Human Resource Strategies and Analysis of Hyatt Corporation

This report provides an overview of Hyatt Corporation's human resource management strategies, including hiring processes, turnover statistics, training initiatives, and rewards and recognition programs. It also examines the management and leadership styles employed, focusing on a democratic approach within a hierarchical organizational structure. The report further identifies Hyatt's target market and discusses guest expectations, emphasizing the importance of meeting diverse needs through varied services and luxury offerings. The analysis suggests that while Hyatt has achieved success in various areas, focusing on sustainable measures, CSR objectives, employee rewards, and organizational culture can further enhance its competitiveness. Desklib provides access to this and many other solved assignments for students.

Running head: HUMAN RESOURCE MANAGEMENT
Human resource management
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Executive summary
The current state of the business overall is quite good and it has successful managed a
diverse field of staffs employed to serve the clients properly. The business has kept up with
the competition and even stayed ahead at some points of time. Few examples include
effective human resource management, great revenue, giving competition to other five star
hotels in the hospitality industry, reduced employee turnover and higher client satisfaction.
The business is recommended to focus on sustainable measures and protect the environment,
fulfil the CSR objectives, implement new rewards systems for the employees, providing
necessary training and also foster the development of a good structure and culture to enhance
competitiveness within the industry.

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Table of Contents
Part I: Human resource strategies through discussions.......................................................3
Part II........................................................................................................................................6
XI: Target market and guest expectations.............................................................................7
References.................................................................................................................................7

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Part I: Human resource strategies through discussions
HR strategies
A. Hiring process- The hiring process at Hyatt Corporation represents the various
ways of finding the most suitable candidates and then hiring them for the right job roles and
responsibilities with the hospitality sector. There are various challenges that might be
experienced during the hiring process such as the lack of finding the right talent, high rate of
turnover, etc. To ensure that the hiring process is successful, it is important to apply the
modern sourcing techniques, use recruitment marketing tactics and improve the ability to
assess the candidates within the concerned sector (Al-Refaie, 2015). It is important to find out
the vacant position that needs to be filled at first and then request approval for the job
approval from the HR manager. The job descriptions must be clear put and advertised into
various platforms by building the employer brand too. The employee value proposition
should be highlighted and hen the job advertisements should be circulated. This would grab
the attention of candidates and allow them to send their resumes. The applications should be
reviewed then, based on which, they would be called in for the interview face to face. They
should be checked in for the right kind of personality, polite behaviours and other skills too,
which are critical for working within a hospitality sector (Hoque, 2013). This is how the
hiring process at Hyatt Corporation and also in many other hotel sectors have been carried
out.

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B. Turnover statistics
Based on the chart, it could be understood that Hyatt Corporation’s turnover stats
seemed to be quite higher when compared to the other hotels in United States. The higher
turnover could be related to the additional waste of time as well as financial resources that
might have been incurred while managing the human resource management functions and
processes. The high turnover could be the result of poor engagement of organisational
embers, which might result in poor decision making while the lack of exploration of new
growth opportunities and poor motivation could also be associated with the higher turnover
within the organisation (Reynolds, Rahman & Bradetich, 2014).

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C. Training initiatives
The Corporate management training program or initiative has proved to be quite
effective for building reputation and excellence in terms of business performance. This has
been possible through the management of training initiatives made for the people with the
help of a tailor made training plan based on the agreed area of specialisation. The team
memebrs would be able to garner the desired skills, knowledge and expertise, furthermore
acquire the opportunity to perform tea leading tasks and benefit from the mentor or leader too
for further development (Saeed et al., 2014). The Hyatt Thrive Corporate Responsibility
programs and initiatives have also helped in offering great value packages for the candidates
while the mentors have kept the staffs motivated and encouraged to perform to their potential.
D. Rewards and recognition
The best performances of employees have been applauded by the higher authorities
and HR manager while they have also been provided with rewards and benefits, both
monetary and non-monetary, which kept them motivated. The employees are provided with
free lunch and learn series and even sponsored outings. All these rewards and recognition
have helped in making them believe as valuable assets of the organisation, hereby,

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established a sense of trust, being valued and recognised within the work environment of
Hyatt.
Part II
Management or leadership styles
The management maintains a role culture to offer better security and predictability to
the employees while the democratic leadership style has been followed by the leaders and
managers of Hyatt Corporation. This kind of leadership style has helped in acquiring the
ideas, opinions and responses of the employees before making any decision, which
established good communication and trust among the leader and the subordinates too
(Oyewobi et al., 2013).
Organisational Structure
The hierarchical organisational structure has been followed by Hyatt Corporation,
which ensured that every entities within the hotel are subordinates or fall under another single
entity. Due to this, the power is from top to bottom and the Board of Director has been

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responsible for managing the various departments and under that the other departments,
which are managed to make the hotel functional and remain customer centric all throughout.
XI: Target market and guest expectations
The target market consists of varied range of people including business travellers,
families wanting to enjoy leisure holiday and even the teenagers and elderly people from all
over. The services have been varied as well so as to cater the needs of different segments of
people and ensure higher level of guest satisfaction too (Cheng, 2013).
The guest expectations at a five star luxury hotel like Hyatt Corporation include
availability of spa, rejuvenation, leisure activities, world class luxury services, great quality
food and passion for art too.

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References
Al-Refaie, A. (2015). Effects of human resource management on hotel performance using
structural equation modeling. Computers in Human Behavior, 43, 293-303.
Cheng, D. S. (2013). Analyze the hotel industry in porter five competitive forces. Journal of
Global Business Management, 9(3), 52.
Hoque, K. (2013). Human resource management in the hotel industry: Strategy, innovation
and performance. Routledge.
Oyewobi, L. O., Windapo, A. O., Cattell, K. S., & Rotimi, J. O. B. (2013). Impact of
organisational structure and strategies on construction organisations' performance.
Reynolds, D., Rahman, I., & Bradetich, S. (2014). Hotel managers' perceptions of the value
of diversity training: An empirical investigation. International Journal of
Contemporary Hospitality Management, 26(3), 426-446.
Saeed, T., Almas, S., Anis-ul-Haq, M., & Niazi, G. S. K. (2014). Leadership styles:
relationship with conflict management styles. International Journal of Conflict
Management.