The Arlington Human Resource Management Strategy
Arlington Group Of Hotels
Objective of Human Resource Planning in Arlington
– 1. Forecast future demand :Combined approach by systematic technique and managerial approach for coming five years
– 2.Forecasting future internal supply: Identify staff in various hotel, various department,
grade by grade, predicting staff turnover in individual hotel
– 3. Forecasting future external supply: Filling the GAP using external labour market taking consideration of macro factor, develop work force
– 4. Formulating responses to the forecasts
– 5.Developing future strategy to be competitive
Segmentation of Arlington Hotel
Rooms in three location
400
300
220
0
50
100
150
200
250
300
350
400
450
Heathrow Birmingham welsh
The Ariel westberry welsh Hotels
Room
0
20
40
60
80
100
120
Cardiff Methyr Tydfil Cardiff airport Swansea
Diplomat Castle International Grand
Series1
Rooms in welsh
Internal & External Labour Market
0
20
40
60
80
100
120
140
160
180
200
No of Employee
The Ariel
Westbury conference
Diplomat
Castle
International
Grand
Internal Labour Market : In this hotel internal market include all the staff of the hotel.
Like: hotel manager, chefs, receptionist, waiter etc of all six hotels.
Internal & External Labour Market (contd.)
External labour market: International: Globalisation and Arlington National: UK labour market Regional: Area based market (London) Local: Specifically or local market (Wales) Internet: Easily persue job advertisement
globally online (www.arlingtonhotel.co.uk)
Current Labour Market by ‘PESTLE’ factors
Arlington hotels
Political
Economical
SocialTechnological
Legal
Environmental
Political factors on Arlington
New immigration policy
General election in future-new govt.
. International & transnational
labour policy
Definitely will reach external labour market by injecting international labour, but hotel will be more focused in internal supply.
Change in govt. will not affect in Arlington (almost same policy in the govt.).
Keen to maximize the local labour market with this policy
Economical Factors on Arlington
Economical downturn- share price falling down
Rising energy& commodity price
Major project-lot of investment in future
High unemployment rate
Source: government office, south london
Will not badly affect due to high growth rate in hospitality industry but no new investment now in the hotel.
Must look low operational cost in departments.
Increase in future demand, special plan for Heathrow and Birmingham hotel in 2012 Olympic/ cross rail
Keep balance of internal & external supply
Social factors on Arlington
Population is ageing Higher women participation
in work force Increasing population Shortage of graduate in
future Dynamic population Employee behaviour is
changing –knowledge economy
Internal labour market will change with internal supply
New policy to attract women and older people
More focus on training & development
International work culture Strong organisation culture
Technological factors on Arlington hotel
More dependent on internet Express check in & check
out Better computer
management system New instrument in operation
Give stress on recruitment through internet
Introduce in Welsh hotels Efficient database for the
group May decrease labour cost
Legal & Environmental factors on Arlington
New minimum wage New discrimination policy Trade union New waste disposal
authority in Wales Stringent environmental
policy
Proper manpower planning Train departmental head in
legal framework Upcoming environment
friendly policy & create awareness
Ageing More pensioners than under-16's for first time ever
Unemployment rate rose to 5.8% in uk
Trends and future in Labour Market
Closing national gap difficult: london has high number of students ,dynamic population
High turn over rate in london Budget hotel segment is
growing
Job market greatest growth at higher level skills-50% of jobs by 2020.
Significant new job opportunity with major project such as 2012 Olympic &cross rail
The growth are anticipated in hospitality sector
Skill shortage in professional occupation
Labour market population is growing by about half a million
Source :office for national statistics
Labour Market Strategy for Arlington
More focused on skill development internally, advancement prospect with sound training programme & recruit fresher direct from institute (Apprentice programe)
Recruit older people - employment package with more non-financial benefit
Employability support and progression routes, create more part time, job-sharing, casual employment opportunity. redepoly job and staff internally
Flexible working hours, better maternity policy, strong control in sex discrimination
Recruitment mostly on internet saving energy, manpower and environment
Consider staff as internal staff and more stressed on employee development improving positive work culture which will boost employee morale
Better collaboration with- local regional and national
Skill shortage
population is ageing
Unemployment
Women work force
Technological advancement
Turn over Others
StrategiesFactors
Labour Market Strategy in Arlington
Factors Strategies Increase terror of terrorism
Pleasant presentability
Branding Growth in budget hotel
More strong security policyOutsource the security department in the hotel, create awareness In Heathrow &Birmingham hotel ,there will be separate ‘grooming room’ for the staff.Improve image to attract more and better recruits by sponsoring public welfareReduce the level of service of four hotels in Welsh, gradually it can convert to budget hotel
Objective of Arlington: o Attracting and recruiting key staff to the organisationo Enabling the achievements of the strategic goal of the hotelo Meeting the future skill requirement
Process & planning based on-o Identify the manpowero Recruitment: internal(60%) & external(40%) o Retentiono Turn over
o The changing socio-economic and demographic profile of rural areas (welsh hotel)
o Hard-to-fill vacancies due to skill shortageo Shortage of key staffo Attracting high value added job in London compare to Wales o Ambitious younger peopleo Most of the ‘pestle’ forces affects in formulating strategy
Factors affecting resource strategy
19%
39%9%
22%
11%
Numbers of employeesleaving for the year
Average numbers ofemployees employed inthe year.
Numbers of employeesmore than 1 year service
Labour turnover of eachdepartment
Labour stability
Identify the manpower of Arlington
Recruitment in Arlington
Internal recruitment (hiring from within):
o Improving employee moraleo Reducing training and hiring
costo Opening internal career
ladder to employee keeping best employee Hiring
from Within
Job Posting
Succession Planning
(HRIS)
Rehiring Former
Employees
Recruitment in Arlington
External recruitment (from external labour market):o Mainly focus on e- recruiting (on line)- specially entry level
positiono Advertising to mediao Employment agencieso Outsourcing few job like flower arrangements in house keepingo Apprentice programme : fresher from school or colleges
Labour turn over in Arlington
Cause of labour turn over/ current rates in Arlington: Wage and salary rates falling, declining quality of supervision
& departmental manager, unfair work distribution, personal disposition
Methodology adopted to combat: competitive salary with friendly work culture ,flexible working hours ,exit interview, better recruitment process for quality staff
0
10
20
30
40
50
60
70
Kitchen Food andBeverage
Front office HouseKeeping
Labour turnover of eachdepartment
Labour stability
Retaining strategy in Arlington
Proper induction training program More provision of job satisfaction Better performance management system Growing opportunities for each and every employee Provide job security & flexible working hours Better working environment in accordance with employee
development in terms of Create psychological bond between employee and hotel
Proposed employment package for the GM in Arlington
Rooms in three location
400
300
220
0
50
100
150
200
250
300
350
400
450
Heathrow Birmingham welsh
The Ariel westberry welsh Hotels
Room
• Clustering- GM into three location
• One in Heathrow• Second in Birmingham• Third in welsh -maintaining
all four property
Employment package for GM in Arlington
Financial benefit Non-financial benefitCompetitive salary based on efficiency wage theoryIncentive driven package: profit level with high salarySpecial reward in special achievements like family holiday package for best hotel in london.Various defined contribution plan-money purchase, profit share etc
Sponsoring for higher education/ membership for association Complete family care :accommodation, car, children education, insurance, medical care for family membersAll hotel facility in freeSocial insurance (legally required), medical insurance
Employment package for GM in Arlington
GM at Heathrow
All above plus 7 days holiday package if target budget exceeds
GM at Birmingham
All above plus free air ticket to Caribbean island with family if target achieved
GM at Wales All above plus free Europe tour for 5 days
Legal framework in Arlington
Equality &diversity Grievances Parental leave Minimum wages Discrimination Employment equity
Legal framework in Arlington
Legal factor Action plan
New discrimination law
Post employment discrimination
Harassment Financial Accounting Standard(1993)
Proper record keeping, transparent decision making,More control in part time workers, sexual orientation ,age, religion etc.References should be more accurate and proper.More strict on email culture, no bullying etc.Monitoring future benefits obligation (on accrual basis)
Act with special care in Arlington
Data Protection Act 1998 Discrimination: sexual &religions employment
equality act(2003),age discrimination 2006, The Asylum and Immigration Act 1996 Criminal Convictions
Future legal challenge to Arlington
There will be fine up to 10000 GBP for an illegal worker
New documents formulated for ‘proof of right to work’ New flexible working hours law in 2009-right to
request for flexible who has children up to 16 years Five tier point based system immigration policy-will
force to hire from EAA region
Strategic Implications & Issues in Arlington
Obey the law Ensure all policies and rules account for
legal aspects Follow employment equity requirements Be a good corporate citizen Training Sexual harassment and unjust dismissal