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Human Resources in Hotels

A Valuable Means to Differentiate

From the Competition

Contemporary Concerns for HR

The role HR plays in Lodging Operations
of the Future
Consequences of Turnover
Complying with Employment Laws
Boosting Employee Productivity

HR at the Crossroads
Two likely scenarios for the HR function in
HR will evolve, adapt, and become more
important to lodging organizations.
HR in lodging organizations will be
outsourced using outside talent and

Alternative 1: HR as a Leader
Organizations must look beyond cost
containment to get value from the HR function.
Difficulty with organizational structures is that HR is
not viewed as a profit center.
Useful ways to look at HR as a profit center

Reduction in employee loss time

Reduction in sick days
Reduction in Recruiting costs
Etc. Can you think of other ways to reduce the costs of
managing employees?

HR as a Leader
Another way to look at the cost effect of
HR other than cost reduction is
Improved employee productivity
Returning guests through employee-guest
Can you think of other ways that employee
productivity can be measured?

Alternative 2: HR will Disappear

Positive side of this scenario:
Technology provides for a reduction of redundant functions
Employees processing HR information themselves
HR functions moving to a Central Location

Negative Side of this scenario

HR is the enemy causes operations extra work
HR is inefficient too many support staff that do not come in contact
with the guest
HR is out of touch they do not understand what it takes to take care
of the guest.

Current HR professionals in hotels must strive to reduce the negative

attributes often associated with the HR function and look for ways
to add value to the properties that make up the organization.

Traditional Roles of HR

Wages and benefit management
Employee performance appraisal

HR as an Organizational Leader
Key concerns that HR must consider to become an
organizational leader:

Employee motivation
Jobs as careers
Job fatigue
Changing role of supervisor
Employees in the decision making process
Sharing management with other organizational stakeholders
Consequences of technology on jobs and organization
Cross cultural attitudes
Social responsibility of employees and organization

Consequences of Turnover
Actual costs incurred by employee
Cost of recruiting new employees
Inefficiencies of new employees in training
Disruption of guest service and employee
Opportunities for diminished image, lost of
customer loyalty etc.

Consequences of Turnover
A fine line between tenure and
Organizations must constantly review policies
and practices to ensure that employees
productivity does not diminish as they reach
longer periods of tenure.
What are strategies that hotels can undertake to
reduce job fatigue and reduced productivity?

Calculating Turnover
TO % = Number of new hires /
Total number of employees
For example:
75 employees when fully staffed
60 new employees hired during the period
= 60/75 or 66.6 %

An Important way to enhance:

Positive effect on both mentor and protg

Stages of Mentoring

Initiation of the relationship

Cultivation of the relationship
Separation of the relationship
Redefinition of the relationship