Selection System Quality
Before we start looking for people to hire, it's best to
start by defining the need. To do this, we perform Job
Analysis, which in turn would give us three components?
- Evaluation of the organizational needs that justify
filling the position
- Defining of the position's specific functions, duties, and
responsibilities
- Defining of the characteristics a person would need to be
successful in the position
Tools like Behavior-Based Interviews, Ability Tests, and
Motivational Fit inventories go a long way in ensuring
fusion between organizational objectives and personal goals.
CHA International has developed an internet-based assessment
tool called 20 20 Skills? that evaluates new hires and
provides a base for identifying peak performers by assessing
performance characteristics and cultural compatibility.
A number of hotels have evolved their own, often very
effective, methods for assessing prospective new recruits. A
good example is that of the Hilton Garden Inns, that maps
its best employees? most desirable qualities. Employees
rated as top performers were given a written test designed
to assess their aptitudes and preferences. The answers were
used to produce a snapshot of the model employee.
Prospective new hires have been given were being given
similar tests and evaluated according to how close they come
to the model. The process has succeeded in pointing managers
to service-oriented recruits.
Innovative Management and Invigorating HR Strategies
Innovative management has resulted in major organizational
and individual improvements in other industries by
recognizing that potential employees are as interested in
intangibles such as fairness, equity, well being and caring,
as they are in competitive salaries, retirement plans,
training, and recognition programs. In addition to
traditional programs such as a 401(k) plan with company
match, competitive wages and benefits, service recognition
programs, property incentive plans and referral bonuses,
management needs to offer employees a package of
?non-traditional benefits? based on the traditional values
of sharing and growth. There is a clear need for consistent
and aligned human resource practices, programs and policies
to help achieve the hotel's strategic objectives. While many
in the hospitality industry maintain that people are the key
to customer satisfaction and competitive advantage, often
human resource practices in hotels diminish the
effectiveness of getting the most out of their people.
It is important to mention the efforts made by New Castle
Hotels, a Shelton, CT-based hotel ownership and management
company. The company's Open Door Policy enables, and
encourages, its employees to call the Corporate
Communication Hotline and voice their concerns. A neutral
third party at the corporate level then addresses the issues
raised. Another successful program has been Peer Review,
which allows employees, still dissatisfied after going
through normal dispute resolution channels, to take their
concerns before a board of their peers. The employee Dispute
Resolution board is made up of line-level and managerial
staff. Its decisions are final and binding, superseding even
the decision of a property's general manager.
Leadership Quality
Leadership should be such that it creates and mentors
harmonious workplace relationships, ensuring that there is
no lack - of trust, of communication, of relevant and timely
feedback, of appreciation, of fair treatment and of
information. We need leaders who are capable of ?performance
management?- creating a system of setting attainable goals,
providing feedback and mentoring, reviewing progress and
creating developmental plans and competitive compensation
structure. Above all we need to curb manager turnover
itself, because if it is frequent that indicates that solid
teams cannot be properly trained and maintained.
Perhaps a good way to close this article is by sharing what
my Organizational Development professor once casually
remarked "Look after your employees well and they will look
after everything very well!".