Human Resource Management Planning Report: Melbourne Hotel Case Study

This report provides a detailed analysis of human resource management (HRM) planning within the hospitality sector, specifically focusing on a case study of a five-star hotel in Melbourne facing service quality issues. The report begins by creating a job description for a Human Resource Manager, outlining key responsibilities, performance indicators, and competency requirements. It then delves into the strategic role of the HR manager, emphasizing workplace safety, compensation and benefits, and employee training and development. The report highlights the importance of employee relations, recruitment, and selection strategies to improve hotel performance. The report also stresses the importance of accurate job descriptions and their impact on recruitment, employer expectations, and legal implications. The conclusion stresses the need for an experienced HR manager with strong communication and HRM knowledge, and references relevant literature on HRM in the hospitality industry.

Running head: HUMAN RESOURCE MANAGEMENT PLANNING
Human Resource Management Planning in Hospitality
Name of the Student
Student ID:
Name of University
Author Note

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Part A...................................................................................................................................2
Creating a Job Description...............................................................................................2
PART B...............................................................................................................................3
PART C...............................................................................................................................4
Strategic Role of the Human Resource Manager............................................................4
Employee Training and Development.............................................................................5
Employee Relations.........................................................................................................6
Recruitment and Selection...............................................................................................6
Impact on recruiting.........................................................................................................7
Employer Expectations....................................................................................................7
Legal Implications...........................................................................................................8
Conclusion:..........................................................................................................................8
Reference:............................................................................................................................9

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The following report succinctly elucidates effective human resource management
strategies that would build a correlative bridge between the organizational objective as well as
the employee objective. Depending on the economic shift of the twenty first century in relation
with the attributes of the market structure the workforce of an organization need to focus on
cognitive development of the both (Hoque, 2013). The report thus constitutes of a strategic idea
to help the hotel get rid of the problem and issues pertaining to its HR department. A five-star
500 room hotel in Melbourne has recruited me a consultant to search for a Human Resource
Manager. The hotel has all the sections needed like food and beverage outlets, a health centre, an
executive lounge and a swimming pool to have a five star rating. However, in recent times it has
received a lot of flak on social media sites for its poor service (Kavanagh & Johnson, 2017). It
has also been in the news recently for all the wrong reasons firstly for a dispute over pay rise
among its workers and then because of some grumpy guests who went ahead and complained
about the poor quality service at the food and beverage outlets on a national news program.
As a result of all these the hotel’s goodwill has suffered and it is suffering financially where full
time staffs are resigning and casuals with no zero experience in hotel industry and being
absorbed. Without a human resource manager the responsibilities to find staff have been given to
supervisors and department managers. The report deals with how I create a position for a Human
Resources Manager reflecting on the present situation at the hotel.
Part A
Creating a Job Description
1. Job title: Human Resource Manager
2. Job identification : To recruit a Human Resource Manager

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3. Position purpose: Recruitment of a Human Resource Manager to help bring in staff for
the hotel to run properly.
4. Key responsibilities and outcomes to be achieved: To ensure the Human Resource
Manager recruits new and experienced candidates for the hotel who can help in
improving the good will of the property. To make organizational and departmental
planning. To ensure good employee relations.
5. Key performance indicators: To maintain a KPI table for employees.
6. Competency requirements: Must have at least 5 years of experience as an HR. He should
also have a degree in Human Resource. Should be sound in English writing and speaking.
PART B
There is a need of strong relationship between the human resource manager and the other
employees of the organization. There is a possibility that the finance department of the hotel
might raise benign agitation or grievances among the employees. The human resource manager
HRManager

HUMAN RESOURCE MANAGEMENT PLANNING
is highly responsible to address the finance department in need and convey necessary messages
to the employees.
PART C
Strategic Role of the Human Resource Manager
The Human Resource Manager holds a strategic position and in this hotel too he will
have effective responsibilities. Firstly he should ensure Work Place safety. This is a very
significant and strategic role for every HR manager. He should always ensure the safety of his
employees. Strategic development of the work place safety in the hotel involves how the HR
deals with risk management so that accidents do not lead to fatal on the job injuries or losses.
Workers insurance is an area where the organization tries to decrease the company expenses
through the coverage. Therefore employees need to be trained against the work hazards
especially the ones they find in hotels like fire. Reducing accidents by imparting knowledge to
employees on the use of complex machinery is also associated with creating a safe work
environment.
Next, the HR manager has to look into Compensation and Benefits of the workers. The
benefits and compensation that an employer gives to his employees speaks of the organization’s
image and goodwill. Also, the HR manager needs to make decisions on the wages of the
employees. It is this call which can impact an employee’s job satisfaction. If he fails to get it
right recruiting talented individuals in the company can be a problem. The HR manager needs to
consider workforce shortages, job evaluation, labor market conditions and budget constraints
while making a strategic plan for benefits and compensation. Also he has to be careful about
pleasing the workforce as well as keeping the stakeholders happy (Boella & Goss-Turner, 2013).

HUMAN RESOURCE MANAGEMENT PLANNING
After 2010, it has also become mandatory for human resource managers to offer group health
coverage if the company has over 50 workers.
Employee Training and Development
The objective of employee training and development program is to ensure competitive
advantage in the market. The objective of a human resource manager is to drive an organization
to competitive advantage in the national and international labor market. In this regard there is a
significant need to make the employees engage through continuous development process. As a
matter of fact, this has to be taken into certain consideration pertaining to the effective
consideration pertaining to the effective understanding of the entire case. Here the Human
Resource manager needs to train and develop the individuals who are coming into an
organization to work. These can be done through orientation, leadership training, workshops and
professional development seminars. They also need to see if there is any need of training at all.
They also determine the type of training an employee needs to improve productivity and
performance. The managers are also required to conduct needs assessment and evaluate the
performance of an employee to see if the organization would benefit from his skillset. They
carefully examine the records of employees to find out areas where they are weak but can
improve through on the job training or seminars and workshops or even under the guidance of a
leader. HR managers also play a key role in putting out an employee development strategy and
succession planning by building on professional and development in training (Fullan, 2014).
Human resource managers use their keen observation to also gauge the development of an
employee and device a career track for him which will help him move up the organizational
hierarchy.

HUMAN RESOURCE MANAGEMENT PLANNING
Employee Relations
The employee relationship manager is actually responsible for keeping peace at work and
resolving any conflict that comes up. The Human Resource Manager on the other hand has the
responsibility to keep a happy employer-employee relationship by creating a strategy to maintain
effective employee relations (Renwick, Redman & Maguire, 2013). The employee strategy
which helps maintain a cordial relationship between the employer and the staff comprise steps
which ensure the well being of workers. It looks into stuff like the safety of the employee where
they are made to work in safe and healthy environment free from harassment and discrimination.
The Human Resource Managers also should lead investigations and try to mitigate problems in
between employees which might affect the environment in the office. They also have to from
time to time deal with legal issues pertaining to employees as he is sometimes the contact for
legal counsel in terms of omitting risks from workplace (Marchington et al., 2014). These
actually deal with the HR manager scrutinizing current workplace policies and giving training to
managers and employees on how to curtail complains which arise due to misunderstanding or
misinterpreting company policies.
Recruitment and Selection
Human Resource managers usually create strategic solutions to meet the demands of
workforce in an office. He is in charge of the selection and recruitment of a candidate in a job.
He is also responsible for maintaining the image of a brand as it depends on the recruitment and
retaining of employees who can make a difference. Like for example the human resource
manager at the hotel can use his/her knowledge about hotel staff shortages to develop a way for
retaining employees or for sustaining the current level of staff. The strategy might have incentive
programs for the hotel staff with cross training so that they know little bit about the other jobs in

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the hotel too. Human Resource Managers also take decisions on selection processes and
monetary compensations to attract highly qualified individuals for a job.
Importance of Accurate Job Description
Position or job descriptions are very important components of any company. Not only do
they need to be thorough, they also need to be very precise when they are created. It is also very
vital that they can with time as employees job functions may also evolve with time. If it is not
put properly it can affect the company adversely.
Impact on recruiting
When a HR manager is told to recruit a person he should have the basic idea of what type
of a person he wants. These are in connections to the skills, qualities and the experience of the
candidates. These quality requirements need to be clearly mentioned in the job description.
Without this a HR manager cannot expect to find the right candidate for a job. From the
candidates perspective he needs to asses those job description details carefully to see if he is fit
for the job. A well informed job description will see to it that the most relevant candidates apply
for the post.
Employer Expectations
A detailed job description helps build a solid set of expectations for the recruiter to state
to the employee. The employee more or less becomes aware of his responsibilities from the job
description itself therefore he does not have confusion regarding the job expectations. It can also
be used as a yardstick for evaluation for employers of the job performance of employees
depending on pre-defined job duties.

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Legal Implications
Anything that an employee is made to do and was not a part of the job description that he
saw before applying might land the company in legal trouble. Job descriptions have already been
successfully used by employees against past recruiters in recent legal cases.
Keeping in mind the correct form of the Job Description Part A has been developed. The
heading is apt as I am looking for a Human Resource Manager for a five star hotel. Next the
identification states what kind of a candidate I am looking to recruit. Here again I have to clearly
state that the hotel is recruit for a HR manager. The purpose also mentions that a Human
Resource Manager will be recruited by the company so that he can in turn employ quality
candidates who can with their experience and work ethics bring back the lost image of the
organization again.
Conclusion:
The recruitment is to ensure the Human Resource Manager recruits new and experienced
candidates for the hotel who can help in improving the good will of the property. He would also
have to make organizational and departmental planning to ensure good employee relations. Now
for a company which is looking down the barrel it is important that an HR manager is selected
who has had around 5 years of experience. Any one below such experience can falter under
pressure. He should also possess a degree in Human Resource Management so that he knows the
subject in and out and knows what to do when. He also should know how to read and write well
since he is the communicator between the employers and the employee.

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Reference:
Boella, M., & Goss-Turner, S. (2013). Human resource management in the hospitality industry:
A guide to best practice. Routledge.
Fullan, M. (2014). Leading in a culture of change personal action guide and workbook. John
Wiley & Sons.
Hoque, K. (2013). Human resource management in the hotel industry: Strategy, innovation and
performance. Routledge.
Kavanagh, M. J., & Johnson, R. D. (Eds.). (2017). Human resource information systems: Basics,
applications, and future directions. Sage Publications.
Marchington, M., Wilkinson, A., Donnelly, R., & Kynighou, A. (2016). Human resource
management at work. Kogan Page Publishers.
Mitchell, R., Obeidat, S., & Bray, M. (2013). The Effect of Strategic Human Resource
Management on Organizational Performance: The Mediating Role of High‐Performance
Human Resource Practices. Human Resource Management, 52(6), 899-921.
Renwick, D. W., Redman, T., & Maguire, S. (2013). Green human resource management: A
review and research agenda. International Journal of Management Reviews, 15(1), 1-14.
Ridder, H. G., & Baluch, A. M. (2017). Strategic Human Resource Management. The Nonprofit
Human Resource Management Handbook: From Theory to Practice, 69.
Snell, S. A., Morris, S. S., & Bohlander, G. W. (2015). Managing human resources. Nelson
Education.