HRM for a new Hotel

The Headrow Hotel is a much-loved local landmark in Leeds city kernel and was first opened in 1904 by the York family, with its location be beau i serve up for the local stage business community and booming nightlife. The directors constitute recently in conciliative to make major changes to the hotel by advancing it from a 3 to a 4-star status over the next twelve months. This specific objective provide involve a more(prenominal) professional approach to the hotels operations with forceful alterations being made to the current old- fashioned standards of service through the improver of a Human Resource Manager.By employing this particular member of module they take to to first identify, then(prenominal)ce address the hotels present human resource issues as rise as the concerns they whitethorn face upon makeion of the hotel and to produce conquer recommendation strategies in hostel to resolve the hotels HR issues. This go let pop out be carried out through the lodgeation of relevant theory, principles and practices that leave behind be presented in a report solveat to the hotels board of directors. 1. 1 Context The hospitality industry is cert individualisedly a profitable level, especially for businesses that fol diminished the specious rule of the node is always mightily.However, with customer service being much(prenominal) a signifi displacet part of the customers do it when staying in some(prenominal) present-day(a) hotel, there is always a possibility that the service is not fully satis incidentory. Hotel clients restrain the potence to complain about al close eachthing in terms of the service they receive such as the size of the locoweed seat or the smell of the dining argona. This ordure have great come to on the hotels disposition if the customer then decides to create liberal word-of-mouth advertising to their friends and family.Good reputation is paramount for hotels that want to increase their market-base and ain more regular stayers, which plenty prove difficult if stave do not contribute to answering the customers overall experience. consequently keeping a exhaustively image is imperative for some(prenominal) hospitality comp all with friendliness, good service, efficiency, organization and professionalism being the key to success in this industry. Competitors wad as surface as play a huge part in determining how well its rivals do. Hotels that atomic number 18 specifically placed in a city aggregate can face a great deal of competition.Not provided moldiness they compete with their rivals on price, but as well on customer experience and satisfaction. This involves hotels ensuring that they have the rig facilities as well as the right employee parceling roles in tramp for them to maximise profit. A strategic and coherent approach to the human resource issues should be integrated into the inembodied strategy of the business as in this case successful people escapeme nt is intrinsic tor the business is to survive in an industry where statt unquestionably the most valuable resource. 2. Current Problems Currently the Headrow Hotel has numerous problems in terms of its internal environment. branch and foremost, its reputation has slowly deteriorated over recent ears, primarily due to its scorn in standards of service. Secondly, the executeing conditions for staff have been generally regarded as poor, with low wages and unsociable get goinging-hours also contributing to the hotels existing rate of 30% of staff receiving the minimum wage. This, among many other reasons, such as customer complaints and suspected thefts, has certainly had an effect on the hotels staff dollar volume, which was 56% in 2011.Another major concern for the hotel is its lack of dealing and maturement opportunities for existing employees, which has also had a negative effect on the hotels dismissal rate. Appraisals take place annually, although they be not linked sp ecifically to a structured doing dedicate object unless your role is of a supervisor or above instead performance bonuses are decided separately by the York family, who have previously handled all staffing issues.All these problems mustiness be addressed whilst keeping the interests of the corporate strategy at the forefront of the hotels ambitions. 2. 1 Future Problems In assenting to all the complications that the hotel faces, there are several unused potential problems that can arise upon upgrading the hotel to a 4-star status. With the added extras of a health spa and swimming kitty-cat comes the requirement for increased plough force and skill sets in order to deal with all the youthful refurbishment adjustments.New staff must be utilise and trained by the hotel to handle the redecoration and refurbishment that is to take place, and the increased skills that will be mandatory for staff who are operating in particular areas i. e. specialised provision for spa staff . Another possible problem is the customer complaints that the hotel could receive. With most of their complaints being related to staff it is central for the Headrow Hotel to ensure they describe, train and retain their staff decorously so that everyone is satisfied with their role, and even have someone who they can report their avow single(a) workplace issues to.Failure to tear the right staff who are devoted to their Job could result in a further decline in the hotels reputation, hence it is crucial that the Headrow Hotel adopts the captivate policies that match the services needed from new employees. 3. 0 HR plan When producing a HR plan it is vital that the integration of the design matches the corporate strategy of the business and that the objectives are in cor similitude to the ime scales specified. In this case, qualitative methods should be applied.With the selection of specific employees in roles that match their specific skillset e. g. a qualified beauty therapist operating in the health spa department and a lifeguard operating in the swimming share department. However employees, if not already qualified or new to applied science advances, could take time to achieve their optimum output, resulting in a gradual work-rate which could harm the hotels overall output. It would so be advisable for the hotel to expand its workforce by hiring employees that already possess the skills needed to perform in their Job.In order to do this, the hotel must first address the issue of compensation indemnify by increase the hourly rates to that of a more agreeable standard i. e. E6. 08/hour (El above the NMW for 21+) which would also aid to attract more experienced staff. This relates to Frederick Taylors 1 7) theory ot money as the of import motivator tor employees. Next, hours in which employees operate under should be made more flexible subject to the roles they undertake with employees working on night shifts receiving a fraction of increased sal ary.Staff turnover is critical for any hotel, especially that of a 4-star restige, which is why the focus should be on providing an exceptional service for guests which can only be accomplished by giving employees a decent wage, as well motivation and inspiration helping to ensure that future tense shortages in the workforce are avoided and that the business ability to progress is not obstructed. 4. 0 Recruitment Selection Recruitment is all activities directed towards locating potential employees and attracting applications from suitable candidates. (Foot and Hook, 2005 p. 63) Based on this, the Headrow Hotel must abide by the puritanical procedures when choosing and hiring staff. At the moment the hotels reputation is declining, primarily due to the service provided by staff. Not to mention, customer complaints, suspected thefts, absences and punctuality problems are all prima(p) to a high level of dismissal. This indicates that the hotel is employing unfitting staff. To prev ent this, the Headrow Hotel must check out its application policy thoroughly by first altering how it employs new staff.Below is a diagram showing the recruitment process that should be undertaken by prudence at the hotel The first smell involves recognising the availability of the vacancy. The second step ntails discussing the Job opening with higher management. Thirdly, there should be an analysis which sees the propose and tasks of the Job in question. Fourthly, a Job description should be carried out by management discussing the aims, results and responsibilities expected from the position.Next, a person specification, which includes conferring what experience and skills are compulsory for this particular role. Lastly, attracting the suitable candidates for the vacancy through an application form and then selecting which candidate will suit the role best by collecting, assessing and comparing the Job applicants. If this carcassatic step process is followed accurately then the hotel will undeniably help to reduce its high dismissal rate, whilst change magnitude customer service. 5. Learning Development Human resource development comprises activities that help to expand the human capital through the integration of training and individual development which overall increases the organizations effectiveness. There have been various issues in relation to learning and development at the Headrow Hotel. One major concern is the fact that there is minimal opportunity for training and development at the hotel, which eans that staff leave to attend roles at competitors hotels where there are more personal development prospects.This has had a key influence on staff turnover and can be fetch uply avoided by implementing a simple training and development scheme, such as one that allows staff who have worked at the hotel for over two years to undergo a training course lets them train to attain a higher, more-qualified position deep down the boldness increasin g general staff stability and performance. Another concern is the low employee dedication and engagement which has arose due to low Job satistaction.The best way to fight this is through motivation ot employees to be active and enthusiastic about their Job. An secondary method mentioned earlier was to increase salary, which has a definite impact on work- performance yet there are other ways to procession motivation. One of which is to train staff in multiple areas, helping them to manage more responsibility and feel like they have a great impact on the company. Another method would be to treasure their work output by supporting and offering them occupational promotions based upon how well they are performing in their current role.By viewing at the diagram below you can begin to comprehend the multiple ways in which employers can amplify employee inspiration. Some employees can also struggle to adapt to new technological factors, such as updated computer software for receptionis ts. Therefore it is important for Headrow to delegate the roles accordingly and re-train staff that require improved specialist knowledge. All these factors help to strengthen the labour force within any organisation by simply listening to the employees and then responding in such a way that both the workforce and corporate goals are met. . 0 Performance Appraisal A must-have for the Headrow Hotel is a consistent review of the work content, potentiality and perhaps expansion for workers. At this moment in time, there is no structured performance management scheme at the hotel with appraisals only taking place annually towards the end of the financial year. It is also manifest that there is no connection between the appraisal performance pay scheme and integration of data collected from employee evaluations.This advocates that the management cannot identify any staff training requirements along with any possible career development, therefore preventing the hotel from evolving its workforce. The supreme applicable system to incorporate into the hotel would firstly be to stick up employee appraisals more often, preferably every 4 months. This will allow management staff to analyse and evaluate each employees involvement within the organisation three times a year and propose any adjustments that can be made.Furthermore, management must implement a Management by Objectives scheme which includes setting clear objectives for the employee to reach before the next appraisal, and discussing to what close the objectives have been achieved. The advantage to this technique is that the employees objectives can be beneficial to the mployers own strategic targets e. g. An employee working in the kitchen making sure that they get to work tlve minutes early each time to ensure the kitchen is clean.Whats more Headrow must include a Performance Review Cycle within their appraisal system This particular system follows a 4-step process. It begins by first setting the objective s for the employee to complete by analysing the employees role. Next, there is a conversation between the employee and interviewer which discusses the results. Afterwards, the interviewer must trace the strengths and weaknesses of the mployee and what action plan should be followed to help achieve their targets.Lastly, the interviewer must conversation with the employee about any opportunities for additional training and development helping the employee to progress further in their role. By pastime these methods Headrow will assist in improving their staff and give them a greater sense of attainment within the organisation. 7. 0 Reward Management Within any modern-day business it is fundamental that employees receive commendation based on the travail and output they commit. At the moment Headrow Hotel do not display a clear link between the appraisal and performance pay scheme, with no structured performance bonus system built-in.A lack of emphasise and acclamation on an emplo yees performance can have a substantial impact on their interpretation of the hotel and incentive to work hard which has led to staff departing to a competitors hotel that appreciates them more. Possible changes would be to provide employee rewards based on their productiveness as mentioned earlier, the Management By Objectives would provide a foundation whereby the employer could recognise whether the employee was making valid contributions, and hen reward them with a direct reward, such as a pay bonus.An extra perk would be to excitant a conventional pay system that sees annual increments in salary by an addition of +EO. 50 to their salary for each year they conduct to work at the Headrow hotel. Finally, Headrow could correspondingly apply a Job be system which consists of comparing Jobs and producing a hierarchy based on the most and least significant roles helping them to decide what salary matches what Job. All these factors will not only enhance employee satisfaction and m otivation, but also help giveHeadrow a competitive edge over their rivals in the heart of Leeds city centre. 8. 0 Discipline and Grievance Procedures Grievances can happen within any organisation and usually occur when there is a problem, concern or criticism from the employee while disciplinary procedures arise when the employee does not abide by the rules set. At present the Headrow Hotel is suffering from severe staff turnover, mainly in the kitchen. This may be due to the current Head Chets authoritarian regime which could be viewed as gross misconduct under the Employment dealings Act 2004.A problem like this should be dealt with immediately as it can affect multiple employees and should be done so by following the process below Headrow management ought to initially resolve the conflict within the kitchen by means of an internal mediator that will attempt to unpick the dispute by communicating to the Chef about his existing strict techniques, and perhaps filling out a written warning. If however the problem persists, then management should consider the dismissal of the Head Chef and begin to search for a replacement immediately.Terminating employees is a tense area for companies as rules and egulations must be firmly adhered to, otherwise the employer could face legal action against them. 10. 0 remnant Recommendations In conclusion, it is evident that the Headrow Hotel has various human resource issues most of which are contemporary and some which are imminent as the hotel advances in prestige prominence. The greatest concerns and their solutions at the moment remain (Problem Solution Resource issue) Declining reputation Recruit more capable staff Hotel may have to flack any current incapable staff.No structured performance bonus system Implement employee eview and reward system Very long to carry out various employee reviews. Poor working conditions New income rate and more flexible hours dear(predicate) financially for the hotel. Appraisa l not linking with performance pay scheme Implement performance review cycle, adjusting accordingly Will be a time-demanding process for management. High turnover rate Motivate employees through new reward management processes Expensive financially for the hotel.Little training or development offered Implement new employee training and development curriculum Could prove time-consuming to train and develop all mployees. Probable forthcoming problems as the hotel is upgraded to a 4-star status include (Problem Solution Resource issue) Shortage of workforce get hold of additional staff following new recruitment process Expensive financially for the hotel. Skill shortages Delegate roles accordingly and ensure specialist staff are properly trained long for management staff.Customer complaints Ensure correct employees are hired following new recruitment process Time-consuming and may be hard to find the right person for the right position. Job dissatisfaction lack of com mitment Use new learning and evelopment programmes to go workers and have specialist staff they can talk to Some employees may not agree with new procedures. Failure to attract talent mix in new recruitment process with new salary changes and development programme Competitors may still offer better working conditions.As you can see, it is discernible that the solutions do have their potential resource issues nonetheless the hotel must put up with to take these risks when advancing to a higher reputational status and in order to receive a higher return rate in the future. As with any business, people are at the core of the organisation, therefore it is undamental that the microscopic procedures are followed by the Headrow Hotel board of directors to ensure that not only their employees are content, but ultimately their customers.http//www.blurtit.com/https//www.bezern.com/read.php?id=191373https//bb.imperial.ac.uk/https//wpengine.com/support/html-post-processing/http// www. kiwipumps. com/human-resource-development. htmlhttps//commons.wikimedia.org/wiki/FileFrederick_Winslow_Taylor_crop.jpghttps//learn.lcb.ac.uk/