Impact of Talent Management on HR Practices: A Study on Ritz Hotel

This research report analyzes the influence of talent management on HR practices in the hospitality sector, specifically focusing on Ritz Hotel. It explores the relationship between HR processes and talent management, factors considered in managing talent, and recommendations for enhancing talent management. The report also highlights the significance of the study for other researchers in formulating their own research on this topic.

Research project

Table of Contents
INTRODUCTION...........................................................................................................................1
LITERATURE REVIEW................................................................................................................2
RESEARCH METHODOLOGY....................................................................................................4
DATA ANALYSIS AND FINDINGS............................................................................................6
CONCLUSION AND RECOMMENDATION............................................................................10
REFERENCES..............................................................................................................................12
QUESTIONNAIRE.......................................................................................................................14

INTRODUCTION
Background
Talent management is stated as commitment of the company or human resource manager
in recruiting, retaining and hiring the most skilled and talented employees who are available in
job market. It acts as the full scope of the HR processes in attracting and motivating the
employees that are high performing. The present report is prepared on Ritz hotel; a 5 star hotel
mainly located in London and reflects symbol of luxury and the high society. Furthermore, the
report presents a review on impact of the Talent management on the processes and practices og
HR. Moreover, various methods have been used for the purpose of formulating the study with
reliability.
Aims and objectives
Aim
To analyse an influence of talent management on the HR practices in the hospitality
sector: a study on Ritz Hotel
Objective
 To understand Human resources management and talent management
 To determine factors that are taken into consideration while managing talent in an
organization
 To study the relationship between HR process and talent management
 To recommend measures for enhancing talent management in an enterprise
Rationale
The reason behind making the study is to the make detailed analysis on effect of TM on
the policies and the procedures or role of human resource. It has been seen as the current issue in
most of the organization as TM is the major responsibility of HR and any kind of the changes
regarding TM directly influences role of HR in an organization.
Significance
Conducting this research report would be beneficial and significant for the other researchers
who are looking for formulating the study specific this research problem. They could be able to
draw appropriate or critical findings from the study that helps them in preparing the report with
ease.
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LITERATURE REVIEW
Theme 1: Understand Human resources management and talent management
Maheshwari and et.al., (2017) stated that HRM refers to the process of managing
employees in the organization by recruiting, providing training and also resolving matter which
arises at work place. Talent management refers to managing the talent of the employees by
understanding their capability, power and competencies to attain the particular task. In context of
business, HRM and talent management both are carrying the same process i.e. adapting strategies
to retain the interest of the employees.
Cappelli and Keller (2017) argued that in respect of managing talent, sometimes bring
conflict at work place, as individual had different capabilities to accomplish the task and thus, if
they are recruited on right field, they attain the task in better way. But the procedure which is
undertaken by HRM regarding recruiting person is not appropriate, it results in facing impact on
the productivity of the business.
McDonnell and et.al., (2017) suggested that the role of the HRM is also different from
the talent management, yet they carry the same vision of the company regarding retaining and
motivating employees. HRM carries the role of making the salary slips and also providing
rewards and achievement in exchanges of paying extra dedication work. The role of talent
management is to motivate employees to bring innovative ideas in business and inspire staff to
work as team.
Theme 2: Determining factors taken into consideration during managing talent in an
organization
According to the Collings, Mellahi and Cascio (2017) the various factors which are to be
determined regarding managing the talent in the business is related to the nature of the jobs in
which they are recruited. As talent is identified, if the person are recruited for the appropriate
field in which they carry the interest and also they carry the same knowledges regarding attaining
the task in right way. Through this factor the talent of the individual is determined and also get
the productive results.
McGuire and et.al., (2018) highlights the matters relating to the examining the talent of
the person during the selection procedure. As the competencies and capability to handle the work
pressure is determined through this stage only. In the selection procedure, interviewer also
widely expand the questions and also judge the capability of the employees to perform the
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activity in their own techniques. Thus, through this manner, it helps in examining their skill and
also results in managing the talent in better manner.
Adamsen and Swailes (2019) viewed that communication is one of the major factors
which is to be considered regarding managing talent. As if there is lack of interaction power in
the business, it results in bringing confusion at work place and also distract the target of
employees regarding providing the productive results. It is necessary that communication must
be clear and understandable languages is used, so that every employee are clear with their work
and attain task in right manner.
Theme 3: Relationship between HR process and talent management
As per the Yap (2017), in context of business, both the fields are important as HR recruit
the efficient employees to attain the work in better way and talent management motivates the
employees to become the best workers in the organization. HR recruited the appropriate person
which can handle the work pressure and carry the same knowledges to attain the task as per the
set norms which is instructed to them. After recruiting the skilled person, talent manager judges
the capability of the employees and motivated them to bring productive results.
Gallardo-Gallardo, Thunnissen and Scullion (2019) examined that by undertaking the
capability of getting the talented employees it results in enhancing the reputation of the business
in market through treating the employees well and also providing them flexibility to accomplish
the task in better manner. Thus, through adapting innovating techniques by managing talents
helps HRM to recruit the more employees and provide them rewards and achievement for their
better work.
Vaiman and et.al., (2018) interpreted the HRM and talent management both carry the
same role but in case of talent management they mainly focus on employees to develop their
skills and talent at the work place instead of motivating them to work as per the set instruction.
HRM role is to resolve the mattes or issues which arise between the employees at work place and
also take strict action in respect of facing any illegal activity arising at work premises.
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RESEARCH METHODOLOGY
Research Type- There is mainly two main methods that could be used by the researcher
at the time of preparing for study includes quantitative and qualitative research. Qualitative
research means where qualitative characteristics are analysed with regards to the research
problem and does not includes any quantifiable or numerical elements in the study (Bresler and
Stake, 2017). However, a quantitative method refers to the use of statistical or the mathematical
tools in making the study and includes analysis of the numerical figures.
In this study, researcher has used qualitative approach which is the most suitable
technique in analysing an impact of talent management on the role and practices of HR because
it reflects the qualitative attributes.
Research Approach- An investigator uses two approaches while framing the research
study that involves inductive and deductive approach. Inductive approach means an approach
that begins with observation and ends at drawing the results or inferences from the study. On the
other side deductive approach involves forming and testing the hypotheses in the research
process.
With reference to this report, scholar has make use of inductive approach that helps in
getting the work with the probabilities and also enables in making further exploration with the
particular inferences or an observation.
Research Philosophy- It has been seen that philosophies are classified into two parts that
are positivism and Interpretivism. Positivism philosophy adheres to the factual knowledge that
has been gained through an observation with an inclusion of measurements (Fletcher, 2017). On
other note, interpretivism philosophy means integrating elements of human interest within the
study.
In accordance to this research report, an investigator has used interpretivism philosophy
which is seen as most useful in making the qualitative analysis. It assist in making studying all
the qualitative components in relation to effect of managing the talent on practices and policies
of HR.
Data collection- Researcher could collect the data by using mainly two sources that is
primary and secondary method. Primary sources refer to first hand information which is
collected directly from the respondent. On the other side, secondary sources referred as gathering
information from already available or published sources.
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In this report, an investigator has adopted both primary and secondary sources for making
the study accurate and reliable. The common sources that has been used includes questionnaire,
survey, articles, books, journals and internet. These sources helps in avoiding manipulation and
builds accuracy within the study.
Sampling- Sample can be chosen by using majorly two methods that involves
probabilistic and non-probabilistic technique. Probabilistic sampling means in which the sample
is been selected from an entire population based on a probability theory (Taherdoost, 2016).
Non-probabilistic sampling refers to the method that sample is being selected on the basis of
judgement and not probability theory.
Under this study, the researcher has chosen the sample by using the sample random tool
which provides an equal chance to overall population in being selected. This technique helps in
reducing the chances of errors in the study and also helps in conducting the study easily with
detailed research and analysis. A sample of 20 HR personnels has been taken as the respondent
or participant.
Ethical consideration- While conducting study, researcher has taken care of all ethical
aspects that is ensured voluntary participation of the respondents by taking an informed consent.
Scholar has avoided the use of an offensive, unacceptable and the discriminatory languages in
preparing for the questionnaire. Moreover, privacy and an anonymity is kept as the paramount
importance on the part of scholar.
Reliability and validity- It reflects consistency of the measure and an accuracy of the
measure. The reports prepared by an investigator is seen as highly reliable as same findings are
been generated by the other scholars with the use of same research techniques under a similar
conditions (Mohajan, 2018). An investigator has ensured full validity by choosing an adequate
time scale and methodology.
Research limitation- Scholar has faced many limitations while formulating the study in
relation to farming of aims and objectives, choosing sample etc. However, by making use of
appropriate methods of collecting data and random sampling technique a suitable sample size has
been selected.
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DATA ANALYSIS AND FINDINGS
Theme 1: It has been agreed by HR Personnel that organization follows specific initiatives in
relation to talent management.
Particulars No. of responses % of responses
yes 15 75.00%
No 5 25.00%
Total 20 100.00%
Interpretation- From the above analysis it has been interpreted that majority of the
respondents believes that the firm is taking appropriate initiatives with regards to the managing
the talent in an organisation. This is done by recruiting the best candidate and by facilitating
effective training to employees in order to increase their skills. HR personnel makes an
appropriate strategies in an organization for retaining the best talent within the firm.
Theme 2: The initiatives relating to talent management are counted as top priority in an
organization.
Particulars No. of responses % of responses
yes 17 85.00%
No 3 15.00%
Total 20 100.00%
Interpretation- The above table reflects that most of the participants feels that initiatives
in respect talent management are been counted as the top priority fro an organization because it
helps in increasing the productivity and the performance of en entire company as well as the
workforce. Managing talent acts as the foremost factor for an entity because it directly influences
the business operations as skilled or talented staff would be performing in efficient manner as
compared to the unskilled staff.
Theme 3: By way of competencies, an enterprise determines the talent of its employees.
Particulars No. of responses % of responses
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Results 5 25.00%
Competencies 11 55.00%
Potential 4 20.00%
Total 20 100.00%
Interpretation- With respect to above table it has been seen that through developing
competencies among the employees, company can retain talented staff within an organisation. It
has been revealed that core competencies relates with developing skills, abilities and the
knowledge of an employees that has a direct impact on the performance management and the job
description. Tying up core competencies with that of talent management is seen as the win win
propositions as it facilitates an enterprise with the means of retaining and upgrading the valuable
workforce.
Theme 4: Talent management poses high impact on practices and policies of HR
within the firm.
Particulars No. of responses % of responses
Low 2 10.00%
Moderate 4 20.00%
Very high 5 25.00%
High 9 45.00%
Total 20 100.00%
Interpretation- It has been stated by the participants that managing talent poses a higher
impact on the policies and the practices of the human resource in an enterprise. This means that
human resource plays a significant role in recruiting the best talent as they are responsible for
making the policies and the strategies for retaining and hiring the right people at the right place
at the right time. Therefore, the policies framed by the HR is mainly based on attracting and
retaining skilled and efficient workers at the workplace.
Theme 5: HR personnel agree that they directly work with employees or staff in
making for the talent management initiatives.
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Particulars No. of responses % of responses
yes 14 70.00%
No 6 30.00%
Total 20 100.00%
Interpretation- Most of the HR personnels or respondents feels that they should invite
and take suggestion from the staff in context of making the talent management initiatives. This is
because by working with them and inviting them for suggestions helps the personnel in
determining the requirement and the problems that the staff is facing within the work
environment so that accordingly the policies for recruiting new employee and retaining the
existing employee can be made effectively.
Theme 6: Creating the policies that would encourage development and growth
opportunities is the main area in which an entity requires to make improvements in context of
talent management initiatives.
Particulars No. of responses % of responses
Aligning employees with vision
and mission of an entity 3 15.00%
Assessing the skills of
candidate in process of hiring 4 20.00%
Creating culture that values
work of an employees 5 25.00%
Creating the policies that would
encourage development and
growth opportunities 8 40.00%
Total 20 100.00%
Interpretation- The above table indicates that participants create policies in order to
encourage growth and the development opportunities for the company for the purpose of making
an improvements in the talent management initiatives. This means that by formulating growth &
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development strategies or policies, company could make appropriate improvements while taking
an initiative for talent management.
Theme 7: Human resource manager is mainly responsible in overseeing the initiatives taken
for talent management.
Particulars No. of responses % of responses
Management executive 4 20.00%
Human resource manager 12 60.00%
supervisory manager 2 10.00%
employees 2 10.00%
Total 20 100.00%
Interpretation- It has been analysed that HR manager is highly responsible towards talent
management initiatives because they are responsible for selecting the most suitable candidate.
They oversee the process of recruitment, selection, training and development related activities of
an entity. HR personnel need to take utmost care while choosing the person for the job and in
providing training & performance appraisals in case when an employee does perform beyond
expectation.
Theme 8: An organization takes adequate measures in meeting an expectation of the
workforce.
Particulars No. of responses % of responses
yes 16 80.00%
No 4 20.00%
Total 20 100.00
Interpretation- From an evaluation it is been assessed that the respondents feels that a
company must take an adequate measures for meeting expectation of the workforce. Company
should take feedback from the staff in a regular interval so that their need and expectation could
be known regarding the work environment, pay structure etc. This helps in making suitable
changes as per their expectation so that they remains motivated at the workplace.
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Theme 9: Training and development is the major TM initiative that highly impacts an
organisation.
Particulars No. of responses % of responses
Recognition & Rewards 4 20.00%
Providing opportunities 5 25.00%
Training and development 7 35.00%
Relationship management 4 20.00%
Total 20 100.00%
Interpretation- The above assessment depicts that the participants believes training and
the development of an employee act as the main initiative in managing talent which in turn
highly affects the company. This shows that by providing training to the employees, an
organization could be able to develop learning abilities and skills in an individual which in turn
helps in managing an effective talent and also in improving the performance of the corporations.
CONCLUSION AND RECOMMENDATION
Conclusion
From the above report it has been concluded that Talent management poses a great
influence on role of HR as it encompasses with hiring the right people, developing effective
management policies, designing an integrated systems for gathering data and making strategic
decisions. It has also been analysed that TM is seen as the primary or foremost initiative for an
organization in terms of HR practices. Training and development is found as the main initiative
with respect to TM.
Recommendation
 Human resource manager should focus on determining the goals before hiring the new
talent which is important for achieving short and long term goals along with improving
talent management practices in the company.
 Company should emphasize on results generated from an employee instead of the
processes. Moreover it should provide flexibility to the staff and autonomy in making
them feel as valued, satisfied and respected.
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Reflection
By way of formulating the study I could be able to develop an effective research skills and
the study helped me in developing my knowledge relating to Talent management. I had also
learned about different types of the research methodology that are been used for making study
with reliability, accuracy and validity.
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REFERENCES
Books and journals
Abazeed, R. A. M., 2018. The impact of talent management on organizational commitment of
the employees of telecommunication companies in Jordan: the mediating role of employee
work engagement. International Journal of Academic Research in Accounting, Finance
and Management Sciences. 8(4). pp.153-162.
Adamsen, B. and Swailes, S., 2019. Managing Talent. Springer.
AGARWAL, T., 2018. Effect of Talent Management Practices and Organisational Performance
on Employee retention: Evidence from Indian IT Firms. Journal of Internet Banking and
Commerce. 23(1). pp.1-16.
Baharin, N. L. and Hanafi, W. N. W., 2018. Effects of talent management on employee
retention: A case study of hospitality industry. Global Business and Management
Research. 10(3). p.697.
Bresler, L. and Stake, R. E., 2017. Qualitative research methodology in music education.
In Critical Essays in Music Education (pp. 113-128). Routledge.
Bresler, L. and Stake, R. E., 2017. Qualitative research methodology in music education.
In Critical Essays in Music Education (pp. 113-128). Routledge.
Cappelli, P. and Keller, J. R., 2017. The historical context of talent management. The Oxford
handbook of talent management. pp.23-42.
Collings, D. G., Mellahi, K. and Cascio, W. F. eds., 2017. The Oxford handbook of talent
management. Oxford University Press.
Collings, D. G., Scullion, H. and Caligiuri, P.M., 2018. Global talent management. Routledge.
Devi, S., 2017. Impact of talent management on organizational performance: The role of
employee engagement. International Journal of Management Studies. 4(1). pp.17-27.
Fletcher, A. J., 2017. Applying critical realism in qualitative research: methodology meets
method. International journal of social research methodology. 20(2). pp.181-194.
Fletcher, A. J., 2017. Applying critical realism in qualitative research: methodology meets
method. International journal of social research methodology. 20(2). pp.181-194.
Gallardo-Gallardo, E., Thunnissen, M. and Scullion, H., 2019. Talent management: context
matters.
Horner, S. ed., 2017. Talent Management in Hospitality and Tourism. Oxford: Goodfellow
Publishers Limited.
Kumar, R., 2019. Research methodology: A step-by-step guide for beginners. Sage Publications
Limited.
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Maheshwari, V. and et.al., 2017. Exploring HR practitioners’ perspective on employer branding
and its role in organisational attractiveness and talent management. International Journal
of Organizational Analysis.
McDonnell, A. and et.al., 2017. Talent management: a systematic review and future
prospects. European Journal of International Management. 11(1). pp.86-128.
McGuire, D. and et.al., 2018. Talent development in the United Kingdom. In Global Issues and
Talent Development: Perspectives from Countries Around the World. (pp. 9-24).
Information Age Publishing.
Mohajan, H. K., 2018. Qualitative research methodology in social sciences and related
subjects. Journal of Economic Development, Environment and People. 7(1). pp.23-48.
Sabuncu, K. U. and Karacay, G., 2016. Exploring professional competencies for talent
management in hospitality and food sector in Turkey. Procedia-Social and Behavioral
Sciences. 235. pp.443-452.
Taherdoost, H., 2016. Sampling methods in research methodology; how to choose a sampling
technique for research. How to Choose a Sampling Technique for Research (April 10,
2016).
Vaiman, V. and et.al., 2018. Macro talent management: A global perspective on managing talent
in developed markets. Routledge.
Yap, M., 2017. 12 The Role of Diversity in Talent Management. TALENT MANAGEMENT IN
HOSPITALITY AND TOURISM. p.185.
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QUESTIONNAIRE
Demographic profile
Age-
Gender-
Name-
1. Do your organization follows any particular initiatives regarding talent management
within the workplace ?
 Yes ()
 No ()
2. Are the initiatives relating to talent management counted as top priority in your firm ?
 Yes ()
 No ()
3. How does your entity determines or identify the talent ?
 Results ()
 Competencies ()
 Potential ()
4. What is a level of effect of talent management on HR practices and policies at your
corporation ?
 Low ()
 Moderate ()
 Very High ()
 High ()
5. In your firm does HR works directly with staff in making talent management
initiatives ?
 Yes ()
 No ()
6. Which among the following is seen as main area in which your organization requires to
improve in context of talent management initiatives ?
 Aligning employees with vision and mission of an entity ()
 Assessing the skills of candidate in process of hiring ()
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 Creating culture that values work of an employees ()
 Creating the policies that would encourage development and growth opportunities ()
7. In your organisation who is mainly responsible in overseeing the initiatives taken for
talent management ?
 Management executive ()
 Human resource manager ()
 supervisory manager ()
 employees ()
8. Does your organization takes appropriate measures for meeting an expectation of
workforce ?
 Yes ()
 No ()
9. Among the following which is the TM initiative that highly impacts your organisation?
 Recognition & Rewards ()
 Providing opportunities ()
 Training and development ()
 Relationship management ()
10. Any recommendations relating to improving practices of talent management ?
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