Strategic HRM Report: Hilton Hotel, HRM Strategies and Practices

This report provides a comprehensive analysis of strategic Human Resource Management (HRM) within the context of Hilton Hotel. It begins with an overview of the company and then delves into the key current trends and developments influencing HR strategies, such as workforce diversity, continuous training, and technological advancements. The report examines both external and internal factors, including competitive pressures and consumer preferences, that shape HR practices. It explores relevant theories and concepts, including the Herzberg Two-Factor Theory and Vroom's Expectancy Theory, related to the growth and development of strategic HRM. Furthermore, the report discusses change management models that support HR strategies and provides insights into the monitoring of HR outcomes. It concludes with an evaluation of HR management and development practices that contribute to sustainable performance and growth, aligning with Hilton's business objectives. The report emphasizes the importance of strategic HRM in achieving organizational goals within the dynamic travel and tourism industry, highlighting the role of innovation, flexibility, and competitive advantage.

Strategic HRM

TABLE OF CONTENT
INTRODUCTION.....................................................................................................................................3
Overview of company........................................................................................................................3
LO1........................................................................................................................................................4
P1 Key current trends and developments influencing company HR strategies..................................4
P2 External and internal factors influencing HR strategies and practices..........................................5
LO2........................................................................................................................................................6
P3 Theories and concepts related to growth and development of strategic HRM ...........................6
LO3........................................................................................................................................................8
P4 Change management models support HR strategy in application to company............................8
LO4........................................................................................................................................................9
P5 Monitoring of HR outcomes..........................................................................................................9
P6 Evaluation of HR management and development which supports sustainable performance and
growth working company objectives...............................................................................................10
CONCLUSION ......................................................................................................................................11
REFRENCES..........................................................................................................................................12

INTRODUCTION
Strategic management involves formulation and implementation of major organisation
goals and implementation of various new initiatives which are taken by top management.
Aim of strategic human resource management can be understood as to potentially form
advance flexibility with strong innovation and wider competitive advantage goals which
enhances purposes of cultural working paradigm within company goals. Hilton hotel is one of
the biggest brand having wide number of branches in world, having advanced focus on
providing customers luxurious stay and stronger working evolving services. It has developed
best customer oriented services and to evolve onto various dynamic competitiveness. The
report will be explaining key current trends within internal and external business environment
which influences HR strategies, theories and concepts related to growth and overall
development with focus on change management parameters. It will further discuss
monitoring of HR outcomes and evaluation of various new strategies which support
sustainable performance and growth working company objectives by bringing forward in
depth analysis onto how strategic HRM practices are the key criteria to be understood among
company scenarios (Colakoglu., Erhardt and Martin-Rios, 2019).
Overview of company
Hilton hotel is one of the best hospitality company within world having high
advanced functional metrics for continuous focus on evolving advanced target growth, larger
determinants and new active synergy where targets for consumers satisfaction are focused on.
The hotel has various number of branches in various top positions within world and also there
is active focus on diversified overall growth, which keenly also productively enhances larger
goals on stronger horizons. Hilton hotel has achieved brand goodwill due to its best luxurious
services of spas and hotel room amenities have been widely heading towards functional
diversified goals. The overview enables us to yield focus towards various metrics of Hitlon
hotel strategic planning, resource upliftment and also for functional segments of best
hospitality stanadards.
(Madera, Dawson and Belarmino, 2017).

LO1
P1 Key current trends and developments influencing company HR strategies
There are various new key trends and developments influencing HR strategies within
working parameters and to evolve varied functional synergy among new governing scenarios
while employing people based on their skills to evolve within demands of changing Travel
and tourism industry. Hilton hotel has been focusing to indulge in various new HBR
development trends which are as follows for generating stronger stable turnover and higher
satisfaction among employees (Akter, Ali and Chang, 2018) :
 Workforce diversity and demographics: This is one of the biggest trend where all
employees are recruited based on their varied learning potentialities, skills and
working efficiency diversity and there is also productive enhancement based on their
demographics working synergy. Hilton hotel focuses on keeping innovation diversity
at workforce where main role is to work on demographics' development, for best
HRM strategies and also larger morale boosting among employees. By focusing onto
building diversity and new technical goals of wider development employees will be
able to keep motivated. This also focuses for gaining stronger HR strategies at
organisation environment, for leveraging stronger fundamental quest goals which
motivates employees.
 Continuous training and development parameters: This significantly explains
importance within continuous training and development scenarios, such as best
customers services based on customization preferences within company levels for
determining various new future potentialities for more diverse efficiency and to be
emphasising onto wider domains. Continuous training and development also
prominently enables management of all employees to be worked on with high
motivation standards, higher functional focused synergy among working goals and to
develop longer working governance within employees.
 Technology advancement: This is also one of the major parameter where technology
advancement shall be competitively taught to all employees within management
among working paradigms where there is vitally high demand among scenarios for
gaining functional innovation (Pasha, Ab Hamid and Shahzad, 2017). Technology
advancement enables to develop various new skills among employees and also train

them further for various new techniques and fundamental parameters of varied skills
which is also potentially important for gaining new advanced goals. Pestle factors
such as new technology functional innovation has strong impact on brand image
where Hilton hotel aims to bring on large usage of innovation, creative usage of larger
goals for being competitive. Example : Digital networking.
P2 External and internal factors influencing HR strategies and practices
There are various internal and external factors which influence HR strategies and
practices within working skills which enable to develop competitive functional strength. In
longer run there is also functional scope built up wider domains where Travel and tourism
industry is actively heading among corporate scenarios.
Internal factors:
 Expansion of goals in company structure: One of the major key parameter within
company internal structure which demand to pool on wider influencing HR strategies
and practices is the wider shift within company parameters where Thomas cook if
plans to expand internal structure by planning varied new segments to fundamentally
grow there shall be high focus built towards developing mew governing ethics where
various new parameters of diverse skilled employees need to be recruited. HR
strategies shall be factored on by focusing on internal shift in goals and to focus onto
various new paradigms where company aims to reach on within dynamic growing
travel and tourism industry.
 Training and development goals: Another major key factor within internal paradigms
is the demand for wider effective results and targets where focus needs to be
functionally put onto governing higher focus onto employees skill enhancement and
wider new technical goals which further generate stronger performance goals.
Training and development is highly important when focused to be input among
management for gaining wide competitive results and to focus onto larger new
scenarios where company potentialities have to be factored on growth.
External factors
 External competitive competition: The various new external competitive goals
coming within external travel and tourism external industry has been also understood
as major factor among changing HR strategies within various domains and to bring on

more investment of capital and time for generating wider competitive HR strategies.
This can be understood as also major factor for generating new functional
potentialities among working scenarios where various new external paradigms such as
larger technical goals formulation and active evolving new technical structure has
high impact for creating new HR strategies. Hilton hotel company aims to be one of
the most actively growing travel and tour industry company for serving consumers
with best customised tour packages and employ widely diverse skilled employees
who are able to develop various skilled working services
 Higher shift in consumer demands and preferences: Another external factor which
is influencing Strategic HR strategies and management among new technical goals
forming within dynamic travel and tourism industry is widely growing consumer’s
preferences. The external changing business environment has also brought wide
changes within varied new consumer demands where there are various paradigms
such as various new travel and tour services, leveraging higher focus bring on various
higher target sales for company to potentially focus. With rising competitive factors
businesses have to bring on new effective HR management where all employees have
to be given various new working criteria such as larger goodwill domains of brand
value, and also focus onto wider domains by enhancing their wider thinking
potentialities (Paauwe and Boon, 2018).
 Pestle factors such as technology change demand, social factors demand, political
domains, legal and environment factors work on operational competitive domains
where there are higher informative demands coming on within hospitality industry.
The internal factors such as employees skills enrichment, operational company
objectives and also for influencing development Hilton hotel widely aims for overall
growth working synergy, productive training.
 COVID 19 has been also impacting HRM at Hilton where high focus is
developed on training employees with new hygienic skills , working efficacy
operational metrics to bring on new domains of consumers preference goals
formulation parameters. Workforce demographics as internal factors is also
widely essential for keeping up new scale HR services growth and to evolve on
new aspects. The workforce will be trained specifically for serving consumers

widely based on gaining functional innovation profoundly, also for stringent goal
specific work targets.
LO2
P3 Theories and concepts related to growth and development of strategic HRM
Strategic human resource has been evolve as one of the major parameter explaining
connection within strategies, business objectives and goals which enable improvement. Im
business performance among employees and develop company culture to foster with
innovation, flexibility and competitive growth.
 Two factor Herzberg theory: The two factor of Herzberg theory can be stated as one
of the major innovative HRM theory where it can be stated that certain two factors
within workplace which causers job satisfaction to be enhanced widely within factor
which can also cause dissatisfaction. This is developed as one of the major component
where factors of satisfaction are based on motivators such as strong financial rewards
and non monetary recognition which enables to deliver wider new functional records
of effective performance avenues. The factors which may cause dissatisfaction among
employees are based on hygiene factors and performance recognitions where
responsibility and job opportunities which come in hand with work within company is
one of the major factor impacting new learning potentialities.
 Vroom expectancy theory: This theory can be understood as one of the major theory
of motivation which proposes employees to act in certain way within company which
keeps on their new creativity and working operational innovation skills to be active
and formatively focused onto how various new paradigms can be adopted. This
enables us to evaluate that expectancy, performance related outcome expectancy are
highly focused by building high potential focus onto three components which are
expectancy, instrumentality and valence. It will wider new competitive domains onto
which Hilton hotel will be able to keep strategic HRM at growth into new diverse
scenarios. This theory is also one of the most highly innovative working HRM theory
which keeps on working performance among employees to be focused onto higher
innovation and wider new creative thinking opportunities where platforms such as
brainstorming sessions enable to deliver stringent motivation among all employees.
Application of this theory is done by making sure promises align with company

policies and creating challenging working goals and ensuring employees have clear
connection among performance, where varied focus needs to be built onto new
relative goals.
Concepts of HRM
 Fostering innovation: This concept enable us to understand that Hilton hotel
company should focus onto integrating stronger innovation, fostering productive
growth synergy within longer run and to yearn focus onto working paradigms for
generating new functional effectiveness within longer run (Ramezani, Salari. and
Mashhadi, 2017). Fostering innovation has been recognised as major concept where
various new functional focus is given within global levels competitive industry
scenarios where it can be understood as major factor for strengthening working
paradigms and to keep employees also visionary active to built on major new
strengths among major new scenarios. Overall company culture is progressed widely
when all employees are focusing to bring on wider new innovation among their
thinking and new working potentialities within new evolving industry growth
paradigms in travel and tourism sector (Kaufman, Wilkinson and Gomez, 2019).
 Flexibility and competitive advantage: This concept can be understood as another
key concept within variably growing new flexible competitive advantage goals where
strategic HRM focuses to generate wider functional focus onto building functional
skills among employees for best working scenarios where they can learn active key
decisions. This is also potentially widely important for conducting new skills and
technical innovation among working parameters where there is also potential growth
of employees morale, wider focus onto their creativity and new synergy to keep them
retained for longer working synergy.
 Specific contingency approach of HRM: HRM based on functional innovation aim to
bring on lager functional innovation for gaining stronger working metrics, such as
innovation within ideas formulation to deliver higher idea formulation ethics which
keenly bring on varied domains. Human resources theory relates to bring best working
parameters for larger employees strength, for bringing on new competencies innovation
and also to potentially bring on larger productive diversity. Hilton has been strongly
working on new domains of HR aspects to bring on new functional innovation scenarios,
and also to keep up larger functional advancement.

Comparison with Marriot:
The Hilton hotel as compared to Marriot aims to bring on new HR strategies for
bringing on larger functional strength for bringing on wider functional diversity and
growth operational aspects.
LO3
P4 Change management models support HR strategy in application to company
The change management models can be understood as highly important and widely
functional growth parameter which enables company for gaining new functional effective
functional synergy onto various new scenarios which in proportion with HR enables Htilton
hotel to develop wider effective targets. Kurt Lewin change management model can be
understood as one of the most advanced innovative change management model where there
steps have enabled company to significantly function with new creativity and implement old
techniques where investments need to be restructured (Kaufman, Wilkinson and Gomez,
2019). Application of this model is profoundly need where recent COVID situation has
created high havoc of working scenarios where new domains of efficacy horizons, to also
form new pace among competitive space. Application of this will enable targets such as nw
consumers development goals worked on, to evolve on new scope for application of model
will deliver strategic parameters widely.
 Unfreezing: At this step Hilton hotel will be analysing what new parameters and
strategies shall be planned within old techniques which are lacking innovation, focus
onto context with HRM strategies which old functional paradigms are unable to
monitor and motivate employees. This will also focus onto programming new
strategies where training should be given and enhance employees working skills
which will also focus onto leveraging wider domains to be actively integrating
innovation (Roy and Devi, 2017).
 Freezing: This step is focusing onto training employees and implementing all further
techniques, working strategies where innovation and diverse thinking creativity within
employee’s performance growth will be focused onto working scenarios through
which stringent focus is built on. Freezing enables to build stronger effective

formulation of new technical goals and potentialities where it is also actively focusing
onto bringing on active evolving functional growth scenarios where Hilton hotel
company aims to reach on.
 Refreezing: This step will be focusing onto monitoring, evaluating how new
strategies and concepts of strategic HRM implemented among management for
gaining new functional growth scenarios within longer term. Refreezing will also
potentially enabling building new technical goals among Hilton hotel employees
which will develop wider functional growth and also plan further new dynamic
investments to be monitored among management scenarios (Alomari, 2020).
LO4
P5 Monitoring of HR outcomes
HR outcomes are focused onto monitoring within functional scenarios where
performance monitoring, resource management and effective goals accomplishment are the
main goals onto varied focus is built on where Hilton hotel, widely growing within travel and
tourism sector which is widely competitively growing. The monitoring of HR outcomes is
done by HR department through strategic planning how variable growth is built on, strategies
are as follows (Antonacopoulou, 2016).
 Reviewing all employees: HR monitoring is focused by bringing on strategies where
all employees skills and new potentialities shall be reviewed among management and
for gaining new competitive goals to be achieved within set time periods. This shall
also focus onto propagating various new tools and techniques for gaining analysis of
how all activities are done by bringing on quality standards for monitoring. This will
also enable all employees to be motivated within their functional parameters and also
to potentially also monitor wider new scenarios for gaining new profitable goals in
longer run. Reviewing all employees activities will also deliver quick growth among
working criteria among management where various new working scenarios needs to
be actively worked on for bringing on diversity.
 Ask for feedbacks: This is focused onto working parameters where HR needs to ask
for feedbacks from employees to seek their satisfaction level and is they wish to gain
new working criteria with creativity and innovation for longer term. Asking for

feedbacks can be done by focusing onto building various new scenarios and tools
where all HR strategies should be focusing to generate wider dynamic skills, which
will also motivate them within future. Hilton hotel HR management will also be able
to develop strategic scope among parameters by bringing on new potentialities among
management where varied new skills can be enhanced more actively (Lehto, 2018).
 Self monitoring tools: The self monitoring tools are focused onto providing self
monitoring tools and wider efficacy standards where Company enables employees to
self monitor and evaluate their performance among projects within new working
scenarios and parameters. Self monitoring tools can be understood as active
enhancing working synergy growth paradigms which form motivation growth goals
for employees to analyse their varied working domains and to also indulge in
evolution of various innovation. Self monitoring tools also play an active role to bring
on wider new technical innovation within longer run and also on for gaining new
working efficiency within longer run for gaining new functional working synergy
within longer run (Reade, McKenna and Oetzel, 2019).
P6 Evaluation of HR management and development which supports sustainable performance
and growth working company objectives
The evaluation of HR management and development within Hilton hotel enables us to
analyse that there are various new functional measures taken within strategic management for
reaching onto wider profitability company objectives within competitive industry.
Evaluation of HRM strategies is also focusing to widely integrate new functional goals and
wider efficiency among employees strengths and working parameters, to analyse workforce
strength for new working domains. These can be understood by analysing various factors
which are as follows:
 as one of the most advanced travel and tourism company has been actively focusing
to develop integration of new working standards among employees by training and
smarter innovative brainstorming sessions. This has not only improved various
service standards and widely built organization working standards, but also there are
new horizons among employees which are explored (Dewantara, Haerani and Hamid,
2019). By focusing onto training employees with high specialization based on
dynamic growing tourism industry levels, there is rise of goodwill and revenue

standards within global levels. Hilton hotel company is also world renowned for
serving consumers with various innovative tourism facilities, where all employees are
talented and highly skilled making it one of the most competent brand name within
travel industry.
 Hilton hotel as diverse organisation is also been productively exploring change
management models and technically bringing on faster working innovation among
varied aspects which is also technically building new advanced growth among
consumers services. The company is also strategically implementing effective
recruitment procedures from diversified demographic parameters which is one of the
major strength. All employees have been also widely focusing on serving customers
with latest travel and tourism services and integration of innovative business
standards. Leveraging higher focus onto organization strategic HRM policies it has
been able to cater to wider goals and new pertaining functional opportunities where
company new business technical paradigms are explored (Ndikumana and Bokka,
2016).
It has been understood that by implementing strategic HRM within organization
Hilton hotel is focusing to develop stronger employee’s strengths and new potentialities
which train them for continuous new functional productive growth. This is also highly
important for gaining resourceful employees who are not only diversified and skilled but
also there are productive goals formulation to pertain higher working synergy of
innovation developed within company standards.
CONCLUSION
The report can be concluded with detailed analysis of strategic human resource
management within Hilton hotel which is one of the most globally renowned company within
travel and tourism industry. The reports concludes workforce diversity and new training ,
development as one of the major parameter within key trends of strategic HRM where new
integration of creativity learning potentialities are focused on. Report will be also concluding
theories and concepts of strategic HRM, which is widely important within HRM goals for
gaining productive working hemispheres. Report has also concluded that Lewin change
management model is one of the most informative for bringing on diversified change within
company functional scenarios onto wider levels and for gaining new technical efficiency.
Monitoring of HRM functions within company will be done by analysing feedbacks, keeping

track record and further evaluation of all activities at Thomas Cook concludes effective
functional goals which will enable longer goodwill (Pande, 2016).
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