Unit 18 HRM for Service industries Assignment Hospitality

Introduction

In this unit 18 HRM for service industries assignment hospitality discussion is made to understand the role and purposes of Human resource management in context of hospitality industry followed with understanding the supply and demand effect on human resource planning. Even the impact of factors like government, legislation, technological development, economy, demographic changes etc have been discussed briefly. The current state of employment relation in hospitality industry is assessed further by understanding the role of unionisation on labour markets. Finally a job description is prepared for Executive Chef and comparison of selection methods for this post is made with hotel supervisor in final task.

Task 1

A.Analyse the role and purpose of human resource management in the hospitality industry with reference to the scenario above. (AC1.1)

Human resource management is an essential practise and conceptualised theory for all organizations including hospitality industry as it is focused for employee development and subsequent growth of business management through their effective management. The fundamental role of HRM is maintaining employee relationship through their development and welfare. (Nieves and Quintana, 2016) Example, Only Chefs is recruitment service agency in hospitality industry focussed to provide a platform where both employers and chefs can directly meet and monitor their employment requirements. They provide prospective chefs with matching employer requirements who search their profile and contact them directly. The role and purpose of HRM at Only Chefs can be identified as:

• Recruitment & Development of resources: at Only Chefs competent staffs are recruited who are passionate to work in versatile hospitality industry. An extensive process is followed while selecting them to ensure that only best talent is hired which is then followed by training for development of their skills as per company needs. These finest trained employees are then assigned various roles with proper tasks to meet business and client objectives of Only Chefs.
• Training: training is crucial role of HRM where employees of Only Chefs are trained with specialised objectives to enhance their existing skills further in their field of working. Example, as Only Chefs work to offer recruitment service to specific customer hence staffs are trained to understand and identify specialised need of different client. Also training is given on technology use so that staff can efficiently match client and employer requirement with this tool. A comprehensive training manual and support desk is maintained where staffs are trained and assisted with required knowledge and learning.
• Compensation and benefit: at Only Chefs compensation structure is set as per industry standard and after evaluation of competent labour market. This helps to design benefits and pays at rates that are attractive which includes insurance, health cover, incentives etc. Also to maintain employee engagement collective benefits like promotion, job rotation etc are routinely designed as per demand.
• Employee relation: HRM function at Only Chefs works to maintain and build strong employee relations through proper delegation of roles and responsibilities, support, motivation, training and conflict management. Also employees are encouraged to engage themselves in discussion and participation to improve and innovate solutions for business and client needs. All these helps to implement contributed efforts, positive behaviour and high employee-employer relationships. (Nieves and Quintana, 2016)
• Health and Safety: the HRM function of Only Chefs also work towards offering employee safety and health practices mainly occupational safety as per law. They provide hazard free working environment to employees and also cover benefits such as Employee Mediclaim etc.

B.Justify a human resources plan based on an analysis of supply and demand and discuss impacts of factors such as government legislation, economic trends, demographic changes and technological developments for a selected business in the hospitality industry (A 1.2).

Human resource planning within an organization means planning of acquiring, development and retention of human resource to competitively meet business objectives and sustain in versatile environment. This is based on supply and demand of labour and influenced by factors like government, legislation, economic trends, demographic changes and technological development.
During analysis of demand forecast of organizational objectives, competitive stability and capacity of human resources is determined in number and kinds. This helps to estimate nature, source and size of supply to meet the projected demands. Also estimation of budget, turnover, retirement, termination or transfer, technological development and quality is made during this process. (Stahl, Björkman, Farndale, Morris, Paauwe, Stiles, Trevor and Wright, 2012) Whereas during analysis of supply, the internal capacity of resources are analysed first for development of skill gap then external sources are evaluated for capacity expansion. Internally resources are provided with job rotation, training etc to develop competency and meet demands while externally demographic and geographic trend of labour market, government, legislative and economic impact is evaluated to meet demands.

Example, Only Chefs emerged as there was growing need to match specific needs of employees such as chefs with needs of employer directly by keeping the profile of chefs on centre stage for promotion and increased visibility. With technological development though the process of recruitment developed speed and convenience due to internet but the process rather remained unchanged i.e. still adverts were posted by employers and candidates applied to them. Only Chefs work as a platform where demand of employees is fulfilled by simple process of hunting that directly provide platform to discuss job opportunities with prospects without any kind of hassle of recruitment agency or job boards. It also helps to meet the demographic changes where qualified professional are in high demand as against their supplies. Only Chefs make this match and meet process simple and efficient with their human resource planning that identifies resources and makes proper plans to meet objectives.

In order to achieve their objectives Only Chefs have recruited resources who are competent in hospitality services as they are highly experienced professionals. Also they are provided training so that they can satisfy delivering high degree professional services to clients and meet quality perspective of Only Chefs. All staffs are briefed with specific needs of clients and discussions are made to plan strategies or solution to achieve them so that desired needs are met to satisfy client demands. (Stahl, Björkman, Farndale, Morris, Paauwe, Stiles, Trevor and Wright, 2012)  Further they provide flexible working practices, standardised payment and benefit structure to staff as per government, legislation and economic trends to maintain fair employment and best practices. These help to retain competent resources and regulate absenteeism or employee turnover concerns of human resource planning.

C.Assess the current state of employment relations in the hospitality industry. Consider the role of unionisation, for example, collective bargaining, negotiation, consultation, employee participation, involvement and conflict management, grievance procedures and disciplinary procedures in the current labour market. (AC 2.1)

Employment relationship in United Kingdom is governed by democracy which defines the reciprocal obligation of employers for the contributed services of their employees in exchange of compensation and benefits. The primary objective of employment relationship is exchange of economies between capital and labour where management or employer is termed capital and employees or workers are termed labour. Economic exchange means price set for certain service or work under specified conditions during term of employment. Employment relationship strengthens social security and labour rights of employees in hospitality industry which is highly labour intrinsic and customer oriented. (Kim and Lee, 2013) These relationships are governed by employment laws and Employment Relation ACT 1999. Employees in all industries across UK including hospitality are protected with right to privacy in terms of their personal and professional information, equality at work, access to anti-discrimination right etc whereas under Employment relation ACT 1999 employees are provided security of collective bargaining, negotiation, consultation, unfair dismissal, employee participation, conflict management etc along with security of employment laws.

The present hospitality industry is influenced by role of unionisation. Example, trade unions are bodies that impact employee relationship as they are representative of employees that negotiate with employer or management on basic pay, working condition, promotion, job security, health and safety rights etc. They also act as mediator where information’s related to employee welfare like insurance, pension etc are protected and circulated. Moreover they work as pressure groups thus influencing on government and employer for minimum wage, improved policies and higher work-life balance to increase employee productiveness. (Amin and Akbar, 2013)

Also to improve employee relationships collective bargaining and negotiations are made as individual employee have less power to negotiate with employer. Hence, various reforms like salary hikes, flexibility of working hours and type of employment have been collectively bargained from labour due to changes in behaviour and demands.  Example in hospitality industry there is rise in temporary or contractual employment in addition to permanent employment during seasonal work timing. Also this industry is characterised with more female employees over male employee, less number of weekly working hours, flexible work timing or shifts which have been considered due to employment relationship and associated labour change.

It is also due to employment relationship that various changes have been brought for employee welfare to secure job interests and protect from discretionary practices to secure their dignity at work. Example, National Labour Relation ACT has been brought to monitor biased practices of employer and prevent exploitation of labour. The influence of these ACT’s has resulted into fair practise and adherence to employee laws to improve employment relationship. These have also pushed governance to protect laws and regulations, established grievance and disciplinary procedure to execute better regulation of employee welfare policies. (Amin and Akbar, 2013)

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D.Discuss how employment law affects the management of human resources for restaurants in the hospitality industry. Consider relating to latest employment Acts and think about elements such as Pay, retirement, maternity and paternity rights, redundancies, terminations (AC 2.2).

The human resources management across all industries including hospitality industry such as restaurant are protected by employment laws that are governed by federal and state judicial system, employment tribunals etc. These authorities govern elements related to recruitment, compensation, retirement benefits, training & development, maternity or paternity benefits, redundancies and termination through various laws:

• Equality ACT 2010: this legislation secures employees against discrimination based on gender, age, sexual orientation, disability, national origin, colour or religion. Example, it protects employees against discriminatory pay for similar job based on gender or biasness of opportunity due to glass ceiling subjected to female employees. Also, this ACT secures unfair discrimination at work especially in hospitality where female employees are forced to wear heels or short dresses. Moreover, age based discrimination is also prohibited such as lack of promotion opportunity to employees nearing retirement or lack of employment opportunity for disabled, transgender etc or unfair treatment to gays, lesbians etc due to sexual orientation. (Bagley, 2013)
• Rehabilitation of Offender ACT 1974: this legislation protects employment and dignity rights of individuals who have served criminal charges in past. It states that employers cannot deny them after their offense period has expired.
• Occupational Health and Safety ACT 1970: this legislation ensures that employees are provided safe and hazard free working environment and conditions and employers take charge of their health security. Example, in restaurants it is duty of employer to provide all safe and hygienic equipments at work including safety measures in case of emergencies, fire breakouts etc. It is also duty of employer to regularly check machines and equipments to prevent accident at work due to fault machinery. Measures like manual handling operation regulation, personal protective equipments at work regulation etc are provided in restaurants.
• Family and Medical Leave ACT 1993: this legislation secures employees by providing compulsory medical cover to employees for period of 12 weeks during 12 months period due to family or self medical needs. The employer is obliged by law to provide group health benefits when employee is not in state of working and provide unpaid job protection.
• Employment Right ACT 1996: this legislation protects employees wage and compensation, overtime provisions, prohibits child labour etc. Example, all catering staff in restaurants across UK is protected to receive minimum wages generally in addition to earning from services. Also child labour in restaurants is strictly prohibited. (Bagley, 2013)
• Maternal and Paternal Leave Regulation 1999:  this legislation entitles employees to get maximum 52 weeks paid maternity leave and 90% statutory pay of one’s average weekly earnings for a period of 6 weeks after which the rate 128.73 pounds/week for remaining period. Also male employee can get 1 or 2 weeks paid paternity leave in case their partners are expecting baby, adopting child or having surrogacy arrangement whatever the case may be.

E.Discuss a job description and person specification for an executive chef in the hospitality industry (AC 3.1).

Job description is statement that defines purpose, scope, duties and roles related to vacant position within an organization. Whereas person specification describes skills, experiences and specific qualities that are expected from applicants in order to fulfil the job responsibilities. Both of them help to attract prospective employees by matching talents with selection requirements. The purpose of these is to attract right fit into job by describing accountability and fitness in organization’s structure. It even helps HR managers determine pay, grade and job level according to vacancies raised.

Job description and person specification for Executive Chef in restaurants
Job Title: Executive Chef
Department: Food & Beverage
Report to: Food & Beverage Service Director
Responsibilities: the Executive Chef will supervise kitchen personnel, recruit, train and manage kitchen staff and supervise their culinary activities. He/she will also food requirements, food/labour cost, consumption and purchase requisites, plan and direct food preparation and culinary activities, modify menus or add new recipes to ensure standardised quality, ensure equipment purchase and maintenance, ensure nutrition, safety and sanitation standards and establish presentation styles of prepared food. Additionally, executive chef may oversee special catering occasions and provide instruction or demonstration as required. He/she will also maintain positive and cooperative environment with co-workers and customers.
Special Requirement: the Executive Chef should be able to manage diverse environment with focus on client and customer service.
Experience: Should have proven experience as Head Chef in 3-star restaurant, experience in food control and labour cost, menu planning and pricing development.
Education: should have Bachelors degree in Culinary Science or more than 8 years experience in culinary management.
Core competencies: Leadership, Management, Planning

F.Compare the selection process from the job you have selected above to a hotel supervisor in the hospitality industry (AC 3.2).

The selection process for Executive Chefs and Hotel Supervisor in Taj Hotels, UK includes different methods depending on post and nature of job. Example, the process of selection for Executive Chefs has:

• Filling Application Forms: in this first step, application and CV is attached for posted vacancy where candidates fill their general information such as qualification, experience, additional skills, background etc. These are used for preliminary short listing of applicants by matching their talent with requirement of post. Once this is done, screened candidates are called for next round of selection process.
• One-to-One Interview: the qualified candidates are then called for interview with General Manager (F&B) where various unstructured questions are asked to understand eligibility and potential of applicants. After this a list of capable candidates is prepared who are then called for second level interview with Director (Food Production). In this structured interview is made where question on technical information and knowledge, behaviour based etc are asked to test personality, aptitude, temperament and logical presentation. Also situations are given to candidates and they are asked how they would deal with them to test their stress and performance levels.
• Evaluation: the capability of qualified candidate is evaluated and reviewed in group discussion between managers and head of department and then a final decision is made for selection. The final candidate is then offered letter of employment and further agreements are signed.

Whereas, the selection process of Hotel Supervisor is somewhat different in methods included which is:

• Call for CV: in this step the CV’s of potential applicants are called for online submission which are then reviewed and screened to draw list of shortlisted candidates who would be called for next round of selection. The non matching applications are reserved in database for future review.
• Pre-Placement Presentation: the qualified candidates are given a brief presentation by interview panel on background of company, its values and mission etc followed by briefing of job profile and scope of opportunities included.
• Group Discussion: the candidates are then called for group discussion where a topic is given and their opinions are evaluated by moderators.
• Personal Interview: the screened candidates are then called for interview with HR manager where their knowledge, behaviour and personality are tested.
• Final Interview: the qualified candidate from previous rounds is called for final interview with Head of Department in this round where negotiations of compensation, contracts etc are discussed and also queries related to job are responded.
• Letter of offer: after all discussions are done and terms agreed upon the letter of offer is provided formally to candidate which ends the selection process.

Conclusion

Thus it can be concluded that a proper human resource planning is essential element to attract, acquire and retain competent resources within an organization specifically in hospitality services as it is labour intrinsic industry. Moreover, strong HR planning and management helps to deal with versatile environment of hospitality by making the employees willing to accept changes through building a sustainable employment relationship which is long term bonding and mutual obligation between employer and employee. Further good HR planning also helps to design a competent job profile for organization to attract right match of talent and then structured method of selection is applied to recruit skilled resources. Hence HRM is a significant aspect and function of organization which directs its success and sustainability.

References

Amin, Z. and Akbar, K.P., 2013. Analysis of psychological well-being and turnover intentions of hotel employees: An empirical study. International Journal of Innovation and Applied Studies, 3(3), pp.662-671.
Bagley, C.E., 2013. Winning legally: How to use the law to create value, marshal resources, and manage risk. Harvard Business Press.
Kim, T.T. and Lee, G., 2013. Hospitality employee knowledge-sharing behaviors in the relationship between goal orientations and service innovative behavior. International Journal of Hospitality Management, 34, pp.324-337.
Nieves, J. and Quintana, A., 2016. Human resource practices and innovation in the hotel industry: The mediating role of human capital. Tourism and Hospitality Research, p.1467358415624137.
Stahl, G., Björkman, I., Farndale, E., Morris, S.S., Paauwe, J., Stiles, P., Trevor, J. and Wright, P., 2012. Six principles of effective global talent management. Sloan Management Review, 53(2), pp.25-42.