Key Challenges of Using HRD in Hotel Eel - Case Study Example

Human Resource Development Name Institution Name Date Introduction Human resource development (HRD) focuses on improving the capacity of the employees towards fulfilling the requirements of an organisation. An effective HRD framework addresses needs analysis in terms of task, strategic/organisational and person analysis. Planning a research and development program includes identification the needs of the employees, developing and marinating organisational structures, providing appropriate resources, and developing overall efficient. The focus of the current study is Hotel Eel, which is a three star hotel offering accommodation, food, and conferencing facilities. Hotel Eel has been in operation for the last 25 years and have integrated different strategic requirements that targets the improvement of employees and achieving strategic objectives. The essay discusses the key challenges facing Hotel Eel, effective HRD aspect in Hotel Eel and documenting recommendations that Hotel Eel should incorporate into the overall operational and management of HRD. The Key Challenges of using HRD in Hotel Eel Numerous challenges exist that limits implementation of HRD in Hotel Eel. The leadership is not responsive to the requirements and needs of the employees. The leadership style also does not consider the changing working conditions and globalisation (Datta, Guthrie, & Wright, 2005; Heijde & Van Der Heijden, 2006). Hotel Eel attracts both local and international customers meaning the leadership should reflect the changing requirements of the customers (Torraco, 2005; Wall & Wood, 2005). However, the leadership does not incorporate the changing needs into the human resource sector (Aguinis & Kraiger, 2009; Le Deist & Winterton, 2005; Jiang et al. 2012). It means that Hotel Eel does not have an effective human resource development that focuses on improving employee competence. The employees are unable to improve their skills and unable to be responsive to the working and industry requirements. The second challenge is about equality and diversity (Khilji & Wang, 2006; Le Deist & Winterton, 2005; Lengnick-Hall et al., 2009). The HRD has to focus on cohesion, and an HRD professional has to shape, support, and embed good approaches to advance the requirements of the organisation rather than facing challenges and limitations of inclusivity. The diversity should be focused in terms of employment opportunities, policy development, terms of references, roles and responsibilities and service and product access (Avey, Luthans & Jensen, 2009; Heijde & Van Der Heijden, 2006; Jiang et al. 2012). However, these variables are not included into the development of the employees meaning efficiency is affected. Training and development should be customised based on the objectives of an organisation and Hotel Eel has not integrated the variables of equality and diversity (Becker & Huselid, 2006). The aspect of equality incorporates remuneration, motivation, and other benefits associated with employment. Hotel Eel lacks an effective framework of championing equality and diversity (Colbert, 2004; Wall & Wood, 2005; Heijde & Van Der Heijden, 2006). The third challenge is understanding the objectives of the organisation and aligning the objectives with organisational development and human resource sector (Chen & Huang, 2009; Jiang et al. 2012). Organisation has to understand the strategic obligations and recruitment the employees for the position. It is inappropriate for an organisation to focus on the employees before determining their position including skills. Hotel Eel focuses on employees rather than the demands and references of the position to determine the appropriate employee (Aguinis & Kraiger, 2009; Le Deist & Winterton, 2005). Implementing HRD in Hotel Eel would create more challenges because the employees do not understand their positions within the hotel and other job descriptions fundamentals (Datta, Guthrie, & Wright, 2005; Heijde & Van Der Heijden, 2006). Hence, the effectiveness of the implementation of HRD depends on the job description and the ability of an employee to complete tasks associated with the position. Aspects of HRD Done Well in Hotel Eel Hotel Eel appreciates talent management and has development numerous measures and mechanisms to champion the requirement. Hotel Eel is able to talent sport and develops effectively, and to deploy the employee. In a real sense, the HRD at Hotel Eel is flexible and continuously supports the requirements of the employee (Avey, Luthans & Jensen, 2009; Collins & Smith, 2006; Kang, Morris & Snell, 2007). The support is appropriate, but limitations on training and development are evident (Perry, 1993; Wall & Wood, 2005; Khilji & Wang, 2006). The talent management is focused on ensuring the employee turnover is a minimum rather than improving the competence and capacity of the employees. Hotel Eel is effective when it comes to measuring business metrics and HR operational. In the measurement, some of the considered variables include business alignment, effectiveness, and efficiency (Becker & Huselid, 2006; Wright & McMahan, 2011; Heijde & Van Der Heijden, 2006). These measurements are aimed at understanding the operational measures with respect to HR function and strategic people in that how business decisions are arrived at (Khilji & Wang, 2006; Lengnick-Hall et al., 2009; Sun, Aryee & Law, 2007). The effectiveness of the framework is to understand different factors that impact the business and how these factors can be aligned with the organisation. It means Hotel Eel clear information on the capacities of each of the employees (Martín-Alcázar, Romero-Fernandez & Sánchez-Gardey, 2005; Aguinis & Kraiger, 2009; Jiang et al. 2012). However, the poor training and development regime means that the measurements are not used to improve competence and capacities of the employees. Therefore, Hotel Eel should translate these variables into ensuring the organisation operates effectively. Even though Hotel Eel does not have an effective HRD program, Hotel Eel implements a flexible HR organisation design. Hotel Eel’s HR is flexible and agile to the dynamisms within the industry even though it implements repeated and obsolete strategies (Chuang & Liao, 2010; Collins & Smith, 2006; Le Deist & Winterton, 2005; Heijde & Van Der Heijden, 2006). The HR structural model that Hotel Eel embraces is a combination of decentralised and centralised in ensuring the roles and objectives are accomplished effectively (Avey, Luthans & Jensen, 2009). However, the successful component is flexibility in that other employees can step in for absentee employee or collaborate in accomplishing duties depending on the number of customers and workload. Recommendations to Hotel Eel: Individual and Organisational Performance The management and leadership at Hotel Eel have to implement on-the-job training to contribute to the advancement of innovation and tacit skills (Martín-Alcázar, Romero-Fernandez & Sánchez-Gardey, 2005; Datta, Guthrie, & Wright, 2005; Jiang et al. 2012; Kang, Morris & Snell, 2007). The training also improves the technical skills and contribute to the development of declarative knowledge and enhance strategic abilities improving overall skills. The aim is to align the objectives of the company with the competence of the employees. The training and development can take different forms including when an individual is employed and continuous training in the job (Datta, Guthrie, & Wright, 2005; Jiang et al. 2012). For example, an individual can be trained to address complaints from the customers and other market dynamic requirements. It ensures the capacity of the employee is improved translating in the improvement of performance. The managers and leaders have to be trained to understand the requirements of the organisation and strategic needs (Wright & McMahan, 2011; Datta, Guthrie, & Wright, 2005; Jiang et al. 2012). Training the management improves their self-management skills and trainees’ self-efficiency to the improvement of performance consistency. The management main role is to lead and guide other employees towards achieving organisational goals. The managers have to understand the numerous approaches to improve the workplace environment, appreciate the uniqueness of the employees, and be in a position to balance the requirements and needs of the employees and customers (Wall & Wood, 2005; Lengnick-Hall et al., 2009). The aim is to ensure the management addresses complaints from the customers and other changes, with reference to other employees. For example, the management should not favour the customers without hearing from concerned employees. The management would also be able to create mechanisms to counter market dynamics and other favorable that affects the market and industry. The training and development should focus on cross-cultural training whereby the employees are trained to fulfill their respective in a different culture and psychological environments (Khilji & Wang, 2006; Wall & Wood, 2005; Lengnick-Hall et al., 2009). Culture is integral to the success of an organisation and training the staff to integrate culture in the operations is crucial (Martín-Alcázar, Romero-Fernandez & Sánchez-Gardey, 2005; Le Deist & Winterton, 2005). The culture should also focus on empowerment of the individual employees and the different teams. For example, the employees can be taken for bonding sessions, which results in understanding each other weaknesses and strengths (Wall & Wood, 2005; Lengnick-Hall et al., 2009). It ensures conflict and misunderstands are minimised while the performance is improved. For instance, team members who understand each other and acknowledges the objectives and goals of an organisation are in a position to work together towards achieving the goals (Becker & Huselid, 2006). Hence, Hotel Eel implementation of training and development program is crucial in creating a cohesive team resulting in an improvement in overall performance. The management and leadership team should focus on the overall development through encouraging a learning organisation (Datta, Guthrie, & Wright, 2005; Heijde & Van Der Heijden, 2006; Le Deist & Winterton, 2005; Kang, Morris & Snell, 2007). A learning organisation affords the employees with skills linking organisational strategy to other variables such as coaching, mentoring, championing, marketing learning programs and benchmarking (Becker & Huselid, 2006). The also should have the ability to assess, design and deliver workplace learning and the learning is maintained and applied on the job to increase performance. The focus should not only be the actual learning but support transfer of learning (Datta, Guthrie, & Wright, 2005; Jiang et al. 2012). The management and leadership of Hotel Eel should increase the transfer of learning through implementing numerous processes including reminding the employees to continue maintaining changed behaviours, creating effective training programs, and removing organisational and personal barriers (Becker & Huselid, 2006). The transfer of learning contributes to competitive advantage because new employees understand easily the aims and goals, while also appreciating the culture and other core values (Datta, Guthrie, & Wright, 2005; Jiang et al. 2012). Hotel Eel has to appreciate the importance of transfer of learning towards improving the performance and objectives. Thus, the transfer of learning is crucial for the success for any organisation. The impact of the improvements is numerous to the organisation and to the respective employees (Becker & Huselid, 2006; Collins & Smith, 2006). The performance of the employees would improve, which means that the organisation performance will also improve (Guest, 2011). Ensuring the employees understand their roles and have competencies to complete the tasks means that the overall achievement of organisational strategies are possible (Aguinis & Kraiger, 2009; Heijde & Van Der Heijden, 2006). The success of the employees contributes to the success of the organisation. The performance of the employees and organisations can be benchmarked and use different indicators (Collins & Smith, 2006; Kang, Morris & Snell, 2007). For example, the performance of an organisation can measure in terms of achieved goals and financial statements while the individual performance can be measured through speed and quality of the completed tasks/activities, the overall perception of the employees, and general motivation of the employees to advance the organisational strategic goals. Conclusion In conclusion, human resource development (HRD) is integral to the success of any organisation. The organisation should understand the different deliverables and streamline the employees into achieving the identified requirements and needs. Hotel Eel faces numerous HRD challenges such as unresponsive leadership, lack of effective development framework, and aligning human resource to organisational strategies. The effectiveness of Hotel Eel includes effective talent management, measurement of business metrics and human resource, and flexible HR organisational design. References Aguinis, H. & Kraiger, K. 2009. Benefits of training and development for individuals and teams, organizations, and society. Annual Review of Psychology, 60: 451-474. Avey, J.B., Luthans, F. & Jensen, S.M. 2009. Psychological capital: A positive resource for combating employee stress and turnover. Human Resource Management, 48: 677-693. Becker, B.E. & Huselid, M.A. 2006. 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