HRM Report: Training and Development in the Hilton Hotel Industry

This report delves into the crucial role of Human Resource Management (HRM) in the hotel industry, specifically examining the significance of training and development programs. It highlights the importance of HRM in organizational growth and the adaptability of human resources. The report discusses various training methods, including on-the-job and off-the-job training, and their applications within the Hilton Hotel. It outlines the benefits of training and development, such as enhancing employee skills, improving motivation, and boosting overall performance. The report also explores the role of training in performance appraisal and the development of a skilled workforce. The report references key HRM concepts and concludes with a focus on the training needs of new employees in the hotel. The references include seminal works on global HRM, new perspectives on HRM and exploring human capital. This report offers a comprehensive overview of HRM practices in the hotel sector, providing valuable insights for students and professionals alike.

HUMAN RESOURCE
MANAGEMENT

INTRODUCTION
The human resource management is important for the growth of
organisation. The human resource management contribute is group
of activities to mange the recruitment and attrition rat of employee
and their development to carry out functions of organisation
accurately. Human being are the flexible and adaptive in nature.

Training and development in service industry
The training is part of development process of an employee.
Training is specific and given to employee for particular task or
for enhancing the skills and capabilities to perform task efficiently.
Training is short term process and comes to end after
accomplishing the needs of training. While the development is
continuous and ongoing process. Development is related to overall
development of personality, education, knowledge, capabilities of
the employee.

CONTINUED..
TYPES OF TRAINING
 ON THE JOB TRAINING
 OFF THE JOB TRAINING
The different types of training followed in Hilton hotel industry by
human resource manger are job rotation, coach training, one to one
training and safety training. The training can be divided into two
categories on the job training that are given to employee in
workplace, while other is off the job training provided to employee
exterior to the workplace.

CONTINUED..
The benefits and importance of training and development
experienced by the human resource manger in Hilton hotel are
as follows:
 Training and development develop new capabilities in
human resource of Hilton.
 Training provide motivation to employee in order to work
efficiently in new environment.
 Enhance the motivation in work environment morale of
employee of Hilton work environment.
 Training and development develop new skills in the
workforce in order to carry out specific task assigned to the
employee working in different department like operations,
logistics division etc. effectively.

CONTINUED..
The various role of training and development in Hilton hotel
are as follows:
 Performance appraisal: The training and development helps
in enhancing the performance of employee and reducing the
gap between the performance standards and the current
performance of the employee.

CONCLUSION
Human resource management is an important aspect of
development of the organisation and growth of business. The
human resource being flexible in nature can be trained as required
to achieve desired objectives of the organisation. The Hilton 80
room unit established in Stratford requires training and
development of available human resource as they are new to the
organisational and the work culture.

REFERENCES
Sparrow, P., Brewster, C. and Chung, C., 2016. Globalizing human
resource management. Routledge.
Storey, J., 2014. New Perspectives on Human Resource
Management (Routledge Revivals). Routledge.
Wright, P.M. and McMahan, G.C., 2011. Exploring human capital:
putting ‘human’back into strategic human resource
management. Human resource management journal. 21(2).
pp.93-104.