HRM Functions

Running head: HRM 1
Human Resource Management
Student’s Name
Institution
Word count: 1564

HRM Functions 2
1.0 Introduction
Employees are key factors influencing the success of any organization. Human resource
management refers to the process of acquisition, development, motivation, and retaining the
critical resources of an organization. HRM is concerned with recruitment, motivation, and
retention of the workforce (Milliman, & Clair, 2017). This report is mainly concerned with
improving Starlac's hotel Human resource and talent management system. Starlac hotel is a five
star in Geneva which is owned by Carla and Steffen. From the case study, Carla is trying to
improve the Hotel's performance by adopting ways to encourage employees like involvement
during decision making. This report gives an analysis of human resource functions and
recommendations on how to improve those functions.
2.0 Analysis of HR functions
The section will analyze the effectiveness and efficiency of Hotel Starlac HR functions,
improvements, and additional data needed for the development.
2.1 Recruitment and selection
HR is concerned with hiring and selection of employees. Recruitment is a process of
developing a pool of prospective applicants and selection of only qualified candidates to fill the
organization positions (Islam, 2018). Carla is both the HR manager and Steffens assistant, thus
responsible for recruitment and selection roles in the Hotel. More employees are needed to
upgrade to an upscale business. The Hotel uses graphology and CV screening during the
recruitment and selection process. Prospective candidates are shortlisted and interviewed through
phone calls. From the case study, Isabelle applied for a bartender position, interviewed and
recruited and selected to work in the Starlac bar.

HRM Functions 3
2.1.1 Effectiveness and efficiency
The hotel Starlac recruitment and selection practices are not valid nor efficient. The
interview practices are not sufficient. After been shortlisted, the bar manager interviewed
Isabelle through a phone call asking silly questions which did not relate to the bartender position.
There was no information about the roles, responsibilities, and duties expected to perform
(Ekwoaba et al. 2015). No orientation given to Isabelle and the second day, during the break was
asked to replace night auditor. She performed duties not meant for a bartender and later assumed
two-night auditors duties.
2.1.2 Improvements
Whitestone, a partner in the Hotel Starlac, conducted job analyses and created clear job
descriptions and specifications for all jobs in the Hotel. Job descriptions stated the time and
movement required to perform the task and job specification stated qualifications and technical
expertise needed for the job. Workforce planning was conducted to identify personnel needs and
help modify labor supply to ensure recruitment of only required staffs. General mental ability
test was used to select operational employees and structured interviews for senior teams.
2.1.3 Data needed
The bar manager interviewed Isabella through a phone call and failed to mention roles
expected to perform hence need for structured interview and job specification. Isabelle was not
familiar with the hotel operations and sometimes was required to perform night auditing duties.
GMA test was used by Whitestone to select applicants for operational positions.