Strategic HRM Plan For Hilton Group Of Hotels

Introduction to HRM and Strategic HRM

Question:

Develop a new 12 month Strategic HR plan for the organization. In doing this, you are to identify and apply relevant business theories and concepts from GB520.

The human resource management is a systematic and strategic approach that helps in managing the people in such a way that might maximize the contribution and motivation of the employees of an organization towards the achieving of the aims of an organization (Torrington 2011). The human resource management plan is considered as the departmental document that sets out the required programs in the following few years in order to practice the HRM within a department. The objective of a HRM plan is to help the particular department in achieving the objectives and mission of the organization by a systematic design and by implementing the various programs of HRM (Truss, Mankin and Kelliher 2012). On the other hand, the strategic HRM is defined as the plans and intentions of an organization by which the goals and objectives of an organization can be achieved (Stone 2011). Therefore, it can be said that the strategic management includes the HRM plan in order to run a business or an organization successfully. In this report, an organization named “Hilton Group of Hotels” has been selected, whose vision, strategy, key strategic HR issues and lastly a 12 month HR plan has been designed in order to run the organization effectively and efficiently.

Hilton Group of Hotels is also known as Hilton Worldwide that is considered as the largest company within the hospitality industry across the world. The company is growing much faster than the others. The history of the particular firm for long 96 years makes the company a preferred venue for developers, travelers, team members and partners. Hilton Worldwide has more than 4,660 hotels, timeshare properties and resorts that are comprised of 765,000 rooms across 102 countries and territories (Hiltonworldwide.com 2016). Hilton Worldwide has established a portfolio of 13 world-class brands. 

The company Hilton Worldwide has been founded in the year 1919. Since then it has been found that the particular organization Hilton Worldwide is the leader in the industry of hospitality. At present, Hilton Worldwide has become an inspiration of quality, success and innovation. The spontaneous leadership is the outcome of staying true to the Values, Mission and Vision of the particular organization. The vision of the organization Hilton Worldwide is to fulfill the earth with warmth and light of the hospitality (Price and Price 2011). On the other hand, the mission of the firm Hilton Worldwide is to be the greatest hospitality company across the world. The other missions of the specified firm are to become the first choice of the team members, guests and the owners alike. Moreover, the values of the firm Hilton Worldwide include – Hospitality (H), Integrity (I), Leadership (L), teamwork (T), ownership (O) and Now (N). The particular firm is passionate regarding delivering the exceptional experiences to its guests. This defines the value of the hospitality of the firm. The value of integrity is described by doing the things rightly and at all the time. The company provides value to its leadership by establishing themselves as the leader in both the communities and industry (Noe 2014). The teamwork of the organization is provided value by the management by indicating themselves as the team players in everything that the company does. The value regarding ownership is provided by the company by representing themselves as the owners of their decisions and actions. Lastly, the company regulates its operations along with a sense of discipline and urgency.    

Overview of Hilton Group of Hotels

The main challenges and the strategic human resource issues that have been found within the organization Hilton Group of Hotels include mainly five issues. These include – the issues regarding the right of hiring, bonding during the procedure of on boarding, the long tenured employees of an organization should be engaged, retaining the valued employees of the organization and lastly the succession planning and the future proofing of the firm (Werner, Schuler and Jackson 2012). For the issue mentioned at first, it has been found that the present state of the unemployment helps to recruit the frontline workers easily and this is considered as the important factor that might ensure the key elements. Therefore, the HR managers should be ensured about the good fit of the job for the job itself. The temperament should be well suited for a specific position. Thus, if the job is not a good fit to the employees, then the employees will become unhappy and will leave the job (Mondy and Mondy 2012). This is a common issue that is found within this organization Hilton Worldwide. It has been found that the particular organization has also suffered from the on boarding procedures. This includes – team interviews, training and extensive orientation. It has also been noted that within the organization Hilton Worldwide, another issue that is a common factor is the issue of engaging the long tenured employees within the firm. It has been founded that the employees who have been in the organization Hilton Worldwide for a longer period of time are considered as valuable. Thus, it can be said that these employees have the greater tenure equity. As these employees are more acclimated with the culture of the organization, all the things of the organization are better known to them and generally they have stronger external and internal relationships (Lindholm et al. 2012). This strengthened relationship of the employees provides benefit to the organization Hilton Worldwide. The reason behind this is that it indicates that the employees are comparatively happy. However, it has been noted that due to various issues, the long tenured employees could not be retained within the firm. This affected the particular firm adversely. The retention of the valued employees is an important factor. Thus, the management of the firm Hilton Worldwide should retain its valued employees in order to run the business successfully and efficiently. This issue became the critical challenge for the organization Hilton Worldwide because the labor market across the world heated up and thus new properties pop up in various places. It is a true factor for every organization that without good employees, no organization especially in the hospitality industry can serve its guests best and therefore, it will not be able to earn or maximize its profit (Ivancevich and Konopaske 2013). In addition to these, a proper succession planning is a mandatory factor for running any business successfully. Even for future proofing of the organization, the management should be more concerned in order to run the business efficiently. However, within the organization Hilton Worldwide, there is unavailability of proper succession planning. Therefore, for making the future of the firm profitable, the management should create a succession preparation plan.

Program	Key Objective
Performance Management	In order to raise the efficiency of the procedure of appraisal, to strengthen the aspect of development of the performance management by  using the approach of competency with the aim to train and to develop the career of the employees.
Career Development	To extend the development opportunities of the career of the employees of the organization Hilton Group of Hotels, to engage the company’s supervisors with the aim to develop the career and the future of the employees of the organization and finally to reveal the commitment of the particular department to develop the career of the employees (Dessler 2014).
Training and Development	To create the curriculum of the development of management on the basis of the assessment of the competency of the target group. The other objective of the implementation of this particular training and development program is to give development and training that is required to fulfill the gap that has been found regarding the competency gaps (Dowling, Festing and Engle 2013).
Promotion and Succession Planning	The main objective of implementing promotion and succession planning is to communicate the clear criteria of promotion and also to develop and implement a modified succession plan with the organization Hilton Group of Hotels.
Change Management	The primary aim of implementing the program of change management is to develop and to create the necessary mindset and also necessary skills in order to deal and manage the change effectively.
Staff Culture	The key aim of implementing the staff culture program within the organization Hilton Group of Hotels is to develop the effective and efficient relationships based on working among all employees and also to promote the core values of the particular department (Dessler 2013).
Recognition of performance	The primary objective of applying and implementing the recognition of performance program within the organization Hilton Group of Hotels is to develop and create several systems in order to recognize the performance of the employees of the particular company and also to reward the contributions of the employees.  The HR managers analyze the difference between the performance of the employees by differentiating and comparing between the actual performances of the employees with the standard performance of the employees. This difference indicates that the people or the employees of the organization are lagging behind the standard performance and accordingly the HR managers arrange for training and development of those employees. The aim of this is to make every employee of the organization Hilton Group of Hotels efficient to work and will also help to achieve the aims and objectives of the organization.
Staff Retention/ Manpower Planning	The key objective of implementing and applying the program of the staff retention and man power planning within the organization Hilton Group of Hotels is to promote the power of retaining the employees within the organization Hilton Group of Hotels and also to provide job satisfaction to them. The other aim or intention to implement the staff retention program or man power planning program is to involve the reserve of training in the estimation of the man power (Dessler 2013).
Recruitment	Recruitment is also considered as the important program within an organization to implement. The reason behind this is that the aim of the implementation of the program of recruitment within the firm Hilton Group of Hotels is to make the department ensure regarding the decisions of hiring that might fit best as per the needs or requirements of the particular department of the organization Hilton Group of Hotels (Byars and Rue 2011).
Management of Information	The program called Management of information is also considered as an important program for the company Hilton Group of Hotels as the main objective and goal of the particular organization is to prepare and implement the present technology (Armstrong 2014). The other aim is to make optimal use of the present technologies for the information management in order to assist in making decision and also to enrich and enhance the communication.

 Conclusions

Therefore, it can be concluded that the strategic human resource management is an important factor that plays a vital role in every organization of every sector. The strategic human resource management is a part of human resource management. The strategic human resource management helps in planning the initiatives and the objectives of an organization. The strategic human resource management even helps in planning the initiatives and the objectives of a firm for 12 months. Here, the study indicates the negativities of the company Hilton Group of Hotels along with its positives. The positivity of the company includes its widespread service across the world. It also includes its excellent service and employment of huge numbers of employees. However, various negativities and key issues have been found within the operation of the organization Hilton Group of Hotels, especially in the strategic human resource management sector of the particular firm.

It has been found that for the betterment of the firm and for successful running of the organization Hilton Group of Hotels, the human resource manager has structured a 12 month strategic human resource plan. This plan is consisted is of various programs like – management of information, recruitment, staff retention, recognition of performance, staff culture, change management, succession planning, training and development, career and performance management.  Each of the programs has a key objective and thus, the organization Hilton Group of Hotels should implement all these programs in a systematic and chronological manner in order to run the business or the organization effectively, efficiently, smoothly and successfully in future. The other aim of the implementation of the 12 month HR plan within the firm Hilton Group of Hotels is to maximize the profit of the organization.

References

Armstrong, M. (2014). Armstrong’s Handbook of Human Resource Management Practice. London: Kogan Page.

Byars, L. and Rue, L. (2011). Human resource management. New York: McGraw-Hill/Irwin.

Dessler, G. (2013). A framework for human resource management. Upper Saddle River, N.J.: Pearson Prentice Hall.

Dessler, G. (2013). Human resource management. Boston: Prentice Hall.

Dessler, G. (2014). Fundamentals of human resource management. Boston: Pearson.

Dowling, P., Festing, M. and Engle, A. (2013). International human resource management. Andover: Cengage Learning.

Hiltonworldwide.com. (2016). Vision, Mission, and Values | Hilton Worldwide. [online] Available at: https://www.hiltonworldwide.com/about/mission/ [Accessed 7 Jun. 2016].

Ivancevich, J. and Konopaske, R. (2013). Human resource management. New York, NY: McGraw-Hill Irwin.

Lindholm, J., Rothwell, W., Yarrish, K. and Zaballero, A. (2012). The encyclopedia of human resource management. Hoboken: John Wiley & Sons.

Mondy, R. and Mondy, J. (2012). Human resource management. Boston: Prentice Hall.

Noe, R. (2014). Fundamentals of human resource management. New York, NY: McGraw-Hill/Irwin.

Price, A. and Price, A. (2011). Human resource management. Andover: Cengage Learning.

Stone, R. (2011). Human resource management. Milton, Qld.: John Wiley.

Torrington, D. (2011). Human resource management. Harlow, England: Financial Times/Prentice Hall.

Truss, C., Mankin, D. and Kelliher, C. (2012). Strategic human resource management. Oxford: Oxford University Press.

Werner, S., Schuler, R. and Jackson, S. (2012). Human resource management. Australia: South-Western Cengage Learning.