Effective Strategies for Employee Engagement Throughout the Employee Lifecycle

In this study we will discuss about employee engagement and below are the summaries point:- Employee engagement is crucial in hotel human resource management for achieving organizational goals and ensuring employees feel valued and purposeful. Human resources play a vital role in engaging employees throughout their lifecycle, including recruitment, onboarding, providing support and resources, and addressing engagement and satisfaction issues. Engaging employees involves offering feedback, incentives, creating a collaborative work environment, and proactively addressing concerns to foster engagement and satisfaction.

1
How to Engage Employees Throughout the Employee Lifecycle
Student Name
Module Title and Module Code
Lecturer’s Name

2
How to Engage Employees Throughout the Employee Lifecycle
Introduction
Employee engagement is a vital notion in extensive hotel human resource
management. It is the process of motivating and encouraging employees to participate
actively in corporate activities and to remain dedicated to organizational goals.
Employee engagement is essential in attaining a company's goals and objectives
because it ensures that employees feel valued and have a feeling of purpose. It is also
vital to highlight that employee engagement is an ongoing rather than a one-time event.
Organizations must understand human resources' function in engaging employees to
effectively engage them throughout the employee lifecycle. The employee lifecycle is a
critical part of this process, as it includes the complete journey of an employee from
recruitment to retirement. Therefore, the human resource department of large hotels
must appreciate the importance of engaging employees throughout the employee's
lifetime.
The Role of Human Resources in Engaging Employee
The function of human resources in engaging employees is vital. Human
resources specialists are responsible for aiding the recruitment and onboarding process
and creating and sustaining relationships with employees during their tenure with the
organization. They are also responsible for ensuring that staff is equipped with the
required tools, resources, and support to be successful in their tasks (Stahl et al., 2020,
pg 4). Human resources professionals are also entrusted with fostering a pleasant work
atmosphere that stimulates collaboration, communication, and trust. Furthermore, they
are accountable for detecting and addressing employee engagement and satisfaction
issues. One of the critical purposes of human resources is to ensure that employees are
engaged throughout their employment lifetime. This involves providing employees with
the essential training and development opportunities to help them develop the skills they
need to be successful in their professions ((Dirani et al., 2020, pg 385). Additionally,
human resources should ensure that employees have access to job descriptions,
performance management systems, and job-related documents to help them
understand their duties and responsibilities.

3
How to Engage and Advantages of Engaging a Team
Human resources should provide employees with the appropriate feedback and
advice to help them fulfill their potential and be successful in their roles. Another crucial
component of engaging employees throughout their employment lifetime is offering
them incentives and rewards. This could include recognition programs, performance
bonuses, and other incentives that reward employees for their hard work and
dedication. Additionally, human resources should create a pleasant work atmosphere
that fosters collaboration, communication, and trust (Chaudhary, 2020, pg 635). This
could include frequent team meetings, team-building events, and other initiatives to
establish trust and foster collaboration. Finally, human resources must identify and
address any issues connected to employee engagement and satisfaction. This includes
recognizing and addressing potential problems that may impede employee engagement
and happiness, such as poor communication, lack of recognition, or lack of resources.
Human resources should proactively address developing concerns and engage with
employees to fix them. There are various advantages to engaging a team throughout
the employee lifecycle (Saeed et al., 2019, pg 427). Engaging a team helps guarantee
that everyone is working together towards a common objective and working to the same
standards. It also develops collaboration and communication, which can help increase
team performance and productivity. Additionally, engaging a team helps to guarantee
that everyone is on the same page and working towards the same objectives.
The Employee Lifecycle
Employees are the heartbeat of every firm, and keeping them engaged is critical
to improving performance and attaining success. Employee engagement is essential to
ensuring employee satisfaction and productivity throughout the lifecycle. The initial
phase in the employee lifecycle is to attract potential employees (Chanana, 2021, pg 3).
Companies must build an appealing image that is appealing to suitable candidates. This
can be accomplished by developing a great employer brand, providing competitive
salaries and benefits, and stressing the organization's values and culture. Companies
should also make their presence known on job boards, social media, and other
recruitment venues (Jha, Sareen & Potnuru, 2019, pg 10). Companies could also

4
consider providing referral incentives and incentive schemes to encourage current
employees to refer friends and family to available positions.
The second step of the employee lifecycle is recruitment, which is a crucial
element of the process of engaging employees. Human resource departments in large
hotels must have robust recruitment methods to attract suitable people for the roles they
are attempting to fill. This includes an in-depth grasp of the skills, qualifications, and
experience required for specific occupations (Hung et al., 2019, pg 4). Furthermore, the
recruitment process should be planned to ensure that the correct people are hired and
feel welcome and supported. This can be accomplished by providing detailed job
descriptions, conducting in-depth interviews, and providing enough training and
assistance.
Onboarding is the third step of the employee lifecycle and is just as significant as
recruitment in terms of employee engagement. Human resource departments must
ensure that new workers have the necessary resources to feel welcomed and supported
in their new roles (He et al., 2021, pg 347). This includes offering an efficient onboarding
process that includes orientation, training, and resource access. Furthermore, the
onboarding process should be tailored to each employee to ensure they are given the
assistance and tools they need to succeed in their new work.
The fourth stage of the employee lifecycle, development, is critical to ensuring
employee engagement. Human resource departments must guarantee that employees
have opportunities to grow and develop within the organization (Vrontis et al., 2022, pg
1240). This implies they must provide employees with access to training and
development opportunities and assistance with professional advancement.
Furthermore, the human resources department should ensure that employees can take
on additional duties and tasks inside the organization.
Retention is the fifth stage of the employee lifecycle and is critical to retaining
employees. Human resource departments must ensure that employees get the support
and resources they need to stay engaged and effective in their professions (Fenech,
Baguant & Ivanov, 2019, pg 22). This includes competitive pay, benefits, and prospects
for advancement and development. Furthermore, the human resources department

5
should cultivate an open and friendly work atmosphere in which employees feel valued
and appreciated for their contributions.
Separation is the final stage of the employee lifecycle and an essential
component of the engagement process. Human resource departments must guarantee
that departing employees are treated with dignity and assistance during their transition
(Ramakumar & Priyadarshini, 2021, pg 109). This includes conducting exit interviews
and delivering performance evaluations to employees. Furthermore, the human
resources department should equip departing employees with the resources they need
to transition smoothly into their new roles.
Examples of How you Could Engage your Team
Employers must develop an environment that promotes employee engagement
and motivation. Employees that are engaged are more likely to be productive and
committed to their jobs, which can lead to higher customer satisfaction, more
considerable revenues, and a more positive work atmosphere (Hashem et al., 2022, pg
10). Employers should work on building an atmosphere that fosters employee
autonomy, recognition, and development to ensure employee engagement throughout
the employment lifecycle. Giving staff autonomy is one approach to keep them
engaged. This entails letting them make their own decisions and allowing them to work
on their terms. This level of independence can make employees feel empowered and
confident in taking on greater responsibilities (Ranathunga & Jayawardane, 2022, pg 7).
It also enables children to take ownership of their work and be proud of their
achievements. Employers can also recognize employees for their accomplishments.
This can be accomplished through incentive and recognition programs or simply by
thanking people for their actions. Recognized employees feel valued and appreciated,
which can lead to improved motivation and engagement.
The second strategy to engage employees is to offer them opportunities for
professional development. This can involve providing training, mentorship, and other
forms of professional development. Professional development can help employees stay
current on industry developments and remain competitive in the job market (Hussainy,
2020, pg 42). It can also make employees feel more engaged with the company and

6
allow them to broaden their skill set. Implementing an employee engagement model is a
third method of engaging employees. An employee engagement model can provide a
framework for organizations to measure and improve employee engagement levels.
This methodology can involve surveys, focus groups, and interviews to understand
employee happiness (Nasution & Absah, 2019, pg 336). Metrics like staff turnover,
absenteeism, and engagement scores can also be used to identify areas for
improvement. Employers can then use this data to develop initiatives to increase
employee engagement.
Employee Engagement Model and How it could be Implemented
The Gallup employee engagement model is a comprehensive system of
strategies, practices, and beliefs that organizations use to foster an engaged culture
among their employees. This model has become an increasingly important component
of human resource management and has been adopted by several large corporations,
including hotels. The Gallup model is divided into four parts: purpose, performance,
development, and recognition (Duong, 2020, pg 3). Understanding and communicating
a clear purpose is the first step in developing an effective employee engagement
strategy. The goal should be consistent with the company's mission and vision and
should be communicated in a way that is appealing to the employees. This should be
accomplished through regular company-wide meetings, one-on-one meetings, and
other initiatives emphasizing the significance of purpose. The Gallup employee
engagement model's second component is performance. Setting measurable goals
aligned with the company's purpose and providing employees with the tools and
resources to achieve them are examples. Performance should be consistently
monitored, and feedback provided to ensure that employees perform to the highest
standards (Rachapalli, 2021, pg 17). The Gallup model's third component is
development. This includes allowing employees to advance professionally. This could
have mentoring and coaching, training opportunities, and performance-based rewards.
Finally, according to the Gallup model, employees should be recognized for their
contributions and accomplishments through bonuses, awards, or informal recognition.
This helps to motivate employees and encourages them to keep doing their best.

7
Employee engagement is critical for any organization because it can improve job
satisfaction, productivity, and workforce commitment. The Gallup Employee
Engagement Model effectively ensures employee engagement throughout the lifecycle
(Sato, Kobayashi & Shirasaka, 2020., pg 145). The model can be implemented through
fostering its key elements, which include strength-based development. This model
component focuses on assisting employees in identifying and developing their
strengths. This can be accomplished by providing employees with feedback and
coaching and allowing them to use their strengths in the workplace. additionaly,
providing employees with team-building activities and other development opportunities
can help to foster a sense of engagement and commitment to the organization (Zhang
et al., 2019, pg 13). Secondly, through job design and involvement that focuses on
making employees feel empowered and valued the Gallup model can be implemented.
It entails giving employees autonomy and the opportunity to participate in meaningful
work and clearly defining their roles and responsibilities. Furthermore, allowing
employees to participate in decision-making processes and provide feedback can foster
a sense of engagement and empowerment. Finally, employee recognition and rewards
can be used to implement the Gallup model. This model component provides
employees with incentives and rewards for their efforts. This can be accomplished
through monetary rewards, recognition ceremonies, and other acknowledgment forms.
Also, giving employees team-building activities and other chances to improve
themselves can make them feel more engaged and committed to the organization. If the
Gallup Employee Engagement Model is used in a big hotel, it can ensure that
employees are engaged the whole time they work there. The hotel can ensure that its
employees are happy and committed to their jobs by allowing them to build on their
strengths, do work that matters, and be recognized and rewarded for their efforts.
Employee engagement, for example, is crucial in the hotel business due to the
anticipated client service standards. Hotels should focus on creating an environment
that encourages employees to stay connected and involved in their work while
rewarding them for their efforts (Singh, 2019, pg 427). This could include giving staff
training and development opportunities, such as customer service workshops, and
establishing mechanisms for assessing and rewarding success. Additionally, hotels

8
should provide relevant feedback to the team, such as an appreciation for good
customer service, and ensure that they have the appropriate tools and technology to
support their work (Kwon & Park, 2019, pg 360). Finally, hotels should provide staff with
the resources to keep healthy and productive, such as access to a gym or other
recreational activities. Hotels may ensure their employees remain motivated and
productive by developing a practical employee engagement approach.
In conclusion, employee engagement is vital in extensive hotel human resource
management. Human resources experts are responsible for ensuring that employees
feel appreciated and have a feeling of purpose. They also foster a pleasant work
atmosphere that promotes collaboration, communication, and trust. Employees are the
heartbeat of every firm, and their involvement is critical to improving performance and
attaining success. The five stages of the employee lifetime include recruiting,
onboarding, development, retention, and separation. Human resource departments
must ensure that new workers have the necessary resources to feel welcomed and
supported. This includes offering an efficient onboarding process that includes
orientation, training, and resource access. Employee engagement motivates and
inspires individuals to be productive, devoted, and engaged at work. Employers should
prioritize building an environment that promotes employee autonomy, recognition, and
development. An employee engagement model can offer organizations a framework for
monitoring and enhancing employee engagement levels. For example, the Zinger
employee engagement model is a framework that helps firms understand and develop
employee engagement. According to the concept, employee engagement results from
three fundamental elements: employee experience, workplace culture, and employee
connections. It also proposes that firms use data and insights to understand how each
piece affects engagement. Offering flexible working alternatives, such as working from
home or job sharing, can also enhance morale and engagement. Offering employees
the option to attend workshops, seminars, or other learning activities can assist in
keeping them engaged and motivated. Hotels should focus on creating an environment
that encourages employees to stay connected and involved in their work. This could
involve giving employees access to training and development opportunities, such as
customer service workshops.

9
References
Chanana, N., 2021. Employee engagement practices during COVID‐19
lockdown. Journal of public affairs, 21(4), p.e2508.
Chaudhary, R., 2020. Green human resource management and employee green
behavior: an empirical analysis. Corporate Social Responsibility and
Environmental Management, 27(2), pp.630-641.
Dirani, K.M., Abadi, M., Alizadeh, A., Barhate, B., Garza, R.C., Gunasekara, N., Ibrahim,
G. and Majzun, Z., 2020. Leadership competencies and the essential role of
human resource development in times of crisis: a response to Covid-19
pandemic. Human Resource Development International, 23(4), pp.380-394.
Duong, T., 2020. Improving The Engagement Levels of Part-Timers.
Fenech, R., Baguant, P. and Ivanov, D., 2019. The changing role of human resource
management in an era of digital transformation. Journal of Management
Information & Decision Sciences, 22(2).
Hashem, M., Sfeir, E., Hejase, H.J. and Hejase, A.J., 2022. Effect of online training on
employee engagement during the COVID-19 era. Asian Business
Research, 7(5), p.10.
He, J., Mao, Y., Morrison, A.M. and Coca-Stefaniak, J.A., 2021. On being warm and
friendly: the effect of socially responsible human resource management on
employee fears of the threats of COVID-19. International Journal of
Contemporary Hospitality Management, 33(1), pp.346-366.
Hung, L., Liu, C., Woldum, E., Au-Yeung, A., Berndt, A., Wallsworth, C., Horne, N.,
Gregorio, M., Mann, J. and Chaudhury, H., 2019. The benefits of and barriers to
using a social robot PARO in care settings: a scoping review. BMC geriatrics, 19,
pp.1-10.

10
Hussainy, S.S., 2020. Review on motivational theories & models: Its application for
employees’ retention in organizations. International Journal of Business and
Applied Social Science, 6(1), pp.40-46.
Jha, N., Sareen, P. and Potnuru, R.K.G., 2019. Employee engagement for millennials:
considering technology as an enabler. Development and learning in
organizations: An international journal, 33(1), pp.9-11.
Kwon, K. and Park, J., 2019. The life cycle of employee engagement theory in HRD
research. Advances in Developing Human Resources, 21(3), pp.352-370.
Nasution, H. and Absah, Y., 2019, October. Effective Employee Engagement Using
SWOT Analysis. In 2019 International Conference on Organizational Innovation
(ICOI 2019) (pp. 336-340). Atlantis Press.
Rachapalli, V.P., 2021. Open Innovation in Big 4's India–Study of Employee
Engagement strategies using Open Innovation (Doctoral dissertation, Dublin,
National College of Ireland).
Ramakumar, K. and Priyadarshini, R.G., 2021. Employee Engagement during
Organizational Crisis–with special reference to the COVID
Scenario. PURUSHARTHA-A journal of Management, Ethics and
Spirituality, 14(1), pp.105-115.
Ranathunga, R.A.A.K. and Jayawardane, V.P.T., 2022. Employee well-being during
covid-19 pandemic in telecommunication industry in Sri Lanka.
Saeed, B.B., Afsar, B., Hafeez, S., Khan, I., Tahir, M. and Afridi, M.A., 2019. Promoting
employee's proenvironmental behavior through green human resource
management practices. Corporate Social Responsibility and Environmental
Management, 26(2), pp.424-438.
Sato, Y., Kobayashi, N. and Shirasaka, S., 2020. An analysis of human resource
management for knowledge workers: Using the three axes of target employee,
lifecycle stage, and human resource flow. Review of Integrative Business and
Economics Research, 9(1), pp.140-156.

11
Singh, D., 2019. A literature review on employee retention with focus on recent
trends. International Journal of Scientific Research in Science and
Technology, 6(1), pp.425-431.
Stahl, G.K., Brewster, C.J., Collings, D.G. and Hajro, A., 2020. Enhancing the role of
human resource management in corporate sustainability and social
responsibility: A multi-stakeholder, multidimensional approach to HRM. Human
Resource Management Review, 30(3), p.100708.
Vrontis, D., Christofi, M., Pereira, V., Tarba, S., Makrides, A. and Trichina, E., 2022.
Artificial intelligence, robotics, advanced technologies and human resource
management: a systematic review. The International Journal of Human Resource
Management, 33(6), pp.1237-1266.
Zhang, Y., Luo, Y., Zhang, X. and Zhao, J., 2019. How green human resource
management can promote green employee behavior in China: A technology
acceptance model perspective. Sustainability, 11(19), p.5408.