HRM for a new Hotel

Topics: Human resource management, Employment, Recruitment Pages: 9 (3005 words) Published: December 4, 2013


1.0 Introduction
The Headrow Hotel is a much-loved local landmark in Leeds city centre and was first opened in 1904 by the York family, with its location being ideal for the local business community and booming nightlife. The directors have recently decided 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 will involve a more professional approach to the hotel’s operations with drastic alterations being made to the current old-fashioned standards of service through the addition of a Human Resource Manager. By employing this particular member of staff they hope to first identify, then address the hotel’s present human resource issues as well as the concerns they may face upon progression of the hotel; and to produce appropriate recommendation strategies in order to resolve the hotel’s HR issues. This will be carried out through the adaptation of relevant theory, principles and practices that will be presented in a report format to the hotel’s board of directors. 1.1 Context

The hospitality industry is certainly a profitable place, especially for businesses that follow the golden rule of “the customer is always right”. However, with customer service being such a significant part of the customer’s experience when staying in any modern-day hotel, there is always a possibility that the service is not fully satisfactory. Hotel clients have the potential to complain about almost anything in terms of the service they receive; such as the size of the toilet seat or the smell of the dining area. This can have massive impact on the hotel’s reputation if the customer then decides to create bad word-of-mouth advertising to their friends and family. Good reputation is paramount for hotels that want to increase their market-base and gain more regular stayers, which can prove difficult if staff do not contribute to helping the customer’s overall experience. Therefore keeping a good image is imperative for any hospitality company; with friendliness, good service, efficiency, organization and professionalism being the key to success in this industry. Competitors can also play a huge part in determining how well its rivals do. Hotels that are specifically placed in a city centre can face a great deal of competition. Not only must they compete with their rivals on price, but also on customer experience and satisfaction. This involves hotels ensuring that they have the correct facilities as well as the right employee allocation roles in order for them to maximise profit. A strategic and coherent approach to the human resource issues should be integrated into the corporate strategy of the business as in this case successful people management is essential for the business is to survive in an industry where staff is unquestionably the most valuable resource. 2.0 Current Problems

Currently the Headrow Hotel has numerous problems in terms of its internal environment. First and foremost, its reputation has slowly deteriorated over recent years, primarily due to its decline in standards of service. Secondly, the working conditions for staff have been generally regarded as poor, with low wages and unsociable working-hours also contributing to the hotel’s 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 hotel’s staff turnover, which was 56% in 2011. Another major concern for the hotel is its lack of training and development opportunities for existing employees, which has also had a negative effect on the hotel’s dismissal rate. Appraisals take place annually, although they are not linked specifically to a structured performance pay scheme 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...

Bibliography: Text (Sourced on 29/03/12)
Foot, M. & Hook, C. (2005) Introducing Human Resource Management, 4th edition, Harlow & Pearson. (Sourced on 05/04/12) (Sourced on 12/04/12) (Sourced on 24/04/12)
Images (Sourced on 29/03/12) (Sourced on 02/04/12) (Sourced on 12/04/12) (Sourced on 12/04/12)
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