Project: Creating SOP Manual for Talent and Culture at Sudima Hotels

This project details the creation of a Standard Operating Procedures (SOP) manual for the Talent and Culture department of Sudima Hotels, a New Zealand-based hotel chain. The project aims to streamline staff event organization and support health and safety initiatives. The manual, intended for presentation to the hotel industry, includes an overview of the project, an annotated bibliography of five sources (including discussions on strategic talent management, bridging generational gaps, conceptualizing talent in multinational hotels, talent management strategies, and organizational culture), placement experience learning goals, a job description, and meeting agendas. The annotated bibliography provides summaries of key literature and their relevance to the project, with additional references. The project provides a practical guide for implementing effective talent management practices, fostering positive organizational culture, and enhancing staff engagement within the hospitality sector.

Running head: PROJECT MANAGEMENT
Project: Creating a manual for the Standard operating procedures for the Talent and Culture area
of a hotel
Name of the Student
Name of the University
Author’s Note

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Table of Contents
1. Project overview..........................................................................................................................2
2. Annotated Bibliography...............................................................................................................3
2.1 Annotation 1..........................................................................................................................3
2.2 Annotation 2..........................................................................................................................5
2.3 Annotation 3..........................................................................................................................7
2.4 Annotation 4..........................................................................................................................9
2.5 Annotation 5........................................................................................................................11
3. Placement experience learning goals.........................................................................................12
4. Job description...........................................................................................................................15
5. Meeting agendas........................................................................................................................16
References......................................................................................................................................17

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1. Project overview
The paper mainly reflects on the creation of a manual for the standard operating
procedures for the Talent as well as culture area of Sudima Hotels which is a home-grown hotel
that has its head quarter in New Zealand. The project mainly aims to organize different staff
events and generally helps in undertaking different types of health and safety related initiatives.
The manual that is created will be presented to the hotel industry during the closure phase
meeting so that the team members can be able to take proper initiatives of organizing staff events
for showcasing Talent and culture of the hotel staffs. Additionally, the manual that is presented
also assists the hotel industry to take proper initiative for implementing effective Health and
safety strategies.

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2. Annotated Bibliography
2.1 Annotation 1
Annotation # Strategic talent management: a macro and micro analysis of current issues in
hospitality and tourism.
APA 7th reference: Sheehan, M., Grant, K., & Garavan, T. (2018). Strategic talent management:
a macro and micro analysis of current issues in hospitality and tourism. Worldwide Hospitality
and Tourism Themes, 10(1), 28-41.
Keywords: Tourism, Talent, Talent management, Hospitality
Summary of the literature:
The paper undertakes proper critical discussion on both macro and micro level factors in
order to highlight various types of opportunities as well as challenges for talent management
(TM) policies as well as practices. The influence of the senior managers in the development of
TM is reflected with proper emphasis on the small as well as medium enterprises. One of the
critical challenges of TM is generally rooted in long standing conceptual ambiguity while
successfully defining the contemporary nature (Sheehan, Grant & Garavan, 2018). The
hospitality sector helps in providing a number of challenges as well as opportunities for various
practitioners in order to implement some of the important recommendations.
In context to economic growth in the industry sector, it is quite imperative for the
government to properly assume a greater leadership role for shaping the training as well as
education agenda (McDonnell et al., 2017). The talent management practices generally reflect on
the complexity as well as uniqueness of the hospitality sector and therefore proper
implementation of TM generally needs commitment of CEO and thus, they help in properly

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helps in cascading down the talent within the entire organization. In addition to this, the business
benefits of talent management generally need to be conveyed effectively which can be properly
facilitating by properly showcasing examples.
Relevance to the project:
It is found that in order to create manual on the standard operating procedure for the
talent as well as culture area of the hotel, it is quite necessary to focus on strategic talent
management. The paper assists in providing proper academic viewpoint on the various
contemporary factors that are mainly linked with talent management within the hospitality
industry so that the workers of the hotel can be able to get proper idea about the different factors
(Cappelli & Keller, 2017). This also helps in giving proper insight as well as practical
recommendations which are helpful in improving productivity as well as future sustained
competitiveness.
Additional references:
Cappelli, P., & Keller, J. R. (2017). The historical context of talent management. The Oxford
handbook of talent management, 23-42.
McDonnell, A., Collings, D. G., Mellahi, K., & Schuler, R. (2017). Talent management: a
systematic review and future prospects. European Journal of International
Management, 11(1), 86-128.

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2.2 Annotation 2
Annotation # Bridging the Generational Gap in the Hospitality Industry: Reverse Mentoring—
An Innovative Talent Management Practice for Present and Future Generations of Employees.
APA 7th reference: Cismaru, L., & Iunius, R. (2019). Bridging the Generational Gap in the
Hospitality Industry: Reverse Mentoring—An Innovative Talent Management Practice for
Present and Future Generations of Employees. Sustainability, 12(1), 1-38.
Keywords: Reverse mentoring; Generational gap; Talent management; hotels
Summary of the literature:
The paper helps in reflecting that the approaches and practices of talent management are
considered necessary for properly bridging the gap. It is found that there are a number of
specialists that emphasizes that the criteria of talent management must be properly understood
only in some of the industries and therefore proper future research is mainly required for offering
a better understanding about the approaches and practices of talent management (Cismaru &
Iunius, 2019). In addition to this, the paper helps in addressing the gap by effectively analyzing
within the hospitality industry.
As per proper rigours research, many of the TM specialist helps in concluding that
sociocultural, political as well as economic context generally has major significance for properly
understanding as well as defining the talent management (Deery & Jago, 2015). There are a
number of examples that are generally mentioned within the literature including mobility,
technology process, globalization as well as demographics.

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Relevance to the project:
The paper is found to be relevant with the conducted project which mainly focuses on
the various standard operating procedures for the talent as well as culture area of hotel. This is
mainly because the paper generally bridges the generational gap within the hospitality industry
by focussing on talent management (Gallardo-Gallardo et al., 2015). The paper reflect that the
talent management generally focuses on a number of practices as well as techniques that
generally contributes to the proper activation of talent which is mainly needed by the hotel
industry. Furthermore, it is found that the practices of talent management practices including
mentoring, coaching, reflection networking as well as training must be given to the workers of
hotel industry.
Additional references:
Deery, M., & Jago, L. (2015). Revisiting talent management, work-life balance and retention
strategies. International Journal of Contemporary Hospitality Management.
Gallardo-Gallardo, E., Nijs, S., Dries, N., & Gallo, P. (2015). Towards an understanding of talent
management as a phenomenon-driven field using bibliometric and content
analysis. Human Resource Management Review, 25(3), 264-279.

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2.3 Annotation 3
Annotation # Conceptualising talent in multinational hotel corporations
APA 7th reference: Jooss, S., McDonnell, A., Burbach, R., & Vaiman, V. (2019).
Conceptualising talent in multinational hotel corporations. International Journal of
Contemporary Hospitality Management.
Keywords: Talent identification, talent management and multinational corporations,
Summary of the literature:
The paper generally conceptualizes the significance of talent in hospitality industry for
properly examining the chances of misalignment between the corporate as well as business unit
leaders. It is found that each of the organization generally have proper as well as formal
approach in order to conceptualize talent at different corporate levels (Jooss et al., 2019).
However, a number of formal policies are in place with proper divergence in practice was mainly
found at various organizational levels.
It is found that improper clarity about talent within the entire organization generally
leads to inconsistent determination of the talent procedure within the hotel industry (Jooss,
2018). Moreover, it can also lead to different types of negative perception for procedure-based
fairness among various employees generally can bring a number of disgruntled employees that
further helps u enhancing the turnover of the organization. Additionally, it helps in clarifying the
term that is found to be critical for successfully conducting different types of TM studies.

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Relevance to the project:
It is found that before creating the manual on standard operations related with talent and
culture area of a hotel, it is quite important to understand the concept of hotel and how talent can
be identified within the hospitality industry (Jooss, Burbach & Ruel, 2019). In this addition,
with the help of this paper, proper idea related with the conceptualization of talent is gathered at
different corporate level which is further cascaded down at different levels of the organizations
in order to have a proper consistent approach across the organization.
Additional references:
Jooss, S., Burbach, R., & Ruël, H. (2019). Examining talent pools as a core talent management
practice in multinational corporations. The International Journal of Human Resource
Management, 1-32.
Jooss, S. (2018). Global Talent Management: The Identification Process of Pivotal Talent in
Multinational Hotel Corporations.

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2.4 Annotation 4
Annotation # Talent Management Strategies and Practices in Five Star Hotels
APA 7th reference: Saad, H., & Mayouf, M. (2018). Talent Management Strategies and
Practices in Five Star Hotels: An Exploratory Study. International Journal of Heritage, Tourism
and Hospitality, 12(2), 32-49.
Keywords: Talent Management; Talent attraction; Talent development;
Summary of the literature:
The paper mainly reflects on the various talent management practices as well as
strategies that are mainly adopted within the five-star hotel. The research which is mainly
undertaken generally helps in exploring various types of strategies of talent management which
are used within the five-star hotels in Egypt. In order to effectively achieve the aim of the
research, it is found that an online questionnaire was generally utilized for the process of data
collection (Saad & Mayouf, 2018).
The research which was undertaken in this particular paper helps in revealing that the
practices which are associated with talent management are generally at an early stage of
development such that the entire concept as well as procedures generally require further
understanding (Singh & Sharma, 2015). One of the significant results was that most of the hotels
which were investigated have generally implemented some of the significant principles as well
as components which are mainly associated with the talent management.

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Relevance to the project:
The paper is found to be very much relevant with the undertaken project topic as within
this journal article, proper information related with the talent management practices as well as
strategies are mainly elaborated which can be used for creating the manual on Standard operating
procedures for the Talent and Culture area of a hotel (Jooss, Burbach & Ruel, 2019). In addition
to this, it is analyzed from the paper that hotels generally need to implement some of the basic
principles as well as components that are associated with the TM systems.
Additional references:
Jooss, S., Burbach, R., & Ruël, H. (2019). Examining talent pools as a core talent management
practice in multinational corporations. The International Journal of Human Resource
Management, 1-32.
Singh, A., & Sharma, J. (2015). Strategies for talent management: a study of select organizations
in the UAE. International Journal of Organizational Analysis.

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2.5 Annotation 5
Annotation # Organizational culture in hotel industry: Perceptions and preferences among staff
APA 7th reference: Mushtaq, A. L., Ahmad Fayyaz, S., & Tanveer, A. (2013). Organizational
culture in hotel industry: Perceptions and preferences among staff. Advances In Management
Vol, 6, 5.
Keywords: Organizational Culture, Organizational Culture Assessment Instrument.
Summary of the literature:
The research that is undertaken in this particular paper helps in validating that the culture
of the organization generally helps in providing proper base in order to properly understand the
differences that generally exists between the successful firms which are mainly operating in the
same national culture (Mushtaq, Ahmad Fayyaz & Tanveer, 2013). It is found that the present
study generally utilizes the organizational culture assessment-based instrument effectively for
tapping the responses of different members who operates in 20 different hotels.
The performance of an organization is mainly associated with the degree to which the
culture values are properly held as well as commonly shared. The paper suggests that firms
generally ignore the significance of culture cultivation that is helpful in competing various sets of
value with conflicting interest that does not generally contribute to its effectiveness. It is
analyzed that the firms that are successful in achieving proper level of productivity with the help
of their people generally have proper organizational culture that helps in supporting the values of
the employees (Buil, Martinez and Matute 2016).
Relevance to the project: This project is found to be quite relevant with the project that
is conducted as organizational culture generally plays a great role in achieving profit for the hotel