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At effective. 3.4 Evaluating the effectiveness of

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            At Mercure, the managerial team
proceed to an analysis of turnover and absenteeism percentages comparing the
results to last year result. Every year the general manager assess each
employee during the mandatory annual evaluation interview. This is an
opportunity for the employee to check his results, work and his objectives
according to the company’s objectives. But this is also an opportunity for the
manager to evaluate the effectiveness of the HR policies with a direct opinion
from the employees. Moreover the Mercure Opéra Garnier has the chance to be
part of a chain and can compare his HR strategy to the other hotels in the
group.

A
constant communication is essential to know about issues in real time and be
able to solve them as quick as possible. Indeed, a company’s goal is to resolve
immediately any complexities that may appear in its team (Cooper, Andersen and
Zhu, 2007).

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            Evaluate the effectiveness of HR
policies means analyze if the HR processes meet with the organization needs and
legal requirements. There are two methods to evaluate this effectiveness:
quantitative evaluation and qualitative evaluation (RMIT University, 2003).
Quantitative evaluation requires quantifiable data such as turnover,
absenteeism, remuneration or even skills testing. A qualitative evaluation can
take the form of focus group (an analysis of attitude and behavior of a group)
or performance appraisal. The effectiveness of HR policies can also be evaluate
through benchmarking. Indeed, companies can compare themselves to competing
businesses to see if their HR policies are effective.

 

3.4 Evaluating the effectiveness of HR
policies and processes and recommending improvements

            At the Mercure Opéra Garnier,
managers have implemented some practices to improve employees’ satisfaction and
motivation to increase performance. Increase of salaries are difficult because
of the brand standards but the company compensates with opportunities for
training, promotions and bonus according to profit. They also try to be
flexible and understanding when it comes to the setting up of schedules.

            Business
performance is highly linked to the workforce motivation and satisfaction.
Indeed, happier employees will deliver a better service to the guest, be more
productive and therefore increase the business results. Motivation, enhancing
and empowering practices tend to help decrease the staff turnover in the
organization (CAHRS, 2011). What some companies such as the Mercure Opéra
Garnier call “Talent Management” helps increase the employees’ satisfaction
about their job by giving them objectives and responsibilities and therefore
improve their performance. To make sure that HR policies and processes will be
effective, the company needs to identify ahead the number of employees needed,
the experience, skills and attitude required in the applicants’ profiles. The
recruitment of suitable candidates can then be more effective (Mangusho,
Murei and Nelima, 2015).

 

3.3 Deploying human resources in order to
optimize business performance, individual staff and satisfaction and retention

At
the Mercure Opéra Garnier, the hotel is located in a very competitive area so
the main strategy is to stand out from this competition. They focus on the
quality of service, innovation with the construction of a spa and the removal
of the reception. Therefore they are also looking for employees who are not
afraid of changes. Regarding the recruitment, most processes are implemented by
AccorHotels. The hotel use both internal and external sources. To find
candidates, they use social media, database of previous applicants, recruitment
agencies or even directly on universities campus.

HR
processes are implemented to help the business achieve goals and objectives by
selecting, developing and retaining skilled employees. Therefore HR processes
are about recruitment, training or career management. HR processes such as
recruitment and career development are essential in supporting strategies
established by the organization (Ministère
de la fonction publique et de la réforme administrative, 2005). If we take for
example the recruitment process, every candidate have to follow the process
implemented by the HR department. Recruitment sources can be external or
internal. In the hospitality industry, companies tend to use internal
recruitment within the hotel using promotions or within other hotels which are
part of the same chain or ownership (Cheng and Brown, 1998).

 

3.2 Managing HR processes in accordance with
organizational policy

            At the Mercure, the main strategy is
to grow. The hotel is currently building a spa and developing its room service
department. Thus, managers have implemented a policy of recruitment to have a
sound number of skilled employees to deal with those departments. The HR
strategy of the hotel is also based on retention of staff to reduce turnover.
Therefore the manager regularly organizes cross training and team building
activities to create a positive social climate in the company.

When
developing a HR strategy, managers should keep in mind that it needs to be
aligned with the business strategy (growth of the company, development of a
competitive advantage…) and should fit the organizational culture. This is a
very important factor in the development stage but could be essential when it
comes to the implementation phase (Armstrong, 2006). Strategies tend to be
abstract but they need to be translated into clear policies with objectives
understood by every staff members. The HR strategy should help maintain the
right number of employees with required skills according to the needs of the
company. For example, a company which has a strategy to grow will begin a
process of massive recruitment.

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