Here are some recommendations
on shifting roles of HR from a
stereotyped “HR” to “Talent & Culture”
focused one:
•
•
Mindset Shift from the top management and
leadership on moving the HR Directorate forward
from Personnel (mundane) to Strategic HRM,
providing pro-active HR Service delivered through
systems and process aligned with organizational
people’s objectives.
Strategic human resources initiatives (realistic and
do-able, value-based programs) that are built on
collaboration within a department and by partnering
with other departments.
• Creation of several innovative programs those are
responsive to employee needs and consistent with
HR best practices.
• Development of “signature” (company-specific /
brand specific) service delivery model and guest
engagement initiatives that reflect a unique
understanding of the business and organizational
ability to partner with operational HODs to achieve
their goals and priorities with regard to guest service
orientation.
• Creation of the HR Communication Platforms to
ensure management vision, decisions, processes and
policies, services performance and feedbacks are well
communicated and understood by colleagues, and
to advance the accessibility of all communications
through formal and informal channels.
• Collaboration in cross-functional teams to benefit
from the synergy of working with a diversity of
experience, knowledge, and competencies through
specific team building and management development
programs covered under learning initiative.
• Assisting, guiding, developing & encouraging
colleagues along their journey with an organization on
a regular basis.
82 ILHA
•
Becoming the Most Preferred Employer and marked
as a Learning Organization through collaboration
with International Hotel Schools and Universities for
cross exchange learning programs – providing young
talents lifetime opportunity to learn and grow while
advocating organizational values and ethos.
HR values are the core principles, standards and
actions that are “Inherently Worthwhile” and of utmost
importance to live by. They reflect the behaviors of people
in an organization, indicating how they treat each other,
how they work together and how they as individuals
conduct themselves with guests on behalf of their
organization.
To create a culture of excellence, it demands constant
sensitivity to changing and emerging guests (both internal
and external), market and industry requirements and the
factors that drive engagement. It demands close attention
to the voice of the customer & voice of employee both and
functional efficiency with “first-time right approach” to
each process execution. The role of HR is very critical here
as the performance and quality are judged by our guests
and colleagues in their own parameters, expectations,
and aspirations. Thus, for a successful HR it is vital to
consider all behavioral, emotional and cultural aspects of
HR processes that contribute value to the employees.
Such behavior then leads to talent acquisition, employee
satisfaction, brand preference (as an employer), and
employee loyalty; to positive referrals; and, ultimately,
to business sustainability. Employee-driven excellence
has both current and future components: understanding
today’s employee’s desires and anticipating future
employee i.e. Gen Y and Gen Z employee’s desires and
marketplace potential.
A culture of excellence in an HR perspective, means
much more than reducing employee grievances,
process variability, payroll errors or merely meeting
their expectations from the organization. Nevertheless,
these factors contribute to the employee’s view of the
management (chain or brand as well) and thus also are
important parts of people-driven excellence. A culture
of excellence approach addresses not only the tangible
benefits of welfare & compensation and personal growth