Analysis of HRM Issues and Trends in the Hotel Industry Report

This report provides a comprehensive analysis of Human Resource Management (HRM) issues and emerging trends within the hotel industry, focusing on the Hilton London Metropole. It addresses contemporary challenges such as cross-cultural relations, employee motivation, and the need for flexible work arrangements, while also examining the importance of diversity and adherence to labor laws. The report includes a job description and person specification for a Housekeeping Supervisor position, along with an evaluation of performance management approaches and employee development strategies. Furthermore, it outlines the development of training materials for new HR managers, covering effective HR policies and practices. The analysis emphasizes the importance of adapting to technological advancements, fostering employee engagement, and creating a positive work environment to enhance operational efficiency and customer satisfaction. The report also discusses the significance of talent management, addressing the need to attract, retain, and develop highly skilled employees within the competitive hospitality sector.

Issues in HRM
1

INTRODUCTION...........................................................................................................................3
MAIN BODY..................................................................................................................................3
1. Contemporary issues as well as emerging trends related to Human Resource Management in
Hotel industry and reflection.......................................................................................................3
2. Develop Job description and Person Specification..................................................................6
3. Evaluate the approaches of performance management and people development.................10
4. Development of training material for new HR managers on effective HR policy and practice
...................................................................................................................................................12
Covered in Leaflet.....................................................................................................................12
CONCLUSION..............................................................................................................................12
REFERENCES..............................................................................................................................13
2

INTRODUCTION
Human Resource Management is the mechanism of recruitment, selection, training, instruction
and training, assessment of employees' results, determination of rewards and benefits,
encouragement of workers, maintenance of appropriate relations with workers and their unions,
protection of employees, security and safety steps. HRM genuinely is workplace governance
with a focus on such employees as company assets. Staffs are often called intellectual capital in
this sense (Ayentimi, Burgess and Brown, 2018). Their goal is to efficiently use staff, reduce risk
and optimize return on investment, just as with most business assets. For the better understanding
of HRM practices in hospitality sector, Hilton London Metropole selected which is based on
central London. It is 4-star hotel which has 1059 bedrooms and they offer premium quality
services to their customers.
This report covers several discussions which are based on multiple article analysis on
contemporary issues and emerging trends produce job description, person specification for the
range of supervisory positions in the hospitality sector. In addition, it includes contemporary
knowledge or understanding regarding performance management approaches and people
development. Along with this, develop training material for HR mangers and for HR policies and
procedures.
MAIN BODY
1. Contemporary issues as well as emerging trends related to Human Resource Management in
Hotel industry and reflection
According to Dickmann, Brewster and Sparrow (2016), Many of the problems discussed by
HR Executives in the Hospitality Industry include cross cultural relations, staff control and
people who are also very necessary to ensure the workers of hospitality companies upgrade their
roles and deliver excellent and adjective customer service. Whether SHRM or Strategic Human
Resources Management or employment practices as a Strategic Competitive Benefit Sources, are
the norms for the industry in recent decades, the HRM was in the hospitality sector concentrated
on personnel management. Concerning the cultural and inter-cultural difficulties that human
resources leaders face in the hosting business, it is the reality that resorts, flights, restaurants,
travel agencies and the like rely on visitors and travellers from all over the planet as profit
making bodies for their survival. Their staff must cross the gap between various cultures to
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conquer the cultural gulf. Some individuals compromise on cross-cultural communication and
interpersonal contact purely because of different language expertise or the desire to express
themselves to international visitors.
As per Bell and Orzen (2016), in the service business, HR managers frequently face
problems associated with their employee's motivation. Some positions in the industry are very
challenging and must be supervised by the employees and as a result, depression in the sector is
high. HR managers in the business must develop creative and imaginative approaches to ensure
that their workers stay motivated in order to prevent high levels of stress and demotion due to
exhaustion. Since the role is always 24-7, whereby the rotating of the changes is continuous in
order to guarantee round-time operation, HR supervisors have to change the employees' tasks as
humanely as possible, not only since they are in the period where their highest workload takes
place but always because they do never end up performing the night-shift at all times.
Published article of Simon Willmore (2019), explain that typical nine to five working days
start with workers. Corporations have to develop their organizational versatility to draw potential
candidates. Advances to the communications technologies enable employees to work in the
workplace, at homes or in the café from everywhere. During mobile operation, employees the
front-line service might also gain from the more flexible work time approach. Knowing the value
of the balance between working lives is an attribute that separates so called employers from the
audience. For example: Hilton Hotel home system work is one example of this. The global hotel
brand launched a "home team" of booking and customer service professionals who offer
customer assistance from the comfort of their own home to Hilton Honors.
Interpersonal skills are also highly regarded in an era of rising digitalization. It is especially
important as more thousands of workers enter the workforce. The tech-knowledge group may be
aware of everything about Facebook collecting, but it can be quite successful to work in a team
and to interact with peers. During 2019, human resources executives must expect such a need to
create integrated teams with additional poor skills such as teamwork, imagination, interpersonal
communication and time management. Education programs for staff can be successful in
increasing people in the organization and continues to promote leadership.
Boella and Goss-Turner (2019), it is hard to attract and retain great talent, in particular for
small companies with little capital to provide significant reimbursement and benefits. This
ensures that administrators in human resources often seek to locate the business of talent and
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loyal prospects. It is necessary for managers of human resources to search for talents internally
and externally because it is not sufficient to attend job fairs or to go out to LinkedIn people. HR
managers need not only maintain such relations; they do need the production and promotion of
internal employees. Company owners are conscious that a stable society that works
harmoniously together creates stronger teams, provides better ideas and greater customer service.
Without unity diverse workers are socially poor and therefore weak in productivity. Nor is it just
a matter of organizational culture and profitability. When staff or clients feel threatened in some
way, diversity is a significant legal obligation. Human resources executives need to recognize
legislation on diversity to ensure that it has a policy to address grievances and to focus on
harmonizing diversity.
Schaltegger and Burritt (2017), continuing to modify worker regulations is a battle for the
owners of business. Some prefer to ignore labour laws because they don't believe they refer to
the company. But that could involve investigations, legal proceedings and maybe even the firm's
downfall. It is important for HR managers to ensure that they abide to regional, state and federal
labor laws, irrespective of how big or small the company is. All laws vary from employment,
wage compensation and health at work. When a organization expands, it increases its strategy,
framework and internal policies. All workers face these adjustments with difficulties. During
times of transition many businesses have lost profitability and morality. Businesses will
concentrate on explaining to everyone the benefits of the changes. Daily meetings with the team
are an ideal starting point. The team will most probably be on track when they recognize the
why, how, and when of the change.
Technology is improving all the time so companies must adapt rapidly, or their rivals risk
becoming left in the ground. The goal was to get workers to embrace creativity and learning new
strategies for business owners. It is important to communicate and make sure you know why,
when and how the team will make any changes. Set specific goals for programs and include
preparation for workers to confidently manage them. Most firms struggle to establish the right
benefits for workers. Small business owners not only have to deal with similar sized firms but
also with large staffing businesses. In addition they would have to add in costs, ranging from 1.5
to 3 times the salary of the employee, for insurance, education, tax, and other expenses. Although
wages are significant, they are not always a major factor for employees. The development of a
scheme to recompense workers for good outcomes is one way of compensating for a lower pay.
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Consider providing benefits for the employees and the business, such as profit-sharing or
rewards.
From the overall discussion, it has been critically evaluated that there are several
challenges which affect the human resource management practices. Due to this, it will affect the
staff performance and productivity. In order to boost operational or individual performance, HR
managers need to follow some emerging trends which improve organizational efficiency as well
as effectiveness in context of hospitality sector. In order to adjust workers to new and specific
environment beyond their own country, Foreign HRM puts more emphasis on a range of roles
and functions, such as transfer, induction and translation services. The selection of staff involves
careful assessment of the specific features of the applicant and his wife. Managers must be safe
from workplace growth, admission and cultural shock threats. Performance appraisal will
incorporate the two types of assessment knowledge in order to reconcile the merits of country of
origin and host country assessments. · Systems of rewards will support the general strategic aim
of the company, but must be adjusted for local circumstances. That's more probable to be
underpaid in Europe for wage earners and executives. The scale of work force complexity
includes but is not restricted to age, nationality, heritage, gender, attributes, race, sexual
orientation, educational history, geographical position, employment, marital status. The
challenges to diversity at the workplace include the need of all organisations to handle a wide
range of talents which can contribute new ideas, insights and points of view to its work in long
term. Talent management includes the creation and integration of new employees, the production
and retention of highly qualified staff in your business. Talent management is a concept which
began in the 90s and is still being embraced, with more corporations realizing the talents and
skills of their staff drive the success in business.
2. Develop Job description and Person Specification
In context of Hilton hotel, organization has vacant position for the post of Housekeeping
supervisor. Hotel publishes the job description for the position and also requested to the interest
candidates to send person specification. On the basis of PS, HR managers select the suitable
person who has ability to fulfil roles & responsibility of housekeeping supervisor. Job
description and person specification both are mentioned below:
Job description: An organizational document that sets out explicitly the basic work
specifications, roles, responsibilities and skills needed to perform a specific function is a job title.
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A more comprehensive job description covers the evaluation of progress in the position so that it
can be used after performance assessments. It is often referred to as a job description, work
profiles, JD and task summary (task PD). The definition is generally prepared by a person who,
with the aid of the Human resources department of the enterprise or an external recruiter. It is
responsible for monitoring the position selection process. The definition of a position is an
important part of the procedure, because it will allow candidates to decide with the appropriate
details whether their function is in accordance with their abilities and if the work they are going
to do is a task. From the point of view of the company, the work description is important to
ensure that the demands for the job are closely aligned with the requirements of the position
itself. It strengthens the selection process and enables HR departments and external recruiters
obtain a large number of applicants who are willing to be interviewed or picked. Job description
of Hilton Hotel for the post of “Housekeeping Supervisor” is as follow:
Job Description
Organization: Hilton Hotel
Position: Housekeeping Supervisor
Work Experience: Minimum 2 years of experience.
Salary: £ 25,000 annually.
Location: Central London.
Job Brief:
We are searching for a housekeeping supervisor who leads our workers and promises an
outstanding customer service. The duties of the housekeeping supervisor involve workforce
shifts, educating and empowering team members and smart checks in private and public places.
You must understand well the sanitation regulations and team leadership capabilities to succeed
in this position. Ultimately, you will contribute to making our day-to-day housekeeping activities
smooth and happy.
Responsibilities:
 Cleaning and maintenance training to housekeepers.
 Workers are monitored on regular basis.
 To ensure cleanliness, inspect rooms and communal areas, including steps and relaxation
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areas.
 Schedule adjustments and prepare for substitutions in the event of absence.
 Create and educate workers on principles of health, sanitation and cleanliness.
 Motivate their team members and fix problems related to the job.
 Client and Individual Requests required responding immediately.
 Check and refill stock of detergents, including washing walls, blankets and rubber
handle.
 Take part in big cleaning events, if possible.
 Ensure that security and safety policies are complied with in every region.
Specific Requirement:
 Job experience as a supervisor for housekeeping or like that.
 Practice in large organisations of sanitation and maintenance duties.
 Capable of using machinery and materials for industrial cleaning.
 Good communication and interpersonal capabilities in teams.
 Adjust to satisfy the work's physical requirements.
 Stability to work different spaces like rotational shift.
 Diploma of high school in hotel management is a bonus.
Contact Number: + 9563251482
Email: [e-mail]
Person Specification: The skills, abilities, experience, expertise and other qualities
(selection criteria) must be described by an applicant to perform the tasks. The definition of the
job should be extracted and the system of recruitment is established. Candidates will be short
listing on the basis of test and interview phases; they use personal criteria as a basis for
the selection decisions. Interview questions and screening assessments should also be based on
the individual characteristics and structured to collect more proof against the requirements for
candidates. You can also write the place ads using the individual definition.
Person Specification
Name: Harry Ron
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Address: 125/75. Green city, England, UK.
Contact No: + 6895102569
Email: [e-mail]
Career objective: I'll look for a position in your organization, where my leadership quality,
management and training expertise will enhance. I will make sure that, my skills and ability will
contribute to your business and maximise the revenue.
Qualification:
 Graduate from Oxford University
 Post graduate in hotel management from Cambridge University.
Technical qualification:
 Two years diploma course in housekeeping management.
 Certified in team management.
Work experience:
 1 year experience as housekeeper in “The Garden Hotel”.
 1 year experience as team leader of housekeeping department in Thomas and Cook.
 3 months internship experience in The Plaza Hotel.
Skills:
 Ability to lead large group
 Good listener as well as instructor
 Excellence communication skill
 Have knowledge regarding handling equipment
 Leadership skills
 Management skills
 Team building
3. Evaluate the approaches of performance management and people development
In the hospitability sector, organizations follow performance management and people
development approaches which required to improve overall operational efficiency. Below
mention approach will be adopted by the four or five star hotels.
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There are several approaches of performance management which can be followed by the
Hilton Hotel in their organization to manage their employee’s performance as well as entire
organization. Some of them are as follow:
Feedback Frequency: Organizations quit their annual review of their results. Rather than
systems help managers, employees and clients to receive regular feedback in real time.
Technology services offer reviews, feedback and actionable ideas instantly. This knowledge can
be consolidated and quantified for broad debates and analyzes of workers and classes. In context
of Hilton hotel, in order to boost the performance of their hotel, managers should take feedback
from their peers and their clients. This approach helps hotel management able to work on those
areas which required improvement.
Better discussions: To step away from annual review administrators need balanced
strategies to how they communicate about results with their employees. Feedback also allows
managers to see the responsibilities and effect of their workers on their goals. In relation to
Hilton hotels, managers need to discussed with other people who working in the organization.
Bottom-up: The creation of goals will shift from a top-down to a starting approach with
employees. Once corporate objectives have been identified, staff may follow individual goals by
developing priorities that are aligned with larger targets. This approach can be used by the Hilton
Hotel for better performance management in the workplace.
Better Manager Training: In the modern model, effective control of results relies heavily
on managers. This means more preparation and leadership development for such administrators
to help their workers achieve success. This training will allow workers to concentrate their goals
on organizational strategies, mentor workers on job and career prospects and dedicate themselves
to daily feedback mechanisms. Managers of Hilton Hotels can follow this approach or provide
training for manager to improve their efficiency as well as effectiveness.
Technology Role: Organizations use powerful technology to align administration with
other key human resources programmes. This market approach makes it easier to calculate,
assess and evaluate effect faster. Platforms enable companies and the workers communicating,
learning, leaving feedback, seeking mentors and solving problems. This approach can be
followed by the Hilton hotel by using technical program which improve overall performance.
Culture focus: Performance management progresses beyond the achievement of basic
company objectives. Currently dynamic managers ought to concentrate performance
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improvement portions on the impact of employees on the working community and environment.
In context of Hilton hotel, managers can observe the working culture and formulate their
strategies accordingly.
From the above mentioned points, manager of Hilton hotel follow the frequent feedback
approach and it help the organization to identify weak areas where they need to focus for the
development.
There are several personal development approaches which are helps in improving individual
efficiency as well as effectiveness. Below mention option can be used by the Hilton hotel for
personal development. All are discussed below:
Extended tasks and projects: Management think about the task which can extend in the
future. It will benefit from becoming part of the team and learning new skills in the cross-
functional team.
Job nourishment: these incentives typically occur internally to support the current position
of a worker while providing new forms of improving. For example, discussions at team
meetings, membership in a diversity committee or volunteering may include.
Mentorship or Coaching: If the company will have a structured Mentorship Program or
not, start with it small. Training and coaching provide proven advantages in terms of job
efficiency, problem solving and expertise in communication.
Hand movement: Usually a lateral transfer brings an employee to another position with
same pay grade and the same degree of responsibility. The main advantage of a secondary
change provides new opportunities and skills growth, as well as keeping workers longer.
Promotions: When you adopt the right strategy, it is another way to encourage great
accomplishment, build skills and improve opportunities to attract your workers in a new role.
Work supervising: Job shadowing will provide with an excellent opportunity to
the workers to learn essential elements of other careers while continuing to grow. It is also an
excellent opportunity for workers to discuss future job prospects more systematically
internally but beyond their current jobs.
Rotation of jobs: Another successful approach in workforce growth is to provide an
incentive for the employees to shift and switch one or more roles. Days, month or even a year or
two will last for rotations.
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From the above analysis, promotion is the best personal development approach which
motivates employees to improve their efficiency as well as effectiveness.
4. Development of training material for new HR managers on effective HR policy and practice
Covered in Leaflet
CONCLUSION
It was concluded from this above discussion that all company issues are successfully
handled by employees who strive harder to accomplish goals and inspire their employees. The
key human resources department activities are the procurement, recruiting, recruitment,
direction, growth, performance assessments and compensation. In today's era, major problems
and concerns facing type management workers are communication, work description, work
contracts and processes and regulations. The evolving trends in human resources management
include automatic reactions and flexibility on employment conditions as the time frame and
preferences of the workforce change. The company prepared an additional job description in
order to clarify the correct form of applicant who can hold a vacancy and have the requisite
experience in the position, as correct. The important methods used by leading organizations for
managing the outputs of various departments with established individuals are performance
management and people creation tools.
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REFERENCES
Books & Journals
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Domínguez-Falcón, C., Martín-Santana, J. D. and De Saá-Pérez, P., 2016. Human resources
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Contemporary Hospitality Management.
Bell, S. C. and Orzen, M. A., 2016. Lean IT: Enabling and sustaining your lean transformation.
CRC Press.
Boella, M. J. and Goss-Turner, S., 2019. Human resource management in the hospitality
industry: A guide to best practice. Routledge.
Ljungholm, D. P., 2016. Organizational social capital and performance management. Linguistic
and Philosophical Investigations, (15), pp.108-114
Kramar, R. and Steane, P., 2012. Emerging HRM skills in Australia. Asia-Pacific Journal of
Business Administration. 4(2). pp.139-157.
Davies, P. W., 2016. Current issues in business ethics. Routledge.
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competitive advantage: is the field going in circles?. Human Resource Management
Journal. 27(1). pp.1-21.
Morgeson, F. P., Brannick, M. T. and Levine, E. L., 2019. Job and work analysis: Methods,
research, and applications for human resource management. Sage Publications.
Riccucci, N. M. ed., 2017. Public personnel management: Current concerns, future challenges.
Routledge.
Schaltegger, S. and Burritt, R., 2017. Contemporary environmental accounting: issues, concepts
and practice. Routledge.
Stewart, G. L. and Brown, K. G., 2019. Human resource management. John Wiley & Sons.
Viitala, R., Kultalahti, S. and Kangas, H., 2017. Does strategic leadership development feature in
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Online
Emerging Trends in HRM. 2019. [Online]. Available Through:
< https://www.traveldailymedia.com/hr-trends-2019/ >
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