HR PRACTICES

-Marriott
INTERNATIONAL

Submitted By:
Mahak Sharma
Subject – Human Resource Management
MBA Retail Management, 2nd Semester
Roll No. 23027
Marriott International is an American multinational company that operates
franchises and licenses lodging including hotel, residential and timeshare
properties, Founded by John Willard Marriott and wife Alice Marriott.

Marriott International human resources department is concerned with people at work

and their relationship with their employer. The company has a human resources
principle of “The Spirit to serve”, the spirit that the company wants to instill in its
human resources team.
The department is responsible for planning, deploying, employing, training, retaining,
and dismissal of employees.

1. HUMAN RESOURCE PLANNING

Human resources planning is an attempt to forecast how many and what kind of
employees are required or will be required and to what extent this demand is likely to
be met.

Job evaluation process of the Marriott is as follows:

 Job analysis:
Job analysis is the process by which different information regarding the job is
obtained by the management. For analyzing the job, Marriott hotel first specify the
job description and then they indicate all of the abilities and skills required to
perform the job.

 Job rating:
After the analysis of the job, Marriott hotel assign the worth of the job by
analyzing the specification and description of the job.

 Resource allocation:
After the assessment of the job, they determine the pay structure for their
employees.
  Classification of the job:
Classification of the job is the last process of the job evaluation, in which Marriott
hotel is mainly concerned with the job categorization according to the pay scales of
the job.

Therefore, it is clear that the Marriott hotel evaluates the job to determine the pay
structure for their employees. They evaluate the job description, responsibilities
and roles of the job for the determination of the paying structure of the job. Along
with that, they also set the job priority. If any job has the less priority then they set
less amount of pay for the employees associated with that job and if any job has
the highest priority then they set higher pay structure for the employee associated
with that job. For example, they provide their manager better salary than their
room service personnel.

When the company HRD is planning the human resources, the following guideline
process is involved:

 The human resources plan should be made in the light of the overall
organizational plan; it involves having employees who are aligned to the needs
of the company.

 Appropriate time horizon should be allowed. The plan should score a great
percentage of top management support, the time between hiring and getting an
employee is good enough that the company does not have a deficit at any on
point.

 A good information system should be maintained, that is, an adequate database

should be there to support the plan.
 Relevant groups should participate in laying down the plan to reduce resistance.
 The costs of the plan should not exceed the benefits of the plan.
 2. RECRUITMENT AND SELECTION
After planning an employment exercise, the next step is to advertise for posts.
Advertising may be internal or to the external market, when advertising the role that a
successful candidate will play if deployed is well explained; minimum qualifications
are given in the advertisement and duration for application. The company’s
communication department has the role of advertising for posts as advised by the
human resources department. After the application has been received, they are sorted
and short-listed, successful candidates are contacted.

Marriott Unique Recruitment:

The ‘My Marriott Hotel' Face book game was targeted at the youth in
developing countries like India and China where the hospitality industry was not
prominent. This was part of Marriott's recruitment strategy to bypass traditional
recruitment methods and test the real talent of prospective employees by creating a
virtual workplace and checking in advance the suitability of the candidates for the
hospitality positions. Players were then directed to Marriott's official recruiting
page where they could submit their resumes for a suitable position. The initial
reaction to the game was good but later there was negative feedback from the job
seekers that the game was not exciting or interesting enough to hold their attention.

The selection process of Marriott continues 2-3 weeks, the process starts from
having assessment tests.

 Marriott’s AON Hewitt G.A.T.E Tests:

AON Hewitt is one of the largest assessment companies in the US and
provides a selection of aptitude tests – verbal, numerical, logical and more.
The company’s product mainly functions as a technological testing platform
(also known as G.A.T.E - Global Assessment and Talent Engine).
Preparing for AON’s assessments will include a complete set of cut-e-style
aptitude tests, personality tests, and SJT.
  Marriott’s Situational Judgment Tests (SJT):
Situational Judgment Tests (SJT) are psychological tests that assess your
work-related behavior and actions. You are given hypothetical scenarios and
you must indicate how you would behave. SJTs by Marriott are used to
evaluate the behavioral and cognitive abilities of candidates when introduced
with daily work-related situations.
 

 Personality Test:
Personality tests assess your personal traits and evaluate whether they are a
good match for the position you apply for. Since the required traits in each
position are different, scoring high on a personality test depends on your
understanding of the underlying principles and required skills for the
position.

 Leadership Assessment:
This assessment uses a combination of personality tests and SJT to assess
your fit for supervisory and management positions. They are specifically
geared to measure traits like decision-making, motivation, and assertiveness.
Since management positions also require high problem-solving skills and
quick thinking, they are often combined with aptitude tests like those
provided by AON.

 Accounting Tests:
If you apply for a position that deals with finance, you are likely to go
through an accounting test. The test may contain the following sections -
Accounting Terms, Accounting Problems, Comparing & Checking,
Alphabetizing/Filing, Working with Letters and Numbers, Memorization,
Coding, Inductive Reasoning, and Deductive Reasoning.
The results of assessment will be sent to the HR team on respective hotel where
you have been applied for and based on the results HR team will select the profile
for further GD and then 3-4 rounds of Interviews, professionals are selected on the
basis of technical criteria such as qualification, experience and membership of the
appropriate association. Although these criteria are important, technical skill is only a
part of the overall service delivery, which also include functional criteria such as
marketing and business skill and the ability to foster client relationship. Then final and
selected candidate will be offered a job from the specific hotel with details of
designation, remuneration and other specifications.

Marriott International is a customer- centered firm it takes into account all these
criteria and considers recruitment as the first stage of retaining loyal, well-motivated
and happy employees. Technological changes call for competent and skilled
employees thus organizations should plan for recruitment and selection to ensure that
their employees match the current technology. During the interview, the panel should
ensure that they learn the strengths and weaknesses of the candidate. This will assist
them in making the final decision

3. TRAINING AND DEVELOPMENT

During the training period, a mentor, addressed as 'buddy' is allotted to each
recruit, the mentor guides the trainee. Marriott associates average 78 hours of
training and 34 hours of professional development each year, all Marriott
associates are encouraged to gain experience in a variety of disciplines to fully
understand the hospitality business and continue to expand their career options.

An outline of the various training programs and courses offered at Marriott

International.

 New hire orientation program:

The program starts with a new hire orientation program for all employees to
ensure new staff have the skills needed to perform effectively. The purpose
of the program is to introduce new employees to the Marriott culture, brand,
 and their specific hotel/region.

 International hourly training:

Marriott claims to provide 15 minutes to training each day to each hourly
employee. The training addresses the essential skill and knowledge areas,
such as culinary, rooms operation, purchasing, that are essential for
employees to master in order to do their jobs.

 Gateways:
The Gateways program is for hourly non-management employees. It is
designed to train discipline-specific skills necessary to individual positions.
Participating disciplines are: finance, HR, IT, loss prevention, PR and sales.

 Core management training:

Marriot managers participate in over 20 different management training
programs. Courses are taught by certified trainers, professional experts, and
property based management. Other courses are self-directed, including
internet-based learning. Classes generally have 20-25 participants and
include extensive group interaction, hands-on activities, pre and post-test
evaluation, and action planning.

Marriott International management ensures that employees are well motivated; highly
motivated employees are more productive.

4. EMPLOYEE RETENTION

Marriott International retains its employees to tap their talents and experience.
As the employees meet Marriott International goals and expectations, Marriott realize
that the employees also have their targets that they want to be met. The human
resource department comes up with measures that are aimed at retaining the
employees.
One of these ways is to make the working environment as comfortable as possible.
Remuneration and reward of employees are other ways that can be used. By reward,
Marriott mean that the efforts of the employee are recognized.

Marriott International retains its employees by providing satisfaction, Marriott have

good employee relations that concern itself with the prevention and solving of conflicts
in which individuals are involved that come about or have effects on the work
situations.
In this approach, Marriott has focused on socio-emotionally (non-economic returns);
an approach is a dynamic approach and nothing is seen as static. It is an open-minded
approach; in this approach, the company’s human resources aim at looking at the
interests of parties, employer and employee. The employee works to satisfy his
employer and the employer understands the employee as a business partner who needs
to be well compensated and satisfied with his job. Here the employees work hard to
meet targets set by the employer and the employer compensates them appropriately.
The employer demands for employee’s loyalty and employees demand a continued
improvement of their status, their talents and experience.

On the other hand, Marriott international aims at maintaining good human resource
relations, employee relations can be concerned with several things such as pay,
disciplinary cases, etc; the policies determine monetary and non-monetary gains that
employees derive from the employer.

A well motivational employee is a retained employee, motivation plan at Marriot has:

 An appropriate rewards system

 An effective punishment system good enough to deter the future occurrence of
an unacceptable practice
 There are well-set goals and individual employees responsibilities well defined.
 There is fair treatment of people; leaders are not the centre of knowledge but
give their juniors a chance to express their views.
 5. PERFORMANCE APPRAISAL AND EMPLOYEE
ENGAGEMENT

HRD of Marriott hotel develops an appropriate performance appraisal technique to

evaluate the strength and weaknesses of their employee. This helps them to
evaluate the appropriate remuneration, incentive, and reward for their employee.
Along with that, it also evaluates the necessity of the training for their employee.

Employee involvement is bringing about a setting in which individual persons have an

impact on decisions and measures which affect their respective jobs. Marriott human
resource management has enacted frameworks that facilitate good communication
within the company; employees are encouraged to participate in different activities and
functions.

Involvement of the employees in all aspects of work decisions and carrying out plans
brings up ownership and commitment, boosts the retention of the best organization’s
best employees, and brings about an environment in which people come up with a
choice to contribute to work and be motivated.

The way to make the involvement of the employees in the process of decision-making
and in those activities that bring about a never-ceasing improvement is a strategic
feature of participation. Marriot has developed some mechanisms like work teams,
non-stop meetings on improvement, suggestion system, processes for corrective
measures, discussions held periodically with the supervisors, and events that bring
about improvement

Marriott employees are allowed to participate in the process of making those decisions
that are related to the work they carry out to improve on the structure of the
organization. Also, the duties structure among the employees makes the performance
of the organization much stronger; therefore, the management has an understanding of
the employee characteristics for the organization to be successful. Developing the
employees of any organization, as well as building them, enriching, motivating and
enhancing them heavily relies on the organization’s leadership, authorization as well as
the vision the organization is having. In general, terms, human resource management is
employed strategically and greatly assists in bringing about the improvement in the
performance of the company.

Pay and Benefits - Competitive benefit packages, hotel room discounts at

locations around the globe, discounts on food and beverages, as well as retail
discounts in gift shops, at Marriott hotels around the globe, competitive pay and
advancement opportunities.

Recognition - Associates who demonstrate outstanding commitment to our guests

and the success of their location or hotel, managers who demonstrate exceptional
leadership, associates who demonstrate commitment to local communities
Associates who provide referrals for new employees and associates with 25 years
of service are rewarded with free weekend stays at Marriott hotels around the
world.

6. CESSATION OF EMPLOYMENT WITH AN

ORGANIZATION:

Cessation can be referred as the termination of any employee due to several

reasons; there are various reasons for which Marriott terminates employee.
However, maximum employee describe that they get a delightful experiences in
their organization but there are several reasons for which they can left their
organization, which are as follows:

Reason behind Marriott terminates employees:

 Unethical behavior of the employees in the organization
 Bad manners of the employees
 Failed to serve customers ineffective manner
 Do not have the capability to handle the emergency during seasonal time
 Failed to adopt the culture in the organization
 Employees are failed to keep their commitments in their organization.
 7. LABOUR RIGHTS AND LEGISLATION

The company has several establishments in different countries; HRD department has
the role of ensuring that their policies abide by the country of operation labour rights in
regards to industrial relations, wages, employment contracts, pension schemes and
dispute resolution.

HRD is assisted by legal experts employed with the role of ensuring that the company
complies with legal requirements of different countries. 

CONCLUSION
The success of Marriott International in the hospitality industry has been attributed to
the quality and expertise of its human resources management, the company operates a
robust HRD team that looks into all aspects of the company’s human capital. The
human resources department has the mandate of ensuring that adequate employees are
available at all times. It has the mandate of planning, deploying, employing, training,
retaining, and dismissal of employees. To manage human capital effectively, the HRD
is assisted by of line and top managers; the hospitality industry business fluctuates with
seasons, Marriott’s HRD has the mandate of ensuring the fluctuating demands are met
effectively.

IMPACT OF COVID-19 ON MARRIOTT HR PRACTICES

Travel has been one of the hardest hit industries during Covid-19, with many forgoing
leisure and business trips, because of that, Marriott had difficult times and some tough
decisions to make.
Marriott had to furlough a number of its employees, which was one of the most
difficult things the HR leader said.

When Marriott closed their doors during the early days of the pandemic, one of the
first challenges was how to downsize staff.
There’s been a big challenge in how to properly reduce the workforce, how to
compensate those furloughed or lay off, and how to instill loyalty within your
current team so they feel valued and like they’re not next on the chopping block.
Marriot didn’t want to lose their workforce-a trained workforce is like gold in the
hospitality industry.
Holding onto those “golden” trained employees is important, even when there’s
high unemployment and a soft labor market. To that end, promoting from within is
a great way to build an engaged workforce.
As the pandemic was taking hold, Marriott focused on communications and
training as a way to allay concerns among staff, you can’t over-communicate. The
company sent out weekly updates, general managers at each property held weekly
virtual town halls with workers to make them feel connected, and furloughed
employees were sent weekly local updates with resources such as food bank
locations. Along with instituting new safety protocols such as daily temperature
checks for staff, Marriott provided online training modules on issues such as
wearing personal protective gear and before reopening, the company trained
managers on how to lead through adversity.

The COVID-19 pandemic has spurred innovation in the industry that likely will
outlast the era of social distancing. Marriott had quit cleaning rooms every day,
and send in robots to disinfect the spaces before housekeepers enter, let guests use
phone apps to check in and open their room doors without keys they have QR
codes instead of physical menus. These innovative ideas and their application are
quite costly and involve huge adaptation. The Covid-19 impacts Marriot with less
incomes and huge spending for innovation and adaptability.

Having been through the shock of a sudden shutdown, hospitality companies now
have a better idea of what type of workers are most needed and what can be
accomplished remotely. Marriott is not traditionally an industry to support work-
from-home arrangements it takes a while to be able to reorganize. That involves
writing new policies, such as requiring staff to keep their Skype links open, be
available during certain hours, and meet expectations on answering phone and e-
mail messages.
Marriot HRD is coping with all the impacts of Covid-19 and all that matters for
them is taking care of their employees.