Human resources in evolving hospitality organizations

1Human Resources in Evolving Hospitality OrganizationsChapter 122Learning ObjectivesIdentify factors that influence organizational change and discuss how HR professionals can address them.Discuss guidelines that are helpful in facilitating the efforts of staff members belonging to the various generations that make up today's workforce.3Learning ObjectivesIdentify key concerns that should be addressed as employee mentoring programs are planned and implemented.List procedures that are useful in the succession planning process.List the reasons HR managers develop and assist staff members with their career planning activities.4HR and Organizational ChangeHospitality organizations are dynamic; they cannot stay the same, because, if they do so, they essentially go backward.Organizational change is ongoing, and it must be effectively managed to the greatest extent possible.5HR and Organizational Change Organizational change: The process by which an organization moves away from what it is currently doing and toward some desirable future status.6HR and Organizational Change Causes and Types of ChangeLegislationCompetitionConsumer preferenceEconomyAdvancements in technologyGlobal issues7HR and Organizational Change Gradual change: Organizational change that is simple and narrowly focused on a specific department or management function, and that has an incremental impact on the hospitality organization. Examples of gradual change:Food trendsIndustry CompetitionAccurate data collection8HR and Organizational Change Dynamic change: Organizational change that is complex and broadly focused, and which impacts the entire hospitality organization as it creates a significant difference in its operation.Examples of dynamic change:New business modelBusiness expansionReorganization9Resistance to Organizational ChangeBrainstorm: A decision-making approach in which group members suggest alternative potential causes and/or solutions to problems for group consideration.10Resistance to Organizational ChangeReasons “good” employees may resist change:Concerns about the change or the change processUncertainty about one’s professional future11Resistance to Organizational Change Reasons “good” employees may resist change: (cont.)Conflict between departmentsThe organization itselfThe organization’s cultureUnfamiliarity with change details12Role of HR in Change ManagementTo help an organization confront and benefit from change, an HR manager must have:Business skillsPolitical skillsAnalytical skillsSystem skills People skills13Managing A Multigenerational WorkforceBaby boomers: People born between approximately 1946-1964.Generation X: People born between approximately 1965-1979.14Managing A Multigenerational WorkforceGeneration Y: People born between approximately 1980-2000. Also known as “Millennials.”Generation Z: People born after 2000.15Managing A Multigenerational Workforce16Mentoring Programs Mentoring: A formal or informal relationship in which an experienced staff member provides advice and counsel to a less-experienced staff member.17Mentoring ProgramsAdvantages of Mentoring Programs Junior staff can more quickly learn about the organization’s culture and how to act within it.Mentorees may have increased commitment to the organization because they are better assimilated into the corporate culture.18Mentoring ProgramsAdvantages of Mentoring Programs: (cont.) Rapid assimilationEnhanced commitment19Mentoring Programs Advantages for mentors Enhanced self-esteemIncreased knowledgeSeen as good citizensHelps to train successors20Mentoring Programs Possible roles of mentors TrainerCoachCounselorGuideRole modelAdvocate21Mentoring Programs Steps to Develop a Mentoring Program Step 1: Obtain support of top-level managers Step 2: Determine goals of the mentoring program Step 3: Appoint key planning staff 22Mentoring Programs Steps to Develop a Mentoring Program (cont.) Step 4: Plan mentoring program Step 5: Obtain approval of top-level managers Step 6: Roll-out program 23Mentoring Programs Steps to Develop a Mentoring Program (cont.) Step 7: Select and prepare mentors Step 8: Select mentorees Step 9: Match mentors with mentoreesStep 10: Monitor, support, and evaluate (improve) the program24Succession Planning ActivitiesWhen vacancies occur they must be filled.Succession planning is the process used by HR managers to help ensure that they will continue to have the key professional and other staff needed to support their planned growth and to replace key employees who leave their position or the organization. 25Succession Planning ActivitiesSteps in Succession Planning Step 1: Identify priority positions for succession planning Step 2: Update organizational planning tools Step 3: Determine the number of position incumbents needed 26Succession Planning ActivitiesSteps in Succession Planning (cont.) Step 4: Identify internal staff and/or recruit external staffStep 5: Plan professional development requirements27Succession Planning ActivitiesSteps in Succession Planning (cont.) Step 6: Develop plans for affected staffStep 7: Help staff plan career development programs28Career Development ProgramsCareer development program: A planning strategy in which one identifies career goals and then plans education and training activities designed to attain them.Also known as a professional development program.29Career Development ProgramsAdvantages of career development programs:Reducing absenteeism and turnoverAssisting with productivity increases 30Career Development ProgramsAdvantages of career development programs: (cont.)Emphasizing managers’ concerns about their staffPreparing for future challengesAddressing future labor needs 31Career Development ProgramsAdvantages of career development programs for those who undertake them:They allow staff members to learn and gain the experience necessary for promotional opportunities They help reinforce the employment decisions made by new staff