Recruitment Strategies for Hilton and TUI

This assignment examines the recruitment and selection techniques employed by two prominent companies: Hilton Hotel and TUI Group. It highlights the importance of effective recruitment for organizational success, particularly addressing Hilton's high employee turnover. The analysis compares Hilton's formal recruitment process with TUI Group's informal approach, suggesting that TUI should adopt a more structured process to improve its talent acquisition.

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Human Resource Management at Hotel Hilton

Contents
Task 1:........................................................................................................................................1
1.1. Differences between personnel management and human resource management at Hotel
Hilton and TUI Group............................................................................................................1
Task 2:........................................................................................................................................3
2.1. Reasons for human resource planning............................................................................3
2.2. Stages to plan human resource requirements..................................................................5
2.3. Current recruitment and selection process at Hotel Hilton and TUI Group...................6
2.4. Effectiveness of Hotel Hilton and TUI Group in their recruitment and selection
techniques...............................................................................................................................7
References..................................................................................................................................8
1

Task 1:
1.1. Differences between personnel management and human resource management at
Hotel Hilton and TUI Group
The human resource management (HRM) practice is the all new version of the personnel
management. According to John Storey, the human resource management is regarded as the
most effective strategic approach that should be adopted or followed by the management of
the organizations in order to ensure the overall effectiveness of the business (Magnini &
Simon, 2016). He also stated that the personnel management is different from the HRM
practices in several ways. The differences between the two are broadly highlighted as
follows:
Human Resource Management Personnel Management
HRM promotes transformational leadership
style
PM promotes transactional leadership style
The management is concerned with the
development of individuals in a team
The management is concerned with the
development of individuals but not in a group
It is a modern approach of managing the
employees and developing their strengths
It is a traditional approach of managing the
employees within the organizations
HRM approaches are all employee oriented PM approaches are task oriented
The managers aim at motivating the
employees and enhance their skills and
efficacies to deliver effective outcomes and
achieve organizational objectives
The managers adopting the PM approaches
aim at directing the employees in the rightful
path and make sure that they are capable of
accomplishing the work goals within time
HRM emphasises upon training,
development, motivating and retaining the
employees within the organizations
PM is focused upon ensuring employee
welfare, personnel administration and
maintaining labour relations
The management adopting HRM approaches
considers the employees as a valuable part of
the companies to achieve the desired
objectives
The management following PM approaches
consider the employees as the medium for
generating effective outcomes and achieve
the intended outputs
Administrative functions are adopted in order
to satisfy the employees and motivate them at
The personnel function is incorporated for
achieving the organizational goals
2

work
HRM provides facilities and benefits to the
employees for motivating them
PM ensures that the organizational policies
are followed by the employees while doing
task
Job design function is done through the team
work
Job designing is done according to the
division of labour
Employees are provided with adequate
training for developing their skills and
opportunities
Employees are less trained and thus they do
not get sufficient opportunities for skill
development
Decisions are made collectively by involving
the employees in the process
Decisions are taken entirely by the top
management according to the rules and
regulations
This involves all the managers ranging from
top to bottom
This is concerned only with the personnel
manager
The management focuses on increasing the
effectiveness of the employees, promoting
cohesive organizational culture, employee
productivity and their participation in
operations
The management only emphasises upon
increasing the productivity and satisfy the
employees in an effective manner
It is a strategic functions It is a routine function
By analysing the differences between the personnel management and the human resource
management, it can be said that the increase in productivity and employee motivation can be
highly possible if the management applies the HRM approaches. It has been perceived that
the number of motivated and encouraged employees is high at Hotel Hilton as the
management implements the HRM approaches and adopts the transformational leadership
style. The company is widely focused upon motivating the employees and develop their work
abilities so as to achieve effective outcomes. While on the contrary, the management of TUI
Group implements personnel management approaches and adopts the transactional leadership
style. Here the management is mainly oriented with the completion of the tasks. They hire
skilled staffs and expect quality performances in return.
3

Task 2:
2.1. Reasons for human resource planning
Proper planning of the human resources will help the organizations to ensure increase in
productivity and enhance the operational standards of the business. With the help of proper
effective human resource planning, the management of the organizations can be able to
organize and manage all the operations in an effective manner. In this way, a better scenario
and work environment can be provided to the employees and thus they can be motivated and
interested to work within the organization and give their best (Hoch & Dulebohn, 2013). At
Hotel Hilton, the human resource planning is done by the management where all the
employees receive sufficient facilities and benefits so that they get motivated and boost their
performance standards. In order to reduce the employee turnover rate, skilled staffs need to
be recruited. No proper HR planning policy is adopted currently at the hotel and thus it is
required for the management to plan the human resources in a proper way so that
organizational productivity can be facilitated. In Hotel Hilton, the human resource planning is
done due to some reasons as highlighted below:
 Proper planning of human resources will provide relevant abilities to forecast and
estimate the needs of the manpower for the future. By forecasting the future needs and
requirements of the manpower, the management of the Hotel should plan properly so
that the employees can be provided with their needs and keep them engaged.
 Effective human resource planning will help the Hotel to cope up with the future
challenges and thereby undertaking certain changes to carry out the organizational
functionalities (Bhattacharyya, 2009). As the business environment is changing
constantly and is becoming dynamic, the management of every organization focuses
on bringing in certain unique and favourable changes so as to mitigate the risks and
achieve the desired goals.
 Human resource planning also includes recruitment of highly skilled and efficient
employees at work who can bring in favourable outcomes for the organizations. Hotel
Hilton ensures that the employees recruited within the organization are expert and
have adequate knowledge regarding their works. Thus their expertise is likely to
benefit the Hotel and yield suitable outcomes that will help the organization to
achieve success.
 The human resource planning is also done by the management of Hotel Hilton for
utilising the available resources effectively. If the human resources are planned
4

properly, then the management of Hotel Hilton can be able to provide optimum use of
the resources in order to manage the people and allocate them works as per their
qualification and expertise (Huckestein & Duboff, 1999). Proper planning of the
resources should be done based on the needs.
 Human resource planning also helps to manage and cope up with all the risks in an
effective manner. Effective planning will help Hotel Hilton to reduce the risks and
yield maximum output for the benefit of the organization. Also this resource planning
will help to minimise the losses of the organization.
The recruitment and selection process is also designed by the management of Hotel Hilton by
following certain steps as discussed below (Yakubovich & Lup, 2006):
Step 1: Identify the needs of employment and assess the need for fulfilment of vacancy
Step 2: Development of a proper position description
Step 3: Development of a proper recruitment plan by the management of the hotel
Step 4: A proper search committee is selected for recruiting new employees
Step 5: Preparing a post position
Step 6: Implementing an effective recruitment plan
Step 7: Reviewing the interested applicants and developing a short list
Step 8: Interviews are conducted for the selected applicants
Step 9: Hiring the employees
Step 10: Finalising the recruitment process
Adequate training is provided to the selected and hired staffs so that they can gain enough
knowledge regarding their work process and can get motivated to give their best efforts in
their work fields (Leonidou, et. al., 2013). Organizing training and development programs is
also an important factor in the human resource planning. In this way, the management of
Hotel Hilton can be able to utilise the human resources in an effective way so as to achieve
the desired organizational goals.
5

2.2. Stages to plan human resource requirements
There are various stages that are involved in planning the human resource requirements. The
human resource planning process needs to be executed in a systematic way so as to achieve
effective organizational outcomes (Noe, et. al., 2006). Hotel Hilton has a large number of
employees and the management cannot manage without proper human resource planning.
The steps involved in the human resource planning are discussed below:
Analysing the organizational objectives:
It is important for the human resource manager of Hotel Hilton to analyse the ultimate
objectives and goals of the organization first. By analysing the objectives, the management of
the organization can be able to utilise its resources to
achieve the intended goals.
Inventory of present human resources:
The management of Hotel Hilton should identify its
existing stock of human resources to achieve the goals
effectively (Magnini & Simon, 2016). The inventory of
the people working at the Hotel should be considered
during the planning process of human resources so that
maximum benefit or utility can be extracted from their
performances for the organization.
Forecasting the demand and supply of the human
resources:
The management of the Hotel should forecast the demand and supply of the manpower and
accordingly manage them so that the organizational objectives can be achieved. The
employees work hard and put more efforts to increase their performance standards and
achieve favourable outcomes (Madera, et. al., 2017). Hence the management should allocate
proper jobs to the employees as per the future demand and supply for ensuring the benefit and
well being of the Hotel.
Estimation of manpower gaps:
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It is also required for the management of Hotel Hilton to estimate the gap of manpower and
the reasons behind the increasing employee turnover. This will help to analyse the
requirement of employees which can be recruited to achieve the organizational aims.
Formulation of final human resource action plan:
Effective planning must be done to formulate the final human resources for the Hotel. By
prioritising the tasks and the goals, the management can formulate a proper action plan to
utilise the human resources and achieve the intended objectives.
Monitoring, controlling, evaluating and feedback:
After implementing the plan, the management must monitor and supervise the execution
process and control it so as to receive expected feedbacks and outcomes.
2.3. Current recruitment and selection process at Hotel Hilton and TUI Group
Both Hotel Hilton and TUI Group have certain effective and systematic recruitment and
selection processes that are suitable for attaining success and efficacy in the market (Maxwell
& Lyle, 2002). Comparison between the two is highlighted in the following table:
Hotel Hilton TUI Group
It adopts a formal process of recruiting and
selecting employees
Its recruitment and selection process is
informal
Selection of the candidates is done after
interview and identifying their qualification
Selection of the candidates is done after
judging their skills
Managed schedule of the employees is
provided to achieve the task outcomes
Unplanned schedule of the employees is
provided to achieve the tasks
Effectiveness in achieving the tasks is
considered important
Tasks should be achieved irrespective of the
quality
Training is provided properly to the
employees
Training is not considered much important
Interviews and screening process is involved
in recruiting employees (Torres & Mejia,
2017)
Informal conversations and auditions are
involved in recruitment process
7

2.4. Effectiveness of Hotel Hilton and TUI Group in their recruitment and selection
techniques
It is very important for both Hotel Hilton and TUI Group to ensure effectiveness in their
recruitment and selection processes so that a planned, organized and managed workforce can
be gained. This activity needs to be very much effective and proper so that the organizations
can get highly skilled and qualified employees who can be productive and ensure success for
the business. Since Hotel Hilton is facing a considerable employee turnover, it is important to
fill the vacant positions to ensure organizational success (Torres & Mejia, 2017). Moreover,
TUI Group has also certain vacant positions which should be filled up with skilled and
efficient workers. Hence both the organizations should involve systematic recruitment and
selection approach for getting talented and skilful staffs for achieving the desired objectives.
Hilton Hotel uses formal process of recruitment and selection to hire skilled employees while
TUI Group uses informal conversation and techniques to hire employees. It can thus be said
that the recruitment process of TUI Group is ineffective. It is not the appropriate way of
recruiting employees for the organization. Hence like Hotel Hilton, TUI Group also needs to
adopt formal process for recruiting and selecting efficient employees for organizational
benefit.
8

References
Bhattacharyya, D. K. (2009). Human resource planning. Excel Books India.
Hoch, J. E., & Dulebohn, J. H. (2013). Shared leadership in enterprise resource planning and
human resource management system implementation. Human Resource Management
Review, 23(1), 114-125.
Huckestein, D., & Duboff, R. (1999). Hilton Hotels: a comprehensive approach to delivering
value for all stakeholders. The Cornell Hotel and Restaurant Administration Quarterly, 40(4),
28-38.
Leonidou, L. C., Leonidou, C. N., Fotiadis, T. A., & Zeriti, A. (2013). Resources and
capabilities as drivers of hotel environmental marketing strategy: Implications for
competitive advantage and performance. Tourism Management, 35, 94-110.
Madera, J. M., Madera, J. M., Dawson, M., Dawson, M., Guchait, P., Guchait, P., ... &
Belarmino, A. M. (2017). Strategic human resources management research in hospitality and
tourism: A review of current literature and suggestions for the future. International Journal of
Contemporary Hospitality Management, 29(1), 48-67.
Magnini, V. P., & Simon, C. J. (2016). Fostering service quality in hotel chains through a
focus on employee development and performance. The Routledge Handbook of Hotel Chain
Management, 305.
Maxwell, G., & Lyle, G. (2002). Strategic HRM and business performance in the Hilton
Group. International journal of contemporary hospitality management, 14(5), 251-252.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2006). Human resource
management: Gaining a competitive advantage.
Torres, E. N., & Mejia, C. (2017). Asynchronous video interviews in the hospitality industry:
Considerations for virtual employee selection. International Journal of Hospitality
Management, 61, 4-13.
Yakubovich, V., & Lup, D. (2006). Stages of the recruitment process and the referrer’s
performance effect. Organization science, 17(6), 710-723.
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