Change Management and Talent Management Strategies at Hilton Hotel

This report examines change management systems and talent management practices at Hilton Hotel. It analyzes the application of the Lewin and Kotter change models, highlighting their effectiveness in implementing structural changes and achieving functional efficiency. The report further explores the impact of management and leadership styles on talent management across different age profiles within the organization, emphasizing employee training and development. It evaluates how Hilton Hotel has responded to talent management, focusing on its goals of global expansion and competitive advantage in the hospitality industry, with an emphasis on innovation and employee diversity. References to relevant academic sources are also provided.

Scenario 4:
Change management systems
Change management systems are highly known for bringing out wide changes within the already established technology and
working rational functionality for attaining strong functional outputs and remove old parameters for bringing on advanced structure.
Hilton hotel for bringing on wide effective change as per demanded by hostility industry can use Lewin change model which is one
of the most innovative model for implementation of structural changes for long term effective functional strength.
Three steps of Lewin change model are:
 Unfreezing: at this phase old technology is changed for gaining on new technical advancement and removal of wide old
features where efficiency is lacking and there is wide pertaining focus through which new synergy of innovation can be
undertaken. Unfreezing will implement various old factors and programming to keep developed functional investment shall
be undertaken.
 Freezing: At this phase the training of all employees with the wide paradigms of technology and determinants focused shall
be undertaken for gaining new functional roles and higher profitability with continuous innovation and factors to bring on
new changes as per customized customer demands.
 Refreezing: At last phase monitoring and controlling of all the new steps and various new technology changes implemented
within functional structure shall be checked, to gain direct data and statistics of how new changes have been brought up.
Hilton hotel shall be actively working on this phase to keep wide key focus to lock down new investment which has
undergone within company during change model purpose.
Kotter change model is another change management model which will enable Hilton hotel to work on the various steps which needs
to be targeted innovatively and further bring on positive synergy for gaining higher effective working outputs.
Step 1: Create urgency
Step 2: Form powerful vision
Step 3: Create vision for change
Step 4: communicate the vision
Step 5: Remove the found obstacles
Step 6: Create short term wins
Step 7: Build on the change for wider time period
Step 8: Anchor the changes into corporate culture
Hilton hotel through these 5 changes and phases of Kotter change model will enable to bring on wide functional efficiency through
which keen synergy of innovation shall be worked on with strong functionality. The comparison showcase us that Kotter change
model will be able to effectively program on wider changes within structure as it is more detailed fundamentally and bring on wide
changes through which hospitality industry company stricture can be undertaken for bringing on new synergy of innovation and
target onto rapid determinants where there is higher demand for technical advancement with wide consumers preferences.
Impact of management and leadership styles in view of
talent management across age profiles
Hilton hotel managers and leaders in view of talent
management across age profiles have been impacting with
wide synergy of innovation and advancement into all
operations where wide focus is given for gaining strong
synergy of new talents. Young employees who are joining
company are recruited and trained productively for gaining
on high expertise with wide experience and rationally
worked onto wider segments through which keen focus can
be developed. Superior employees within the company
have been gaining strong impact with high focus of talent
management for gaining onto keen synergy of innovation
where they coordinate with subordinates with strong
functional paradigm
Evaluation of how change management and leadership skills in
company has responded to using talent management
Talent management has been responded effectively by
Hilton hotel which aims to expand its working position into global
levels with use of innovative technology and higher functional
strength among working operations to attain wide strong functional
goals of profitability, consumer goodwill. The change management
and leadership skills within future perspectives are targeted to bring
on new synergy of rational goals where brand targets to provide
wide talent management exploration functionalities and showcase
their talents onto new levels of working paradigms. Hilton hotel
with changing fundamentals of hospitality industry where there are
wide changes emerging, competitive edge are targeted which will
further bring on new synergy of creative and diverse functionality
among employees.

REFERENCES
Books and journals
Greene, R. J., 2020. Strategic Talent Management: Creating the Right Workforce. Routledge.
MacNeill, I. B., Jandhyala, V. K., Kaul, A. and Fotopoulos, S. B., 2020. Multiple change‐point
models for time series. Environmetrics, 31(1), p.e2593.
Meyers, M. C., van Woerkom, M., Paauwe, J. and Dries, N., 2020. HR managers’ talent
philosophies: prevalence and relationships with perceived talent management
practices. The International Journal of Human Resource Management.
31(4).pp.562-588.
Scullion, H. and Mullholland, M., 2020. Global Talent Management. The SAGE Handbook of
Contemporary Cross-Cultural Management, p.212.
Ulf, C., 2020. Models of Culture Contact and Cultural Change: Moving Beyond National and
Linguistic Traditions. A Companion to Greeks Across the Ancient World, pp.119-
135.