The contribution made by the HR function towards the achievement of Hilton's corporate objectives.

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Emily Mason

January 2004

The contribution made by the HR function towards the achievement of Hilton’s corporate objectives.

        

     CIPD PDS

Year 2 Assignment

People Resourcing Elective

Tutor: Graham Hoyle

 


 Contents

Contents        

1.0 Acknowledgements        

2.0 Terms of Reference        

3.0 Methodology        

4.0 Introduction        

5.0 Findings        

5.1 Resourcing        

5.1.1 Recruitment and Selection        

5.1.2 Manpower Planning        

5.1.3 Performance Management        

5.1.4 Release        

5.1.4.1 Redundancy        

5.1.4.2 Dismissal        

5.1.4.3 Voluntary Leavers        

5.1.4.4 Retirement        

5.2 HR at a Strategic Level        

5.3 Integration of HR Policy        

5.4 Added Value        

6.0 Recommendations        

7.0 Conclusion        

8.0 Bibliography        

8.1 Electronic Sources        

9.0 Appendices        

        Appendix 1        Sickness and Harassment Policy

        Appendix 2        HOD Presentation - November 2003

        Appendix 3        Hilton Redundancy Pack

        Appendix 4        Disciplinary Policy

        Appendix 5        HR Annual Performance Review

10.0 CPD Log        


1.0 Acknowledgements

I would like to thank the following people for their assistance with my research;

  1. Lizzy Robertson, Area Human Resources (HR) Director – Hilton Brighton Metropole
  1. Peter Hales, General Manager – Hilton Brighton Hotels
  2. Clare Price, Regional (Southern) Human Resources (HR) Director – Hilton Hotels


2.0 Terms of Reference

This report consists of the following parts:-

  1. It briefly considers the contribution being made by those activities within HR classified as ‘Resourcing’ activities. These are recruitment and selection, manpower planning and performance management. The report then specifically focuses on release, and provides well considered estimations of financial improvements, in order to support the findings and recommendations
  2. It then examines the degree to which HR is involved at a strategic level at Hilton and includes strategic recommendations
  3. The third part reviews the extent to which HR policies are integrated both vertically and horizontally within Hilton. Again, it will include strategic recommendations
  4. The final part examines the possible advantages and disadvantages of a ‘value added’ HR function. In addition, it considers the impact of this policy on employees, as well as Hilton as an organisation. Also, it will include a set of recommendations

To put the report in a business context, here is a précis of the Hilton business.

Hilton Hotels are just one part of a much larger organisation called Hilton Group Plc. The group’s largest division is the hotel division; the Ladbrokes Group acquired Hilton International in 1987 for £645 million in a move that at the time was reported the deal of the decade. Hilton Hotels are situated in key business areas, city centres and airport locations; they provide a high standard of accommodation and outstanding hospitality to their customers. The Hilton Brighton Metropole occupies a prime position on the town's seafront. This elegant Victorian hotel has 335 rooms and the largest conference/banqueting facility on the South Coast. 2004 sees the hotel undergoing a £1Million refurbishment.


3.0 Methodology

This report is based on the following:

  1. Information from interviews and questionnaires with senior management at Hilton
  2. The consultation of existing documents
  3. Analysis of current systems against best practice
  4. A review of additional sources such as the internet and libraries


4.0 Introduction

Hilton’s HR Mission Statement is ‘provide an environment where talent is highly valued, actively sought out and encouraged to develop’.

This is an ideal shared by Michael Armstrong, author of A Handbook of Human Resource Management, who states that “the role of the HR function is to enable the organisation to achieve its objectives by taking initiatives and providing guidance and support on all matters relating to its employees.” Armstrong explains that “the basic aim is to ensure that management deals effectively with everything concerning the employment and development of people and the relationships that exist between management and the workforce.”

This report will evaluate the current contribution being made by the HR department at the Hilton Brighton Metropole with specific reference to the area of resourcing. It will ask the important questions “How do we add value?” and “How strategic is HR?” together with providing an assessment of how well we live the Hilton mission statement.

The first part of this report will examine resourcing in particular, paying specific attention to the area of release.

5.0 Findings

For the purpose of this report the research focuses specifically on the areas of Recruitment and Selection, Manpower Planning, Performance Management and Release.

5.1 Resourcing

Michael Armstrong defines Employee Resourcing as “ensuring that the organisation: (a) obtains and retains the human capital it needs, and (b) employs this capital productively. It is also about those aspects of employment practice that are concerned with welcoming people to the organisation and, if there is no alternative, releasing them.”

This report will now look at how well Hilton attracts new employees into the business, manages their performance, how it releases them and where improvements could be made.

5.1.1 Recruitment and Selection

An ideal scenario for Recruitment and Selection would be an efficient organisation and fair recruitment practices yielding sufficient numbers of suitable candidates, enabling them to select a sufficient number of high-calibre employees.

The current process is outlined below as two divisions – where contribution is and is not adequate.

Where a Contribution is Being Made

  • Detailed screening and monitoring of applicants in a timely fashion
  • HR carries out all first interviews. This ensures that Heads of Departments (HOD’s) are seeing quality applicants and no one starts who HR wouldn’t have recruited
  • There is a good relationship with the Brighton Job Centre
  • Good internal advertising
  • Good at promoting and filing roles internally but the process is poor (see ‘Where Contribution is Lacking’)
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Where Contribution Is Lacking

  • There are no job description tools
  • There are no templates in use to document work trials properly
  • No scoring criteria to demonstrate an individual’s level of success
  • More use should be made of international links
  • The current international transfer system has no real value
  • Hilton does not proactively encourage societal diversity. There are no links to other sources such as the prison service and homeless back-to-work schemes
  • Internal recruitment process is poor as it is unstructured, untimely and there lacks a clear assessment process. Colleagues are often ‘cherry-picked’. If a colleague is successful development ...

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