Managing Global Human Resources

Question: Discuss the human resource management policy of Hotel Paris. Answer: Introduction The case Managing Global Human Resources discusses the human resource management policy of Hotel Paris. The company has hotels around 11 cities in Euroope and United States and the HR manager has been asked to manage the global human resource effectively so that the companys competitive strategy is met. The competitive strategy is to differentiate the firm from others by allowing the guest to stay for a longer length so that the rate of return of the guest increases. Lisa Cruz, the HR manager has found that the company does not have any special training programs for the employees who are sent for overseas assignments. Due to this the company has suffered short term losses and inefficiency of the employees. Lisa Cruz has suggested certain measures to understand the performance of the overseas employees, like human resource metrics that helps to track down the loopholes and trained the employees on the area of requirement to increase their effectively. The suggestion was welcomed by the management and approval was given for implementation (DeCenzo et al. 2015). Types of Staff Policy approach in International Human Resource Management The managers in global business should adopt the following types of staffing policy to make it easier for the incoming employees from abroad to adopt the new surroundings quickly. Ethnocentric Staffing: The approach is used to ensure that the entire organizational culture is unified and not diversified. The policy is generally used for the top position employees in making them wee-versed with the organization policies and work culture so that it can be carried out in all the subsidiaries unit of the company (Budhwar and Debrah 2013) Polycentric Staffing: It appoints the home country workers in the central office for top position and local workers of the overseas companies to other positions. Through the approach the employees are able to learn the local market and able to improve in their delivery of task. Further it may help them to improve their position in the company and get promotions (Bresciani et al. 2012). Geocentric Staffing: This approachhelps the employees to understand the culture of the country and give them the flexibility to gain cultural knowledge about different countries and markets. The managers in the overseas subsidiary units will be well equipped in dealing with the incoming employees if he is able to train them with local market information and companies global policies and cultural knowledge about different countries (Brotherton 2012). Factors required for Human resource Metric System Human resource metric system is used to determine the effectiveness and values of HR initiatives, particularly in areas like training, turnover, cost of capital, human capital return and per employee expenses. The company should consider the following in measuring the human resource metrics Percentage of goal performance: that shows whether the performance goals are met in aligned with the mission Percentage of employees rate at the top position: shows the appraisal level of the employees at the top position those get salaries above average Percentage of turnover employees that shows the mangers those are performing below average Employees performance in performance management programs shows the annual improvement Involuntary turnover rate and percentage in major positions of the company (Bratton and Gold 2012) The human resource metric system requires good technological back up so that the metric can measure the performance of the employees across the different units effectively without any technical snag. The company also need to hire technical experts who can make the measurement effective and fast. Further the coordination and willingness of the employees are to be there so that the usage of metric system is effective and efficient (Berman et al. 2015). Implementation of job description and training development programs The job description are clearly defined by the company, Hotel Paris, to their employees so that the employees are clear about their task and work promptly to deliver the requirements Another useful human resource practice adopted by Hotel Paris is continuous training development programs for the employees. The company should adopt the same policy in their overseas business so that the efficiency of the employees is increased (Bennett and Ho 2014). It is easy to adopt the first policy of clearly defining the job description to the employees and making them aware of their task accountability and the output expected by the company. But to adopt the policy of training and development in the overseas companies of Hotel Paris, it is required to understand the gaps and loop holes in the employee development strategies. According to the gaps in skill requirement, the necessary training programs should be adopted so that the employees deliver fruitful results after the training programs. The training and development programs have to be customised according to the employees profile and quality. In different countries the employees quality, skill and cultural background varies and so accordingly the training programs have to be customised (Bennett and Ho 2014). Effect of Cultural differences in the recruitment and training development programs of London and Dubai The cultural difference is apparent in the hotel industry of Middle East and Europe as the two countries culture is widely apart. The cultural diversity leads to a lot of challenges for the hotel industry in the global market such as it creates communication barriers. Middle East is known for Urdu or Hindi as the local language where as In Europe, English is the local language. The eating habits are widely different so the hospitality business needs to take care of the taste and preferences of the local people. Further, entertainment programs may also vary due to their vast differences in living style, religious background and leisure activities. The company need to make a detail study and set up the hospitalities accordingly The cultural diversity between Hotel Paris in London and Dubai demands different approach of recruitment and training and development programs. The recruitment in Dubai has to be little liberalised than in London due to the comparatively lower educational qualification in the former than the latter country. Further the training and development programs must be organised more frequently and should be more rigorous for the Employees of Dubai than the employees of London (Andreeva and à Ã‚ Ãƒ Ã‚ ½Ãƒ Ã‚ ´Ãƒâ€˜Ã¢â€š ¬Ãƒ Ã‚ µÃƒ Ã‚ µÃƒ Ã‚ ²Ãƒ Ã‚ ° 2015). Conclusion To conclude, the case shows the concern of a firm in the hotel industry about the human resource policy in the overseas unit. The company wants to have a strong competitive position in the world market and for that it feels the HR policy should be planned wisely so that the employees are able to give effective return to the company and excel in hospitality treatment to the guest. The companys Human resource manager has suggested several methods of enhancing the employees efficiency. One of the methods is installation of metric method to track the performance of the employees another is putting several performance rating measures to understand the employees and the companys growth performance. 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