Human Resource Management: Strategic Talent Management

Subject: Employee Management
Pages: 10
Words: 2488
Reading time:
9 min
Study level: College

Need to Monitor Personnel’s Work

The need to monitor how the work is performed in this or that organisation is an integral component of the leadership. The better the control process is established, the higher the productivity of labour will be, and this scheme is known for almost all modern enterprises, regardless of their size and number of employees. However, some of the problems that can periodically arise and disrupt the workflow are often caused by the lack of competence in the evaluation of existing work strategies and results that are shown by companies’ personnel.

The features of the modern employment market require constant monitoring of any changes within a particular enterprise. In case if management misses an important point, for example, connected with the distribution of working duties or the lack of resources, all the activities can be disrupted. If it is about the hotel business, the situation here also deserves particular attention. Customers want to receive high-quality service, and the task of management is to control the compliance with all requirements (Santa Cruz, López-Guzmán & Cañizares 2014, p. 64). Therefore, the need to control the state of the business and a strategic approach to managing resources and employees are essential and indispensable conditions for the modern business world.

Key Features of the Employment Market

Global changes in the global employment market, which have occurred over the past few years, are primarily associated with the changes in the interests of workers and job seekers for specific positions. Due to the popularisation of information on the protection of employees’ rights and the guarantees that management is obliged to provide to them, many workers today are too sensitive about their choice of profession and are not always ready to agree to certain working conditions. If it is about the hotel business, many know that this direction is rather prestigious and promising. Nevertheless, serious work requires responsible approaches and competence, which employees do not always perform. Some issues arise periodically, and the task of the leadership, in this case, is to not only correct the current situation but also prevent any possible disruptions in the work process. Perhaps, the most common problems of the employment market are the high turnover of workers, as well as employees’ dissatisfaction with existing working conditions.

High Turnover of Employees

One of the current problems that the hotel management faces is a high turnover of staff. According to employees themselves, too harsh working conditions and the lack of free time are the primary reasons why they leave their jobs (Taylor 2014, p. 32). At the same time, even the prestige of the posts they occupy does not affect their decisions. The evaluation of the personnel’s high turnover should be accompanied not only by the analysis of errors in work organisation but also by the review of some other aspects, for example, working schedule. In case an employee is not prepared to perform too much work, it may be useful to assess whether the requirements to him or her are legitimate and justified.

Also, the issue with which the high turnover of workers is inextricably connected is the leakage of talented and promising employees. According to Marchington et al. (2016, p. 45), purposeful people who want to achieve high results and have a significant potential quite often cannot find a common language with their management. The effectiveness of work in such an organisation, in this case, should be questioned since one of the key areas to which the leadership should adhere is the involvement of qualified and talented specialists. If good and prospective employees often leave their jobs because of disagreements over specific working conditions, it may mean that the leadership policy is organised incorrectly, and measures must be taken to correct this situation. For example, changing the work schedule at employees’ request can be a beneficial means of establishing contacts with staff and strengthening the positions of management in the team. Therefore, the high turnover of employees can be corrected, and it is essential to take appropriate measures to avoid misunderstanding.

Dissatisfaction with Working Conditions

Management, as a rule, makes a lot of content so that the hotel staff to be fully prepared for the reception of guests. Nevertheless, sometimes employees are dissatisfied with the way their working time is organised. Dissatisfaction can also be caused by the excessive burden that the leadership places on them. According to Santa Cruz, López-Guzmán, and Cañizares (2014, p. 71), 16.6% of their survey’s respondents living in Spain claimed that they chose their current work in hotels because they had not managed to find other suitable jobs. It means that these employees initially did not have sufficient motivation. The authors also remark that 6.5% were ultimately dissatisfied with their job (Santa Cruz, López-Guzmán & Cañizares 2014, p. 73). Perhaps, this percentage is quite low. However, it is possible that there are potentially talented workers among these people who cannot entirely open their potential because of incompetent management. Therefore, some concessions to subordinates and the analysis of errors can help to establish favourable microclimate in the team and achieve high working productivity.

Impact of the Market Analysis on Performance

The evaluation of workers’ activities should be accompanied by the analysis of employee satisfaction with current responsibilities. Also, the review of the present results of the work done may be useful. An employment market analysis can provide a rather accurate perspective on what changes should be made to the work of the team so that all employees to be ready to follow the orders of the leadership and contribute to the development of the organisation. If it does not happen, it is possible to talk about insufficiently effective or strategically incorrect management.

When speaking about the hotel industry, it can be noted that frequent reasons for employees’ dissatisfaction can be caused by periodic work beyond the norm when, due to the shortage of labour, they are forced to experience a heavy load and fulfil not only their own but also others’ duties. Also, that the reluctance of some promising and talented people to work for the benefit of the team can be caused by too much responsibility, which the leadership entrusts to subordinates (Bonoli 2017, p. 103). Those employees who want to self-develop professionally and move up the career ladder sometimes do not have this opportunity because they have to cover the shortage of staff. Furthermore, excessive fatigue does not give workers a chance to effectively cope with their duties. The more tasks this or that employee has to decide, the less likely that he or she will think about how to maximise the benefits of the organisation and do everything possible to increase its profits. Therefore, a proper and timely analysis of subordinates’ satisfaction with their current opportunities and working conditions can help to correct certain shortcomings and achieve productivity and mutual understanding in the team.

Effective Recruitment, Selection, and Induction of Personnel

Specific methods and models of recruitment can be quite useful when it comes to increasing the motivation of employees and work aimed at strengthening management positions. A distinctive feature of such techniques is that they do not use traditional methods to assess the performance of subordinates and control over their productivity. At the same time, the result of using any similar strategy implies not only improving the relationships between the leadership and employees but also more efficient and rational use of resources. Accordingly, the better an appropriate model is chosen, the more chances that all the activities in the organisation from the hotel chain industry will be established as clearly as possible.

Efficient Recruitment and Personnel Selection Principles

One of the models of personnel selection for work in the hotel business is the recruitment of employees who not only passed the interview but also managed to prove their professionalism in practice. Taylor (2014, p. 13) claims that this approach to organising the activities of the HR department is quite successful in those areas where constant contact with people is necessary. Work in the hotel industry cannot be better suited to the introduction of such a model and its active use.

Workers can try to pass an internship and on personal experience make sure whether they are suitable for this job or not. In case employees understand that it is difficult for them to cope with the tasks assigned to them by their management, they leave their posts, thereby enabling more committed and talented people to become the member of the team. This approach to selection allows verifying how a particular subordinate can act in different situations. Also, management can assess whether the style of communication and behaviour of an employee is appropriate since many people manifest themselves differently in interviews and the process of work. For example, labour shortages sometimes involve increased mobility. Many people do not like this option very much; however, if it is impossible to avoid working overtime, it is essential to recruit only interested people. Such a selection model with a mandatory internship can help the leadership to make sure of the qualifications of subordinates and find the most suitable candidates for specific positions.

Induction of Personnel

One of the most effective strategies for motivating employees is to take into account their individual features of character and behaviour. Thus, according to Boella (2017, p. 91), a rather successful way to achieve staff efficiency is to try to put oneself in an employee’s place. The author notes that “each member of staff is an individual” (Boella 2017, p. 91). Therefore, there is perhaps no more successful incentive than to establish contact with a subordinate and try to understand some motives of his or her behaviour and to evaluate the potential based on a personal evaluation.

If the management carries out such an assessment correctly, there is a high probability that the team will be able to work competently and coherently. For example, Marchington et al. (2016, p. 357) remark that gender inequality can lead to disagreement in the team. In order to avoid it, it is crucial to support both men and women alike, and it applies equally to the hotel business. If people see that their management is monitoring their problems and can help in resolving them, the work will undoubtedly be more efficient as employees will have a good motivation to improve the performance of the organisation in which they work.

Relationship between the Effective Strategies and Results Achievement

The introduction of successful and effective staff management strategies, as well as the promotion of work initiatives, can make a significant contribution to the development of the national hotel network. The ability to achieve high results is primarily due to the fact that employees will have the motivation to work for the benefit of their organisation and to perform their duties qualitatively, regardless of the work schedule or personal preferences. If managers adhere to special methods of behaviour towards subordinates, the problem with resources will cease to be relevant, and the turnover of workers will disappear (Taylor 2014, p. 37). Surely, it will require a rather hard work and possibly significant changes in the composition of the team. Nevertheless, a positive result of work will not be long in coming, and a new strategy for financing and preserving resources can quickly justify itself. It is essential to correctly approach its implementation, and then the improvements will be quite natural.

Retention Strategies Based on the Market Analysis

The analysis of national and global employment market is a rather useful way to find the most appropriate strategy for managing personnel and retaining employees. Thus, according to Deery and Jago (2015, p. 457), if the heads of these or those structural units regularly assess the degree of satisfaction of subordinates with their working conditions and prospects, it brings significant benefits. While considering this statement in the context of the hotel business, it is possible to see that the key trends can also be determined. As a potential means to check it, an anonymous survey of employees can be conducted. On the basis of the data obtained, it is possible to think over a clearly structured strategy aimed at ensuring that as many workers as possible are satisfied with their official position. Also, there are other ways to keep subordinates interested in their current duties.

Recruitment of Experienced Managers

Competent managers are invaluable for the hotel if they can share skills with the line staff. Many hoteliers improve the efficiency of their personnel, relying on experienced professionals. Thus, the distribution of responsibilities among managers, depending on their particular department, is an excellent decision. It is necessary to hire those managers who can become leaders and at the same time trainers for the staff (Santa Cruz, López-Guzmán & Cañizares 2014, p. 65). If the employee is experienced and qualified, there is no need to waste time explaining to him or her specific tasks. Accordingly, the speed of work will increase, and the profit of the organisation will become more significant than earlier.

Reporting the Primary Mission as the Way of Retention

The motivation of employees can begin with the recognition of their contribution. Managers need to convey workers the needs of a particular hotel so that they to feel they are participants of a professional and significantly important team. Some hoteliers believe that a positive and friendly working environment strengthens the opportunity to communicate and have fun with colleagues. According to some, such events should also be family oriented (Boella 2017, p. 118). Meanwhile, a decrease in the frequency of shifts can be a significant measure to take. Despite the fact that the formation of the team, positive culture, and reporting the mission are reliable ways to improve the work of the staff, the fundamental reality, namely their working schedule, has a huge impact.

Material Incentives for Effective Performance

Many businessmen and the owners of large and small enterprises note that today, the most efficient and resultative means of encouraging and motivating employees are material rewards. If a person knows that he or she will receive some financial support for quality work done, the desire to improve their indicators will significantly increase. As Bonoli (2017, p. 175) remarks, special reforms in the employment market can relate primarily to the review of the importance of financial rewards. It is possible that workers will be able to achieve high results when they know, for example, that they will receive a sum of money for their professionalism at the end of the month.

Also, the better management takes care of people, the more willingly employees perform their direct duties. Perhaps, it is necessary to organise work in any team so that no one to feel deprived or discriminated because of misunderstanding or purposeful humiliations. Otherwise, the high turnover of employees and discontent with all the working conditions in the organisation will prevail in the team until appropriate measures are taken by the leadership to correct the current situation for the better.

Reference List

Boella, MG 2017, Human resource management in the hotel and catering industry, 4th edn, Routledge, New York, NY.

Bonoli, G 2017, Labour market and social protection reforms in international perspective: parallel or converging tracks?, Routledge, New York, NY.

Deery, M & Jago, L 2015, ‘Revisiting talent management, work-life balance and retention strategies’, International Journal of Contemporary Hospitality Management, vol. 27, no. 3, pp. 453-472.

Marchington, M, Wilkinson, A, Donnelly, R & Kynighou, A 2016, Human resource management at work, 6th edn, Kogan Page, London.

Santa Cruz, FG, López-Guzmán, T & Cañizares, SMS 2014, ‘Analysis of job satisfaction in the hotel industry: a study of hotels in Spain’, Journal of Human Resources in Hospitality & Tourism, vol. 13, no. 1, pp. 63-80.

Taylor, S 2014, Resourcing and talent management, 6th edn, Kogan Page, London.