Talent Management: A Case-Study Investigation in Hospitality Operations
Talent Management: A Case-Study Investigation in Hospitality Operations
Talent Management: A Case-Study Investigation in Hospitality Operations
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Faculty of Tourism & Hotels
Alexandria University, Egypt.
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Talent Management: A Case-study Investigation in Hospitality Operations
Abstract
The study of Human Resource Development (HRD) indicates that views on what
constitutes HRD vary considerably. Traditionally, various terms were used such as
training, development and education. The most contemporary terms are Human
Resource Development (HRD) and Human Capital Development (HCD). According
to Mondy and Martocchio (2015), human resource development is: “planned and
continuous process of helping employees to become better at their tasks, knowledge
and experiences through training, education and development programs".
Career development programs have evolved during the last two decades due to
changes in the workforce needs and characteristics (work-life balance, diversity, and
focus on equality), advances in management theory (employee motivation), changes
in managerial styles and the increasing complexity of technology. These
contemporary trends have fostered the growth of career development programs
(Patton & McMahon, 2014).
Moreover, Stroh and Reilly (1997) asserted that where an employer can provide
the worker with ample opportunities for growth and advancement, a proper attitude of
loyalty and satisfaction can be enhanced as well. Effective organizations create
enabling environment for career development through Human Resource Department
that plans several career development programs. Hameed and Waheed (2011) and
Lips-Wiersma and Hall (2007) argue that when organizations contribute towards
employee development activities, employees work harder, utilize their skills and
efforts fully to achieve the overall goal of the organization. Hospitality organizations
are no exception to the rule.
There are several career development methods that can improve employee
performance in an organization (Bruvold & Chay, 2003). Hospitality organizations
have used method such as career counseling, career mentoring, workshops, along with
techniques such as self-assessment testing and job rotations to enhance their
employees‟ opportunity for growth and development. A more recent term that has
become common in human resource setting is talent management. More significantly,
it is also used as an element for assessing organizational development along with
other human resources criteria. However, according to Al Ariss, Cascico and Paauwe
(2014); Collings and Mellahi (2009) and Tansley (2011), the topic of talent
management remains underdeveloped. A key limitation is the fact that talent
management lacks a consistent definition and clear conceptual boundaries.
Literature Review
Patton and Mcllveen (2009) argue that career development is the process by which
individuals collect information about values, interests, and skill strengths and
weaknesses (career exploration), identify a career goal, and engage in career strategies
that increase the probability that career goals will be achieved. The career
management process according to John (2000), involves career exploration,
development of career goals, and the use of career strategies to achieve career goals.
Authors like Lent (2005) addressed the conceptual issues of career development
program. The components of this approach comprise career counseling, career
mentoring and career assessment. The desired outcome of such a program is to match
the employee needs with those of the organization.
Problem Statement
Employees normally lack proper guidance for achieving career goals and
understand the organization's expectations which will enable them to perform their
work effectively (John, 2000). To overcome this problem, hospitality organizations
have considered innovative career development plans, namely talent management
program.
The research question for this research suggests how the implementation of talent
management programs impact on employees' performance, employees' loyalty,
retention and the competitiveness status of the hospitality organization.
H1 - There is a positive relationship between pursuing talent management program
and the quality of employees' performance.
Methodology
Within the hospitality industry context, Chacko and Nebel (1990) advocate that
qualitative research is a more appropriate methodology for hospitality researchers to
use, particularly when the subject of the study is concerned with leadership,
managerial and behavioural issues and processes. The nature of the investigation plays
a major role in deciding the methodology type (Creswell, 1994; and Silverman, 2000).
Within the framework of this research, the aims and objectives are related to
approaches and processes in implementing talent management programmes in a hotel
company. It is about investigating and exploring the tools and operational procedure
currently in use by the participating case-study. Consequently, the features of this
research correspond with the doctrine of qualitative methods and the inductive
approach. Additionally, the research focuses on the context that may have an effect on
the understanding of the phenomenon being studied.
Van Maanen and Kolb (1985) and Yin (2003) advocated that the specific cases to
be studied may be selected by several different rationales, one of which is the general
relevance to the research area in which the researcher is interested. Another is to
select exemplary cases. The use of this latter rationale means that all of the cases will
reflect strong, positive examples of the phenomenon of interest. Yin (2003) further
claimed that, methodologically, the case can be deliberately designed to present
answers to a series of questions precisely because this particular organisation has
historical significance/experience or showing a high level of concern as a leading
organisation.
The selection of the case-study aimed to reflect the understanding, approaches and
pattern(s) of implementing talent management programmes. The rationale for this
strategy was the researcher‟s aspiration to investigate thoroughly their systems and
processes in order to learn from their experiences and to draw upon their success.
In fact, both the case study approach and the purposive sampling approach are
similar in their methodological rationale. For instance, the case study approach
illustrates the selection of particular case(s) based on specific criteria mainly related to
the research question (s) and the availability of information. It is also underpinned by
some „real life‟ issues, e.g. securing access and availability of subjects involved
(Robson, 1993).
Similarly, the purposive sampling approach has the same methodological rationale
by selecting particular elements of the population while looking at the wider context
where the phenomenon being investigated is apparent. It also provides alternative
access options if selected element(s) deny access.
The research design adopted for this research is a case-study approach. The
objective is investigate thoroughly and in depth one of the pioneers in the area of
talent management. The hotel company has considered the concept as one of its
strategic objectives in line with its organizational development. The primary data was
gathered from both management and employees. Two structured questionnaires were
administered; a management questionnaire and a staff questionnaire. The management
survey was addressed to the Vice President of the chain for talent management and
leadership development and two middle managers. The staff questionnaire was
communicated to five staff participants undergoing the talent management program.
The secondary data was gathered from sources including various published sources.
These published sources are academic books, journals and the organization training
and development policy documents were also reviewed. This case-study investigation
took place during January 2018 at Jumeirah Hotels & Resorts Chain. The company
approved acknowledging the identity of the company for publication.
The list of questions of the survey was developed by the researcher based on the
review of related literature. Additionally, the questions were also piloted by two
human resource managers to ensure clarity and consistency and provide suggestions
to improve wording, sequence and structure of the questions and organization of the
survey. The feedback was considered and the survey was adjusted accordingly.
The staff questionnaire dealt with staff perspective as regards the implementation
of talent management program. It included collecting demographic data, the
introduction and advantages of the program. Moreover, other questions addressed the
challenges/problems and assessment tools of implementation.
Diesing (1971) and Strauss and Corbin (1990) discuss the essence of qualitative data
analysis, emphasising the fact that qualitative data analysis is about interpretations,
flexible procedures, creativity and generation of themes.
The researcher used the qualitative content analysis technique, themes and
categories emerged from the data, then emphasizing the significance of understanding
the meaning of the context (Bryman, 2015).
Data for this study were presented and analyzed with respect to previously outlined
objectives. The three abovementioned hypothesis were addressed by the survey
questions and further examined and assessed.
At the outset, it should be acknowledged that due to the small number of staff
participants (junior management level), the demographic data is not indicative or
revealing. However, the sample included males and females, various age ranges,
diverse educational levels and even different length of number of working years with
current chain/operation.
The results confirmed that the hotel chain introduced the talent management
program since two years and half. The management participants have confirmed that
the company has a systematic process for introducing the talent management program
to the employees. This approach is well-established within the company's culture by
using technological medium via the Intranet (Talent Management Platform). Both
management and staff replies were consistent.
"Upon joining the company, I was made aware of our talent management
system through training; this covered the overall process, system training and
assessment competency."
"We have an online talent management system that supports the performance-
driven culture, which is part of our strategic objectives."
As for the key stages that are practically considered for implementing talent
management program, the management participants identified four steps for such a
purpose. It starts with setting objectives to improve the organization capabilities, then
raising the awareness of the required behavior, ensuring fair and objective rating
which relates to both the individual and the company. Then the selection process takes
place; setting personalized programs and identifying learning and development
opportunities and finally feedback management. Measurement of outcome is
essential. Some of the tools in use are guest loyalty scores, employees' engagement
scores and assessing build-versus-buy if recruitment takes place. Figure 1 summarizes
the key stages of talent management that is currently taking place at Jumeirah Hotels
and Resorts chain as perceived and interpreted by the researcher.
Figure (1) Key Stages of Talent Management Program
- Intranet
- Notice Boards
- Banners
Competencies Performance Feedback &
Behavioral Measurement
- Managerial Descriptors
- Staff - Employees' Engagement
Identifying Objectives
- Guest Loyalty Scores
Personalized Program
- Build-versus-Buy
Recruitment
"The focus should also be on the individual development plan to ensure that
each colleague works on his/her personal improvement using the
'Learning & Development' opportunities that the company offers."
The result also implied by both management and staff that talent management
program is clearly embodied in the organization's vision and fully committed to the
welfare and development of its staff. The talent management program is offered to all
levels of staff. The hotel company has also developed its measurement system via
developing Learning & Development catalogue that has different sections to each job
level to guide performance. As for program's participants, they emphasized that
individual development plan; bi-annual performance appraisal and guest feedback
survey are all tools in use to assess the program's outcome.
The criterion for selecting the target/potential participants depends on the rating of
both performance and potential and the mobility of the colleagues to move within the
business units. On one hand, the company also emphasized the transparency in
selecting target participants and further motivates non-participants for better
performance. On the other hand, the company offers alternatives for personal growth
for non-participants. Figure 2 reflects the standard steps for managing talent
management program within the company as perceived by the researcher.
Actual Performance
Potential Alternatives
"Our tools for assessing our talent management program include; the
number of transfer and promotion year by year, engagement score related
to how performance affects quality of work and fair career opportunities
score. Finally, retention of high performers and overall rating of
performance year by year are also considered."
As from the program's participants perspective, it was stated that pursing the talent
management program was advantageous and really helpful in setting targets and
goals, monitoring and keep track of individuals' performance in addition to getting to
know the team better. The bi-annual appraisal system, keeping track of previous
years' achievements and facilitating contact are key tools in this respect. They all
confirmed that talent management program enhances their career path.
"Talent management is a system to review own performance and set goals for
professional development. The talent management system platform gives
opportunity to employees to conduct their self-assessment and receive valued
feedback for future growth."
"We have made a research which proves that buying talent cost 30-35% more
than investing in internal talent. Each % point increase in internal transfer or
promotion save cost to the company."
Based on the findings, the study concludes that hospitality organizations can
increasingly improve the quality of employees' job performance if considerable
attention is given to career development practices in their organizations, namely talent
management. As hospitality organizations operate in a dynamic and complex
environment, therefore, the ability of organizations to strategize today and enhance
their most prominent capability and differentiation edge will definitely enhance the
level of employee operational capability, skills, and working competence (Wright,
McMahan & McWilliams, 1994).
The results also show that employees' efficiency significantly improved as a result
of implementing such a program by sponsoring high-potential and talented members
of staff. Additionally, the approach of building-versus-buying with reference to
recruiting from within impacts positively on operational efficiency as reflected by the
management research in this respect and confirmed by relevant literature (Barron,
2008; John, 2000). Therefore, hospitality organizations are encouraged to provide an
institutional framework that can allow its employees to acquire practical skill, and
learning experience through career counseling and provide various career
development paths. This result is consistent with the third hypotheses (H3) and
therefore proves its validity.
As it was admitted by both the management and the program's participants that
pursuing Talent Management program affects positively guest feedback and loyalty
(Stroh & Reilly, 1997), this implies that adopting talent management program has a
significant effect on the competitive edge of the company over its competition
(Ashton & Morton, 2005) and suggests a positive relationship for pursuing this
approach. Therefore, this result is accepted and consistent with the third hypotheses
(H3) and hence proves its validity.
The outcome of the research has also revealed that talent management has a strong
relationship and integration with other conceptual approaches of organizational
development (Thorpe & Gold, 2010). More specifically it has a positive impact on
individual and organizational outcomes. The survival of any organization in a
competitive society depends on its ability to train its human resource to be innovative,
creative and inventive that will invariably enhance performance and increase
organization‟s competitive advantage.
Another limitation was also relevant to the number of participants which was
limited. However, the researcher tried to have different views and perspectives at
three different levels; senior management represented by the vice president for talent
management, head departments and employees. This approach enabled the researcher
to scrutinize and complement the various issues of the case, investigate the reliability
of the practices and ensure the credibility of the spoken data.
As for further research, the researcher would suggest to expand the sample/cases
under investigation to include more hotel companies. Another point would be
probably using semi-structured interviews rather than a structured questionnaire to
enable the researcher to probe in depth unanticipated issues along with the
interviewees as they arise. Another proposition would consider investigating the
career path of the program participants after a longer time span to find out the
outcome of the program and its impact on the individuals' level.
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