Intro Lecture
Why is HRM important?
● organizations must have people to make their capital work for them
● In the hospitality industry the capital is service, service is delivered by people
● every manager has some role relating to HRM, so not just the department
golden triangle:
own
er
gol
den
tria
custom ngl employe
ers e es
The Employee Journey
1. Searching (candidate; seek & explore)
2. Applying (candidate; seek & explore)
3. Joining (candidate; seek & explore)
4. Onboarding (candidate; seek & explore)
5. Performing (employee; perform & develop)
6. Learning & Growing (employee; perform & develop)
7. Receiving (employee; perform & develop)
8. Staying or leaving (employee; perform & develop)
The Employer Journey
1. Recruitment
2. Selection
3. -
4. Induction
5. Performance Management
6. Training & Development
7. Compensation & Reward
8. Retention & Turnover
Workshop 1
Diversity and multiculturalism
Diversity = Increasing underrepresented groups (through hiring & retaingin)
● ”Differences between people”: Gender, religion, sexual orientation, background
● How to increase diversity: increasing women employees & decreasing men
employees
● Diversity: captures new markets, increases sales, enhances innovation
,Inclusion = People of all backgrounds contributes as their unique, authentic selves
Sense of belonging
● Involve in decision making
● Provide Challenges
● Invite to engage socially
Power Privilege:
● Race privilege
● Social Class privilege
● Gender privilege
● Sexual orientation privilege
Workshop 2
Organizational culture
● ”System of shared assumptions, values and beliefs that shows employees what’s
appropriate and inappropriate behavior”
● Culture, or shared values within the organization, may be related to increased
performance
● Culture is invisible to individuals, even though it impacts employees thinking and
behavioral patterns.
● There is more recognition for the organization’s culture when comparison with other
culture’s is possible.
● Organization’s culture is more effective to control employees behavior than
organization’s rules and regulations.
Culture of service
, it’s a proactive culture that impacts your customer’s lives by unifying everyone around that
customer, even in non-customer facing roles. It’s about being empowered to have a real
impact on customers. Unifying everyone around the customer inspires action, innovation and
emotional engagement. Emotionally engaged employees are more helpful, supportive and
happier. They do a better job.
Service culture → Trainings and ways to create high performing employees
meeting the guests’ wants and needs.
1. Assumptions; Taken for granted, reflect beliefs about human nature and reality.
”Happy employees benefit the organization”
These assumptions will be very hard to discover as an outsider
2. Values; Shared principles, standards and goals.
”Social equality, high quality relationships, having fun”
3. Artifacts; Visible, tangible, aspects of organizational culture.
”Open door policy, open spaces and gathering areas”
6 components to build a high performing culture
1. Define the culture
● What is high performance?
● What are the desired behaviors?
● How will you know you’ve achieved a high performing culture?
2. Set direction
● What’s the vision for the organization?
● What’s the organization's purpose?
3. Communicate culture
● What are the communication vehicles and techniques you’re going to use to reinforce
culture every day?
4. Organise
● How will you build your teams?
● What process are you going to create for recruiting and talent development?
5. Manage performance
● What are the goals of the organization?
● How do you measure people’s performance?
● How do you create the right behavioral incentives?
6. Live the culture
● How are you going to capture culture moments and provide feedback the reinforce
desired behaviors and to get rid of behaviors that are counter to the culture you’re
trying to build?
● Misunderstanding; How management shows the employees how the culture should
work, not living the culture towards the guests.
Audiofragment:
Why is HRM important?
● organizations must have people to make their capital work for them
● In the hospitality industry the capital is service, service is delivered by people
● every manager has some role relating to HRM, so not just the department
golden triangle:
own
er
gol
den
tria
custom ngl employe
ers e es
The Employee Journey
1. Searching (candidate; seek & explore)
2. Applying (candidate; seek & explore)
3. Joining (candidate; seek & explore)
4. Onboarding (candidate; seek & explore)
5. Performing (employee; perform & develop)
6. Learning & Growing (employee; perform & develop)
7. Receiving (employee; perform & develop)
8. Staying or leaving (employee; perform & develop)
The Employer Journey
1. Recruitment
2. Selection
3. -
4. Induction
5. Performance Management
6. Training & Development
7. Compensation & Reward
8. Retention & Turnover
Workshop 1
Diversity and multiculturalism
Diversity = Increasing underrepresented groups (through hiring & retaingin)
● ”Differences between people”: Gender, religion, sexual orientation, background
● How to increase diversity: increasing women employees & decreasing men
employees
● Diversity: captures new markets, increases sales, enhances innovation
,Inclusion = People of all backgrounds contributes as their unique, authentic selves
Sense of belonging
● Involve in decision making
● Provide Challenges
● Invite to engage socially
Power Privilege:
● Race privilege
● Social Class privilege
● Gender privilege
● Sexual orientation privilege
Workshop 2
Organizational culture
● ”System of shared assumptions, values and beliefs that shows employees what’s
appropriate and inappropriate behavior”
● Culture, or shared values within the organization, may be related to increased
performance
● Culture is invisible to individuals, even though it impacts employees thinking and
behavioral patterns.
● There is more recognition for the organization’s culture when comparison with other
culture’s is possible.
● Organization’s culture is more effective to control employees behavior than
organization’s rules and regulations.
Culture of service
, it’s a proactive culture that impacts your customer’s lives by unifying everyone around that
customer, even in non-customer facing roles. It’s about being empowered to have a real
impact on customers. Unifying everyone around the customer inspires action, innovation and
emotional engagement. Emotionally engaged employees are more helpful, supportive and
happier. They do a better job.
Service culture → Trainings and ways to create high performing employees
meeting the guests’ wants and needs.
1. Assumptions; Taken for granted, reflect beliefs about human nature and reality.
”Happy employees benefit the organization”
These assumptions will be very hard to discover as an outsider
2. Values; Shared principles, standards and goals.
”Social equality, high quality relationships, having fun”
3. Artifacts; Visible, tangible, aspects of organizational culture.
”Open door policy, open spaces and gathering areas”
6 components to build a high performing culture
1. Define the culture
● What is high performance?
● What are the desired behaviors?
● How will you know you’ve achieved a high performing culture?
2. Set direction
● What’s the vision for the organization?
● What’s the organization's purpose?
3. Communicate culture
● What are the communication vehicles and techniques you’re going to use to reinforce
culture every day?
4. Organise
● How will you build your teams?
● What process are you going to create for recruiting and talent development?
5. Manage performance
● What are the goals of the organization?
● How do you measure people’s performance?
● How do you create the right behavioral incentives?
6. Live the culture
● How are you going to capture culture moments and provide feedback the reinforce
desired behaviors and to get rid of behaviors that are counter to the culture you’re
trying to build?
● Misunderstanding; How management shows the employees how the culture should
work, not living the culture towards the guests.
Audiofragment:
