STRATEGIC HUMAN RESOURCE MANAGEMENT IN HILTON INTERN

STRATEGIC HUMAN RESOURCE MANAGEMENT IN HILTON INTERN 11

STRATEGICHUMAN RESOURCE MANAGEMENT IN HILTON INTERN

Asthe competition in the tourism and hospitality industry increase,international hotels, such as the Hilton, are developing uniquemanagement techniques intended to help them beat their competitors.The main strategy the company is using includes using strategic humanresource management (SHRM) when training interns. SHRM is a holisticapproach aiming at stressing the significance of intraorganizationalcross-functional teamwork. The following research is an evaluation ofstrategic human resource management in Hilton interns undergo priorto qualifying serving in the industry.

RESOURCING

HiltonHotels mainly practice internal resourcing strategy because they canhire talented individuals. The human resource manager responsible fortraining interns observes the enthusiasm, experience, anddetermination of the interns in the company, and then chooses thebest candidates for various positions in the company. Internalresourcing in Hilton Hotel has helped the company to reduce itsrecruitment cost by 50% (Cunill 2006, p. 50). In addition, thehotel’s agency dependence has also fallen from 34 % to 14%. Thein-house recruitment is constantly increasing because interns whohave already worked in the company understand the culture, mission,and vision of the Hilton Hotels, thereby making it simpler to promotethe company brand (Kapiki 2012, p. 2250).

However,Hilton Hotel still uses external resourcing for filling high profileprofessionals such as the Chief Executive Officers (CEOs). CEOsrequire comprehensive understanding of the temporary market thatdemands flexible skills. Agencies offer the best opportunity foridentifying highly skilled individuals with open skills for achievingenhanced cash flow and labor force versatility (Kapiki 2012, p.2291).

RESOURCINGTOOLS IN TODAY ENVIRONMENT

TheHilton Hotel SHRM department is designed to ensure resourcing throughproviding versatility to agencies and departments while upholdingrepresentativeness, fairness, accessibility, and transparency. Thekey resourcing tools in the company include Senior Managers,Supervisors, Managers, and Functional Specialists Human Resources(BiblioBazaar 2011, p. 9).

TalentManagement

HiltonHotel manages talent through giving employees opportunities todevelop their skills within the company. Second, it equips the staffwith proprietary operation knowledge that the company management hasdeveloped since the establishment of the business (Cunill 2006, p.66). Third, the human resource department chooses persons with uniquepersonality and values that can contribute in the growth of theorganization. Lastly, the company culture emphasizes that the HRMshould uphold fairness and transparency through recruiting giftedstaff members, and allowing them opportunities to develop theirskills through sponsored academic programs (Schnura 2011, p. 11).

Employeeexit

Theemployee exit in the company may occur either voluntarily orinvoluntarily. In voluntary exit, staff members willingly resign fromtheir positions in the company. In addition, they ensure to present aone-month notice to the company so that it can recruit another person(Clark et al. 2009, p. 216). On the other hand, involuntary employeeexit involves compulsory resignation of an individual from thecompany, mainly if he or she does not satisfy the requirements of thecompany. However, a staff member can exit through a transfer throughshifting from one branch to join another (Glover &amp Prideaux 2009,p. 33).

Jobanalysis

Thekey work analysis at Hilton hotel includes ability, skill, andknowledge evaluation. Nonetheless, the human resource management doesconsider additional characteristics such as individual experience,personality variables, training, and interests of prospectiveemployees (Weygandt 2005, p. 38).

Recruitmentmethods

HiltonHotels use both internal and external recruitment methods. Inexternal recruitment, the company advertises jobs, recruits interns,and uses job portals to hunt for qualified individuals, as well ashires agencies to interview and recommend qualified persons (Claycombet al. 2001, p.26).

Onthe other hand, the business does utilize internal recruiting thatincludes the word of mouth, internal advertisements, promotions,hiring contract employees, recruiting former staff members to fillgiven positions, and internal employees’ referral (Kapiki 2012, p.2256).

PERFORMANCE

Hospitality-dedicated to giving unique guest experiences

Integrity– committed to doing the right thing always

Leadership-sets benchmarking standard in both the industry and its communities

Teamwork– involves everyone routine company management

Ownership-takes responsibility for both actions and decisions that affecttarget customers

Now-ascertains to maintain urgency and discipline

SMARTgoals

Specific-performs analysis for the training requirement

Measurable- defines the difference between the expected performance and actualperformance

Attainable– concentrates on individual talents inborn in every employee

Realistic–Training space available for employees intending to study or traingiven skills for enhancing their skills in a given field

Timespecific– employees are hired on a contractual basis while long-term staffmembers are occasionally evaluated to determine their overallperformance

WHATMOTIVATES PEOPLE?

TheHilton Hotel motivates its employees through using open bookmanagement, offering further training opportunities, offersopportunity for internal promotion, and it offers long-termemployment opportunities to the staff members, practices intra-hoteltransfers, and provides an opportunity for employees to develop theirskills (Blum 2008, p. 15).

MIKENSEYMODEL

Strategy:

  • Runs customer loyalty program (Hilton HHonors)

  • Franchises the hotels to independent owners across the world

  • Hotel membership cards can be used in all the Hilton brands worldwide

  • Offers branded the cuisine

  • Operates under ten different brand names worldwide

  • Offers full accommodation service

Structure:

  • Follows top-down structure

  • Uses open book management

  • Uses uniform management structures

System

  • Hilton Hotels are designed to offer luxurious hospitality services

  • The business model has used in the hotel chains has been developed over many years

  • Uses proprietary service management schemes

  • Facilitates unified marketing report

  • Headquarters train establishing hotels

  • Shares management and service innovation among various branches

  • Uses uniform five-star management skills to deliver uniform services worldwide

Staff

  • Combines internal and external recruiting services

  • Offers staff training and development opportunities

  • Motivate employees through promoting from internal staff

  • Uses agencies for hiring specialized professionals such as CEOs

  • Transfers professionals from one organization to the other

Style

  • Maintaining company information confidentiality

  • Promotes uniform company management

  • Emphasizes using proprietary company management approach

  • Affiliated hotels use similar brand names for easy marketing

  • Defines long-term management plan and vision

Skills

  • Hires elite interns from campuses

  • Staff members undergo thorough training programs prior to complete recruitment into the company

  • Uses social media marketing

  • Encourages teamwork and consultation services

  • Companies connected through worldwide internet system

  • Dedicated to delivering customer satisfaction

Sharedvalues

  • Targets leadership in the luxurious hotels industry

  • Ensures to offer employment to the local community, as well as support their social roles development

  • Customer focus

  • Innovation

  • Excellence

Pink’sSelf-Motivation Theory

HiltonHotel interns exercise self-motivation because the company allows theemployees to develop independent decisions that can boost the companygrowth. Employees are independent as they can determine tasks, teams,time, and techniques of accomplishing given responsibilities.Similarly, employees determine the skills required for doing givenbusiness objectives. Major decision-making is decentralized toindividual employees (Blum 2008, p. 11).

FUTURETRENDS

HiltonHotels are introducing electronic health record (EHR) system thatwould help the company to maintain a comprehensive record of thestaff members. The electronic system offers a convenient strategy forsharing information from one company to another. Besides, it willmake reporting the health status of the staff members to the publichealth officers’ convenient (BiblioBazaar 2011, p. 14)

Second,the company is outsourcing services from contract employees insteadof hiring permanent employees. Outsourcing services is affordable andconvenient because experienced professionals conduct the tasks.Besides, the company only pays for the services rendered by theoutsourcing service provider (Weygandt 2005, p. 41).

Lastly,the organization is planning to hire permanent knowledge workers tohelp the company in the development process. The divergent, creative,and convergent skills the professionals will introduce in the companyare crucial for enhancing faster development competitive strategiesthe company can use in surpassing competitors in the industry(BiblioBazaar 2011, p. 21).

RECOMMENDATIONSFOR IMPROVING THE COMPANY

A)The company should introduce green and eco-lodgings

B)The company should hire varied personnel that would enable it todevelop mega hotels, which will incorporate multi-purpose facilitiessuch as theme parks, casinos, shops, and theaters

C)Hilton hotel should develop intelligent and advanced technology thatwould enable it to use the visitors’ virtual fingerprints inperforming various operations such as checking-in, checking-out,paying packing fees, and acquiring authorization to collect the carfrom the hotel’s parking space among other responsibilities

TrainingVs Cost of errors graph

Bibliography

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CLARK,R., HARTLINE, M., JONES, K. (2009). “The effects of&nbspleadershipstyle on hotel employees’ commitment to service quality,” CornellHospitality Quarterly,50(2), pp.212-216

CLAYCOMB,C. et al. (2001). “The customer as a productive resource: a pilotstudy and strategic implications.” Journal&nbspofBusiness Strategies.

BLUM,S. (2008). “HotelOperations: Theories &amp&nbspApplications.”Publisher: Kendall/Hunt Pub Co

GLOVER,P. &amp PRIDEAUX, B. (2009). “Populations Aging for&nbsptheDevelopment of Tourism Products and Destinations.” Journalof Vacation Marketing.15 (1):25-37.

BIBLIOBAZAAR(2011).HiltonHotels Corporation, Including: Hilton Worldwide, Conrad Hilton,Conrad Hilton, Jr. , Barron Hilton, Embassy Suites Hotels, HamptonInn, Homewood.Hephaestus Books.

CUNILL,O. M. (2006). Thegrowth strategies of hotel chains: Best business practices by leadingcompanies.New York: THHP – The Haworth Hospitality Press.

WEYGANDT,J. J. (2005). Hospitalityfinancial accounting.Hoboken (N.J.: J. Wiley.