Professional Documents
Culture Documents
2009811544
Title :
Talent management
A strategy for improving employee recruitment, retention and
engagement within hospitality organizations
In the later part of the last century, both the title and traditional role of
the personnel function was progressively superseded by the
emergence, at least in larger organizations, of strategic human
resources management and sophisticated human resources
departments. Initially, this may have involved little more than
renaming the function, but where transformation occurred, it became
distinguished by the human resources having a more significant
influence on the organizations strategic direction and gaining board-
level representation. In simple terms, an organization's human
resource management strategy should maximize return on investment
in the organization's human capital and minimize financial risk. Human
Resources seeks to achieve this by aligning the supply of skilled and
qualified individuals and the capabilities of the current workforce, with
the organization's ongoing and future business plans and requirements
to maximize return on investment and secure future survival and
success. In ensuring such objectives are achieved, the human resource
function purpose in this context is to implement the organization's
human resource requirements effectively but also pragmatically,
taking account of legal, ethical and as far as is practical in a manner
that retains the support and respect of the workforce.
Studies have shown that employees typically follow four primary paths
to turnover, each of which has different implications for an
organization.
First is Employee dissatisfaction. Attack this with traditional retention
strategies such as monitoring workplace attitudes and managing the
drivers of turnover. Second is Better alternatives. It is to ensure that
the organization is competitive in terms of rewards, developmental
opportunities and the quality of the work environment as well as well
prepared to deal with external offers for valued employees. Thirdly is
following a plan. Some employees may have a predetermined plan to
quit. For instance, if their spouse becomes pregnant, if they get a
better job, if they are accepted into a degree program, etc. However,
increasing rewards tied to tenure may alter the plans of some
employees, like if a company is seeing exits based on family related
plans, adding a more generous maternity and family-friendly policy
may help to reduce the impact. Fourth part is leaving without a plan.
Employees sometimes leave on impulse, without any plan for the
future. Generally, this is the result of a negative response to a specific
action for example being passed over for a promotion,and difficulties
with a supervisor. These types and frequencies of work related issues
that are driving employees to leave.A training to minimize prevalent
negative interactions should be provided. Examples of negative
interactions is harassment, bullying or unfair and inconsistent
treatment and provide support mechanisms to deal with those
problems. For example conflict resolution procedures, alternative work
schedules or employee assistance programs.
Broad-based strategies
Targeted strategies
Benchmarking