MANAGEMENT

Resourcing & Talent Management

Resourcing & Talent Management

Introduction

The first half of the essay is aimed at addressing the recruitment strategies followed by the organization in the given case. It focuses on the recruitment system followed and tactics used by the Hilton Hotel to retain employees in the organization. An effort has been made to identify the alternative approaches that could be adopted by the hotel to engage in an effective recruitment system to capture the best talent available in the market.

PART A (Case Study Analysis)

In an organization, need to recruit is being driven by the failure or success of the other parts of the organization. If a business is successfully moving ahead in the respective market and it is determined to grow then without any doubt, recruitment would be the prime driver of the desired growth. The capacity of a company to hire the right skills at the right time in the right place and at the right package may determine its capacity to keep up with its growth curve (Brown, 2011, p. 5).

The selection process of an organization is of vital importance to the effective human capital of an organization and perhaps the identification of the right person for the job from the pool of applicants is the critical part of the process of selection (Roberts, 1997, p. 3). The decision of selecting the right candidate for the post should be made an objective process and the organization must incorporate the awareness programs of the personal attitude so that the impact of such factors can be minimized on the process of decision making. A planned, objective and continuously reviewed procedure of recruiting can help the management to add reliability to the decision of the final selection (Compton & Nankervis, 2010, p. 1).

The recruitment and selection have become an integral part of the human resource management and the planning process of an organization (Cooper et. al., 2003, p. 2). The modern HR practices are involved with the two key concepts that treat the human resource as the asset or the human capital of an organization, and it focuses on the long run, integrative and accountable strategic process to be undertaken by the human resource management (Compton & Nankervis, 2010, p. 1).

Synopsis of the Hilton Hotel Case Study

This case provides information about the human resources objectives and practices of the Hilton Beijing that is aimed at the deployment of the local workforce which is evident from the strength of the Chinese nationals in the workforce whereas the senior or the middle management layer is filled with only thirteen foreign employees. The company has succeeded to build a positive public image by emphasizing on the development and commitment to the human resource in the city. The employees are satisfied which is evident from the survey reports and statistics that show that the company has an employee turnover of around 7%, which is less, in comparison to other hotels in the city (www.cipd.co.uk).

The hotel has its own internal training system and the recruitment scheme that ...