Importance of HR Practices in Talent Management for Improving Workforce Efficiency in Hospitality Sector

This presentation focuses on the importance of HR practices in talent management for improving workforce efficiency in the hospitality sector. The study is conducted on Sheraton hotel to understand the phenomena of talent management, ascertain the benefits of talent management for raising productivity, and determine the HR practices adopted by Sheraton Hotel for talent management. The research outcomes highlight the stakeholders involved and the challenges faced during the research. The conclusion emphasizes the significance of talent management in gaining productive outcomes, and recommendations are provided for Sheraton hotel to enhance workforce efficiency.

Research Project

Table of contents
 Introduction
 Aims
 Research Objectives
 Data Interpretation
 Research Outcomes
 Reflection
 Conclusion
 References

Introduction
Talent management is defined as, well define procedure of developing
the skills and expertise of the employee in order to match the position,
recruiting deserving candidate, identifying the vacant position and
holding back to accomplish long term business objectives

Aims
“To understand the importance of HR practices in talent management for
improving workforce efficiency of hospitality sector”. A study on
Sheraton hotel.

Research Objectives
 To understand the phenomena of talent management
 To ascertain the benefit that Sheraton Hotel attain by maintaining
talent management for raising productivity.
 To determine distinguish human resource practices in Sheraton
Hotel which helps in handling talent management at workplace.

Continue...
 What do you mean by talent management?
 Mention advantages gained by Sheraton Hotel by maintaining
talent management for raising productivity?
 State various HR practices adopted by Sheraton Hotel which leads
in maintaining talent management at workplace?

Theme1: Understanding regarding talent
management
30
20
a) Yes
b) No

Theme 2: Essential to maintain talent
management in the working premises of
Sheraton hotel
28
22
a) Important
b) Not important

Theme 3: Type of talent management
strategies can be adopted by Sheraton hotel
for uplifting workforce efficiency.
10
20
20 a) Provide training and
development opportunities
b) Assess candidate cultural fit
c) Provide reward and
recognition

Research Outcomes
Stakeholders: Employees, Government, mangers etc. are examples of
stakeholders. These play a vital role at the time of gathering data
about talent management at the work place. From Sheraton hotel 50
employees are accumulated for examining present report.

Reflection
I am glad to be a part of research project on the topic “To understand
the importance of HR practices in talent management for improving
workforce efficiency of hospitality sector”. A study on Sheraton
hotel. It has enhanced mu basic understanding regarding talent
management in the working premises. Apart from this I came across
certain challenges like, convincing respondents to reply the
questions because they were less interested in answering this
questions , lack of time etc. while conducting the research activities.

Conclusion
From the above report it can be ended that talent management is the
core task which need to be performed in an organization in order to
gain productive outcomes. Distinguish strategic approaches such as,
performance assessments, compensation etc. are adopted by
organization so as to hold back talent in the working premises.
Higher customer satisfaction, improvements in business workforce
efficiency, more profit maximization and many more are certain
importance provide by talent management in an organization.

Recommendation
From the above the discussion the meaningful recommendation
suggested is that talent management directly or indirectly helps in
raising workforce efficiency of the employees. Sheraton hotel has
been suggested certain recommendations so that productive
outcomes can be attained easily. Organization should be more
flexible in nature in order to adopt dynamic environment easily.

References
Beamond, M. T., Farndale, E. and Härtel, C. E., 2016. MNE translation
of corporate talent management strategies to subsidiaries in
emerging economies. Journal of World Business. 51(4). pp.499-
510.
Cappelli, P. and Keller, J. R., 2017. The historical context of talent
management. The Oxford handbook of talent management, pp.23-
42.
Cascio, W. F. and Boudreau, J.W., 2016. The search for global
competence: From international HR to talent management.
Journal of World Business. 51(1). pp.103-114.

Thank you