Employee Engagement in Imperial Hotel

Employees significantly determine the organization’s ability to achieve it SMART objective and realize its ultimate vision and goals. The competitive organizations always seek to enable the employees to realize both personal and organizational goal through motivation, training, good working condition and high; the level of employee engagement. Imperial hotel is currently experiencing high labor turnover due to poor pay as compared to the existing market rates, the weak rapport between the management and the employees, unavailability of organized employee welfare such as transport and lack of incentives to inspire morale amongst the employees. As a result, the organization has incurred higher training and recruitment cost which significantly contribute to the financial unsustainability of the hotel. This report will provide exclusive recommendations on how to overcome the current challenges that the Imperial Hotel is facing a high staff retention and motivation.

Attracting and Retaining key supervisory position

Imperial hotel is experiencing high labor turnover in the key supervisory position due to poor pay and fewer incentives and poor working conditions. Thus much competent young staff leaves the institution to work for their competitors. The Hotel has to develop a strategy that will ensure the employees remain loyal and committed through the organization. Therefore first the organization should adopt a better motivation strategy. Motivation is a process of instilling positive behavior change to enable an individual to achieve both personal and organizational goals. The key component of motivation is to provide a sense of direction, enhance their effort and positively influence persistence in their activities (Armstrong & Murlis, 2007, 206).

The HR of the Imperial hotel can enhance the intrinsic motivation of the employees. Intrinsic motivation is a self-generated factor that has the ability to influence a person’s behavior (Armstrong & Taylor, 2014, 513). The employees derive intrinsic motivation through correct placement and providing them with challenging tasks. The supervisors also require responsibilities that have a high degree of autonomy and opportunity to advance their careers and competencies. As HR managers it will be critical to adopt various job design forms to intrinsically motivate the key supervisors in the hotel. The hotel can develop a job enrichment plan that enables the managers to make their own decision and have some level of authority, job enlargement to successfully utilize the employee’s competency or job redesign to match the knowledge and the skills of the employees (Armstrong, 2018, 345). Through this, the employees will gain high motivation to remain in the institution.

Furthermore, the organization can also adopt the extrinsic motivation strategy. The extrinsic motivation is divided into two that is the financial and non-financial motivation. The first non-financial motivation strategy that the Hotel has to adopt is to provide a transport system. The employees including the key supervisors face a significant challenge when looking for transport at night when they are traveling back home. There is also complains of high transport coast which also affects their mobility to and from the work. The organization can decide to outsource the transport services from the taxi firm within the organization who will be providing transport services to the employees at an affordable price. Alternatively, the organization can purchase a van to transport employees when they leave the work late.

The other forms of non-financial incentives that the organization can adopt includes praising employees when they perform well, awarding certificates to employees that have an outstanding performance. Other forms of non-financial incentives include sending mail of appreciation to the supervisors and the employees when they achieve a given objective and also establishing ‘employees’ of the month and ‘employee of the year’ for staff that has shown and offered the most remarkable services. Continuous provision of feedback positively reinforces behavior and thus motivates the employees to continue providing high-quality services and remain committed to their work responsibility (Armstrong & Taylor, 2014, 319). There is also concern about the quality of leadership at the Imperial Hotel with most of the employee attributing the turnover to the aggressive style of leadership from the management to the employees. Therefore another intrinsic motivation strategy to improve the quality of leadership of the supervisors should be through regular training.

The key supervisors are leaving the organization due to poor remuneration and rewards strategy. It is critical for the organization to develop a better rewards strategy that is competitive and effective. The organization can undertake job evaluation of different supervisors and determine which type of pay structure when adopted will lead to a high level of commitment and motivation. It will be also critical for the organization to undertake a market rate analysis to identify the prevailing labor pay in the market. This can be done using the rewards survey consultant or looking for online information on the paycheck or other organization. Therefore the market rate analysis provides rich information that can be used to develop an internal rate pay which is competitive with the labor market (Armstrong & Brown, 2018, 67). The organization should also have a clear outline of the job progression so that employees understand the Key Performance Indicators to increase their remuneration and incentives within the organization.

The organization can introduce new rewards schemes to motivate employees to become committed in the organization. Other financial incentives that the organization establishes include increasing allowances offered to the employees, coming up with bonus program and development of pension schemes to attain high employee motivation and retention. The bonus schemes and allowances incentives provide the opportunity for the hotel to share their successes. It also enables the institution to recognize the past performance or achievements of the employees and the teams so that they provide excellent performance in the future (Armstrong & Cummins, 2008, 14).

To enhance motivation within the organization the rewards strategy is supposed to be fair, consistent, equitable and transparent. The pay given to the supervisors should be based on realistic and measurable KPI’s. The bonus should be aimed at increasing the commitment and loyalty of the senior staff and that the allowances and bonuses ought to be paid when the performance threshold demanded has been achieved. Some of the pay bonuses that the organization can adopt include the Business performance scheme which is the pay bonus earned collectively through the achievement of the organizations KPI’s. The business performance bonuses can be in form of profit, shareholder values or earning per share (Armstrong & Murlin, 2007, 163). Other bonuses schemes include team pay, gain sharing and cash-based profit sharing. The organization can also adopt general rewards to encourage employees to identify with the organization. The general bonuses can be integrated to contingency pay.

Training and Employee Retention

Training provides the employees with the opportunity to advance their skills and competencies and enable them to undertake their role efficiently. When employees have the necessary skills, knowledge, and talent to undertake a given job, they become more motivated and committed to ensuring they provide high-quality services. As indicated, the Imperial hotel had developed the culture of labor turnover which was negatively affecting the organization in its trajectory of achieving its vision, mission, and goals. Therefore the organization has to develop a learning strategy that will support the vision of the Hotel by enhancing the competency capacity of the employees and team. The Strategic human resource training involves introduction, modification, elimination, guidance and direction of institution’s processes in a way that the workforce is well equipped to undertake the current and future organizational tasks (Armstrong, 2018, 314).

The Imperial Hotel has to undertake leadership training for both the managers and the employees to equip them with communication skills, interrelation skills, and decision-making skills. When the employees gain enough skills on how to relate with one another, the cases of misunderstanding will reduce. The training will enable the leadership to improve their emotional intelligence and communication technique. The training on emotional intelligence will improve their self-awareness, empathy, self-regulation and also their skills to socialize with others. When employees get knowledge on how to relate to each other, the level of work burnout, and work stress and depression will significantly reduce. The training will also enhance autonomy amongst the employees. Employees will gain skills that will make them undertake their responsibilities with minimal supervision.

Through training, they will be equipped with decision-making skills and have greater knowledge of the institution’s policy and how to adhere to those policies. Imperial Hotel can outsource consulting forms to train their employees, or organize for training seminars or conferences (Armstrong &Taylor, 2014, 587). They can also develop internal training mechanisms such as on the job training, or job rotation. In job rotation, the employees are taken through various departments to gain all-around skills that are essential for effective service delivery. For instance, employees working at reception are taken to the finance department or customer service department or catering department to be exposed to different roles within the institution.

It is critical for the Imperial Hotel to adopt a learning culture because it facilitates the development and sharing of unitary vision because every employee is integrated into the formulation of the ideal future. Training empowers employees by enhancing their skills thus giving them the freedom to manage their work within a given boundary (Armstrong & Taylor, 2014, 683). When organizations undertake regular training and development practices, their employees receive guidance on how to circumvent work challenges by providing them with time resources and critical feedback (Armstrong &Taylor, 2014, 676 ).

Succession Planning

The stability of the organization significantly relies on its ability to forecast the HR demand and supply and develop a proper strategy to fill the gap that exists when the HR supply is low. The Imperial Hotel is constantly experiencing leadership lacunar due to poor succession planning management. Succession planning management is the process of auditing and evaluating talent within the organization to prepare them for a higher responsibility. Talent management is based on the tale lent audits, performance reviews, and the demand-supply forecasts (Armstrong & Taylor, 587). The succession plan in Imperial Organization can be undertaken through coaching and mentorship. The senior management can identify employees with necessary skills and coach on decision making and problem-solving to prepare them should the vacancy arise. Through coaching, employees are equipped with necessary skills and behavior to improve their work performance. Coaching provides employees with the opportunity for career advancement which is critical in enhancing employee’s motivation and commitment to remain on the organization.

Mentorship, on the other hand, is the process of selecting and training specific people by guiding and allocating resources to them to foster their learning and development progress. Mentorship prepares employees for better future and grooming them for career progression. Imperial Hotel can mentor some of their employees through facilitating their on the job training so that they acquire necessary skills and knowledge that is required for a particular job (Armstrong, 2018).

Improving on Soft Skills

Training and development mostly help in the advancement of employees hard skills and soft skills. The organization can improve on the humanistic experience through employee engagement and participation. The organization has to establish the culture of involving employees in critical organizations decision for instance during the formulation of policies. When employees are involved in policy making, they develop an attitude of ownership which is significant in enhancing employee retention. Elton Mayo’s fourteen principles of management outline the essence of enhancing human relation s in an institution by treating employees as means but not objects to realize the end (Armstrong & Taylor, 2014, 10).

Conclusion

Imperial Hotel has to develop a proper rewarding system to achieve a high level of retention. The rewarding system should enhance transparency, equity, consistency, and fairness. There is a different type of incentives that the Imperial Hotel can adopt such as bonuses, competitive pay, recognition, allowances and objective promotion. Employees aspire to work in an institution that provides them with a clear career advancement opportunity. The organizations, therefore, need to develop succession planning practices through coaching and mentoring employees that have desirable characteristics to avoid cases of leadership gaps. Training can also be used as a strategy for enhancing employee retention. Through training, employees gain more advanced skills, knowledge, talent and competencies that are critical in enabling them to undertake their work effectively and overcoming challenges that they may experience in their responsibilities.

References

Armstrong, M. and Brown, D., 2018. Job Evaluation Versus Market Pricing: Competing or Combining Methods of Pay Determination?. Compensation & Benefits Review, p.0886368718765827.

Armstrong, M. and Cummins, A., 2008. Valuing roles: how to establish relative worth. Kogan Page Publishers.

Armstrong, M. and Murlis, H., 2007. Reward management: A handbook of remuneration strategy and practice. Kogan Page Publishers.

Armstrong, M. and Taylor, S., 2014. Armstrong’s handbook of human resource management practice. Kogan Page Publishers.

Armstrong, M., 2018. Armstrong’s Job Evaluation Handbook: A Guide to Achieving Fairness and Transparency in Pay and Reward. Kogan Page Publishers.