regional training managers or the person assigned for the purpose also fulfils the responsibility of looking whether the training programs meet the standards of Hilton’s brand (Hilton Management Services, 2014). One of the scholar, Aguinis & Kraiger (2009) states that training and development programs not only rises the performance level of the organization but also helps in acquiring new skills and competencies. Aguinis & Kraiger (2009) also considers that training not only enhances the practical and theoretical knowledge of the staff members but also develop their strategic knowledge. From the above discussion and learning, it can be understood that Hilton Hotels has been maintaining its human resource policies in an effective manner. With compliance to those practices, the hotel chain has been successful in promoting its business in the global market along with making a successful move towards the achievement of its goals and objectives of fulfilling requirements of clients with the warmth of hospitality and services. References Aguinis, H. & Kraiger, K., 2009. Benefits of Training and Development for Individuals and Teams, Organizations, and Society. The Annual Review of Psychology, Vol. 60, pp. 451-474. Ahammad, S., 2013. Importance of Training in Hotel industry. Tourism Studies. [Online] Available at: http://sh.diva-portal.org/smash/get/diva2:651957/FULLTEXT01.pdf [Accessed June 29, 2014]. Brown, S. P., 2008. Business Processes and Business Functions: A New Way of Looking At Employment. Monthly Labor Review, pp. 51-69. Black White and Grey, No Date. Employment Rights Act 1996. Employment Law. [Online] Available at: http://bwglaw.co.uk/library/employment-law/employee-rights/employment-rights-act-1996 [Accessed June 28, 2014]. Boardman, J. & Barbato, C., 2008. Review of Socially Responsible HR and Labour Relations Practice in International Hotel Chains. International Labour Office, pp. 1-45. Crown, 2012. Advisory, Conciliation and Arbitration Service (ACAS). The Stationery Office Limited. Hilton Management Services, 2014. HR & Training. Management Services. [Online] Available at: http://www.hiltonmanagementservices.com/en/support-functions/human-resources-training.html [Accessed June 28, 2014]. Hilton Worldwide, No Date. Code of Conduct. Culture of Integrity, pp. 1-24. Hilton Worldwide, 2012. Discover our vision, mission, and values. About Hilton Worldwide. [Online] Available at: http://www.hiltonworldwide.com/about/mission/ [Accessed June 28, 2014]. Hilton Worldwide, 2012. Recruiting talent. Retaining team members. Human Resources & Training. [Online] Available at: http://www.hiltonworldwide.com/development/management-services/hr-and-training.html [Accessed June 28, 2014]. Hilton Worldwide, 2012. Talent is Our Specialty. Human Resources. [Online] Available at: http://jobs.hiltonworldwide.com/en/areas-of-talent/human-resources-jobs/ [Accessed June 28, 2014]. Hilton Worldwide, 2014. A Legacy of Innovation. About Hilton. [Online] Available at: http://www3.hilton.com/en/about/index.html [Accessed June 29, 2014]. Hung, T. K., 2006. The Impact of Human Resource Management Practices on Service Performance of Taiwanese Hotel Industry - Organisational Commitment as a Mediator. International Journal of the Information Systems for Logistics and Management (IJISLM), Vol. 1, No. 2, pp. 109-116. McDonald’s Corporation, 2008. Recruitment & Training at McDonald’s. People. [Online] Available at: http://www.mcdonalds.co.uk/content/dam/McDonaldsUK/People/Schools-and-students/mcd_recruitment_training.pdf [Accessed June 29, 2014]. Mooney-Cotter, A. M., 2013. Race Matters: An International Legal Analysis of Race Discrimination. Ashgate Publishing, Ltd. Nickson, D., 2007. Human Resource Management for the Hospitality and Tourism Industries. Elsevier. Read More