Ritz Carlton Human Resource Management Practices and Work Culture: The Foundation of an Exceptional er!ice "rganization
#$ Ho% do selection& retention and training practices %ork together at the Ritz Carlton'
The tripartite fusion of compulsories compulsories in management management planning planning and programs also as part of human resource system for excellent quality work is primarily important in the process of hiring and employing competitive and able workers in such a global company. These three managerial and human resource processes resulted to and in the development, progress, and quality service within the company’s sphere of work. The selection, retention or orientation and training practices are interconnected procedures in the process of employing deserv deserving ing and compet competitiv itivee applica applicants nts.. Altho Although ugh are interco interconne nnected cted,, it follow followss a certain certain pattern which cannot be entangled as to what procedure comes first. Let us identify distinct characteristics characteristics of these practices in the context of it!"#arlton it!"#arlton organi!ationa organi!ationall management. management. $nly in this way we can easily determine and understand how these three important practices work together to form a quality management of work. The selection process practiced by it!"#arlton is what they called %benchmarking&. 'iven this mode of selection process, it!"#arlton management do not use the term %hiring& rather rather %selecti %selecting& ng& since since it observ observes es a proper proper and rigoro rigorous us screeni screenings ngs of applica applicants nts.. The The selection process is rigorous consisted of several steps before an applicant to be retained in the company. A lot of initial screenings, telephonic interviews, standard behavioral interview questionnaire, and several interviews with different managers of different departments of the hotel are specific steps applicants’ undergo. (n the end of this selection, top management choose to look for applicants that have positive attitude, empathetic, and has the )ability to smile’ smile’ natural naturally ly.. This This highly highly standar standardi! di!ed ed screeni screening ng purpor purports ts high high expecta expectatio tions ns of the management towards applicants’ quality work. After such rigorous screening, applicants are expected to undergo a long period of training under the assistance of appointed managers or trainers. The The it!"#a it!"#arlt rlton on managem management ent provid provides es enough enough resourc resources es subsid subsidi!ed i!ed to trainin training g programs of its applicants. The focus of training process is to make applicants aware and orient oriented ed to the nature nature of work, work, familia familiari!i ri!ing ng compan company’ y’ss standa standards rds,, philos philosoph ophy y, history history,, expecta expectation tions, s, values values,, and benefit benefits. s. Team eam buildi building ng become becomess the core core exercis exercisee in trainin training g prospect applicants. (n the range of about three weeks of on"the"*ob training, applicants may ma y able to help themselves themselves acquainted with the nature of the *ob and its culture. Applican Applicants ts are trained as to the standard of proper kind of language use in dealing with guests and finally, applicants are given a standardi!ed test to gauged their understanding of it!"#arlton service philosophy and technical skills it needed and those who successfully pass this test will stay with the company. +owever, retention process derives from the management organi!ational strategies and tactics used in dealing with employees. (n the case of it!"#arlton, it developed an organi!ational culture not only helped the )company provide exemplary customer service’ but
creates an atmosphere which employees boost their self"esteem and felt valued by the company. This kind of treatment gives employees satisfaction and sense of commitment. (t is within its %credo& and %motto& which speaks of company’s respect to employees’ dignity and integrity that received them recognition from different award giving body. #onversely, this provides us clear understanding about the effectiveness of these practices in selecting competitive applicants for competitive workplace. (nevitably, whatever the outcome of these processes will in turn affect the company.
($ Which of the HR strategies do )ou think the Ritz Carlton is pursuing'
There are various + strategies which are applicable and effective in any kind of organi!ations. $f course, not all strategies bear the same effect when it is implemented and applied. The variation of its effectiveness and applicability depends upon the organi!ational environment and given structures. (n this context, various strategies and practices are used but are hard to identify. et, + strategies used by it!"#arlton provides a background on the use of Total -uality anagement. T- views organi!ation as a collection of processes. This approach articulates that organi!ations must strive to continuously improve these processes by incorporating the knowledge and experience of workers /+ackman 0 1ageman, 23345. 6orrowing this definition ( can say that this strategic approach is what it!"#arlton’s pursuing. (t is to be remembered that the company emphasi!ed the vital role of employees in the company’s growth. Allowing employees to actively participate in the company’s formulation of planning and programing show how the company trusts its employees’ capabilities and skills. oreover, it!"#arlton’s strict observation of uniformity and standardi!ation in service bring a structure, predictable, and rehearsed behavior of employees towards their guests and among themselves. This uniformity and standardi!ation of service provided to the guests formali!ed and etched in the form of its %'old 7tandards& which includes hotel’s %motto&, %credo&, &The Three 7teps 7ervice&, %The 8mployee 9romise&, and %The :; 6asics.& (t also developed a new human resource strategy on recruitment like benchmarking, necessary training, orientation, and employee empowerment. These careful screening, early indoctrination and orientation, and regular meetings with the employees greatly supports the T- approach as being applied and used by it!" #arlton as effective strategy.
*$ Wh) do )ou think emplo)ee satisfaction leads to customer satisfaction'
The satisfaction of an employee derives from the management’s treatment on their human resources as part of their workforce. (f the management unfairly treated its employees, disallowing them to participate in solving"problems, insufficient provisions of incentives and other benefits, most especially lack on moral support, it absolutely dissatisfies an employee.
$n the other hand, if an employee sees himself as an asset and being well"valued by the company with enough provisions of incentives and benefits this in turn boosts satisfaction towards himself and to his work. This premise leads us to understand why employees being valued much by the company provide quality work and service to customers. (t is important that customers should gratify his
+$ What roles do leadership and !alues pla) in creating the culture at the Ritz Carlton' Ho% does the training and de!elopment s)stem support that culture'
(mportant in organi!ational environment are the leadership traits and the preferential specifications on value system. #ulturally speaking, values system plays a vital role in creating a certain type of culture. >alues in this manner can be successfully implemented and effectively influenced agents on a certain field of action if and when higher authorities espouse effective leadership skills and abilities. (nsofar as good leadership traits persist in an organi!ational environment and striving to implement rules, guidelines and regulations to further develop a distinct cultural identity the implementation of desired value system may be attainable. (n it!"#arlton context, the dominating ?lan by the management focused in the development and formation of employees towards a more quality customer service. 8mployees in this regards occupies the center stage of the organi!ation due to a fact that only through employees quality work and commitment to service when the goals and vision of the company can possibly achieved. +ence, vital in creating cultural identity within the field of work is good leadership and an identified values system to promote. $n the other hand, training and development system obviously support the formation of culture and its identity within. Through rigorous and effective trainings held prospect employees can easily acquaint themselves and familiari!e a distinct culture of a company. Likewise, the company employs and integrates within the scheme and procedure of trainings necessary information about its organi!ation, history, vision, and culture itself. As to the process of development, employees in the it!"#arlton company receive continues training as part of developing more their technical skills and other abilities that would be useful for the company.
,$ Ho% do )ou -alance .ualit) standards against the need to empo%er emplo)ees to customize their responses to specific situations'
(n a contingent existence of any organi!ation or company the need to compromise is ob*ectified. +owever, most of the companies resort to tactics and strategies which are free from concessions. (t is in this context which balancing a lever between employees and quality standards set by the company necessary, yet, concessions need not to be applied and be warranted. (n order to balance or maintain the quality standards of a company against the need to empower employees, proper + strategies in this case, should be invokes. An effective + practice is how an organi!ation integrates various practices to gain good results. Teamwork, cooperation in problem"solving initiatives, pay plans which requires sub*ective evaluations should therefore be complements with ob*ective pay"for"performance plans because the ob*ective pay plans raise the firm’s profitability and thus the value of its reputation /(chiowski, 7haw 0 9rennushi, 2334 @5. This statement is explicitly suggestive of needless compromise between maintaining quality standards and empowering employees to prevent resistance due to particular instances. The it!"#arlton company believed on personal responsibility. 8ach employee is given a specific responsibility, with the intention of making them feel that they are trusted by the company. (n this manner, quality standards are maintained.
/0 1o )ou think training approach %ould %ork in other ser!ice industries' Wh) or %h) not'
es. 7imply because of the significant role it provides to new employees being alien to the workplace. 7uch training approach, though, rigorous and takes much time is mostly beneficial to the company. (n this way, applicant’s capability is measured strenuously. urthermore, an applicant in order to survive and surpass the training should show everything s
(n the organi!ational culture of it!"#arlton #ompany there are important elements which governs its organi!ation and maybe distinct from others. These elements are significant in defining its cultural identity = rituals, strict standards for service and behavior, rules" driven, formal, and extreme standardi!ation. The elements mentioned above signified a strict observation of a refined structure. These structural elements however, restrict company’s adaptability level as it goes towards post"modernity. ituals are employed in the company to enable employees familiari!e themselves with such distinct organi!ational culture. (t is to be considered in general condition that a culture carries a distinct rituality. Thus it!"#arlton developed its own ritual
in order employees identify themselves as part of the organi!ation with distinct cultural identity and value system. 30 4nal)ze the significance and -enefits of ha!ing a strong organisation culture& especiall) for ser!ice companies$
$ne of the most important building blocks of an organi!ation is its organi!ational culture. An organi!ation can be highly successful because of it. As it is being understand, it is a set of shared beliefs, truths, assumptions, and values that operate in organi!ations. This is significant due to it clarifies the importance of creating appropriate systems of shared meaning to help people work together toward a desired outcome. This helps in determining an organi!ation’s capacity, effectiveness, and longevity. (t creates energy and momentum which permeate the organi!ation and create a new momentum for success. (n this competitive and globali!ed scenario, there is a need of organi!ational development strategy at various workforce departments, as this can improve company’s culture. 7ince organi!ational culture is an embodied values of shared beliefs and norms by employees, this fact suggest of the importance and significance of organi!ational culture in the process of development, progress and formation. 50 6s it necessar) to understand the significance of rituals in keeping organisational culture uniform and consistent'
(n the case of it!"#arlton, the use of rituals not only nurture the organi!ational culture but also enabled the employees to learn the nuances of the culture relatively fast, moreover, to ensure uniformity in all locations where it is situated. (t enhances employees’ identification with the company and often resulted in greater commitment. 7ince, rituals considered as an element of organi!ational culture this serves to unite employees because of a unified and distinct identity. oreover, it helps employees to feel valued and treasured by the company as they shared their own beliefs and norms and submit them to the company’s culture.
#70 To stud) the issues in change management in context of the compan) under stud)$
The change of management in this context is given. (n order to be competitive and pass the requirements of the global standards, adaptability and flexibility of an organi!ation is important. An organi!ation should have a foresight to identify the needs of the )modern times’. (n this case, conformity to a single set of standard is ineffective and irrelevant. lexibility and adaptability are necessary traits in which any organi!ational management should be aware of.
The change in management and management strategy is only a fitting decision in order to be attractive and competitive. +owever, the ability to integrate various effective measures and methods even traditional as it is, stands strong and efficient.
##0 1o )ou appreciate the importance of orientation and training for ne% emplo)ees and its impact on emplo)ees8 morale'
es. ( appreciate it very much since it effectively in*ects important and significant information about the company’s life and its culture. Bust imagine an employee who goes to work with a clean slate in his mind. (t would be impossible for an employee to execute proper work if and when s
#(0 Examine %hether strict standards can lead to rigidit) in organizational culture and the negati!e impact that rigidit) can ha!e on emplo)ees$
(t only follows when we speak of strictness of standards with the rigidity in organi!ational culture. This approach somehow manifests close"knit structural proceedings. This means that an organi!ation systematically follow and observe proper behavior dictates by a given structure. 1ithin such defined structure everything moves and the attempt to go away with the routine and structural orientation affect the standards set by the organi!ation. oreover, greater probability can be determined towards the rigidity in organi!ational culture due to strict standards implementation. 1hat is common in this is the fact that only what is ask outlined in the set of standards is shown and expressed by employees and what is not ask is not necessary. +ence, the flow organi!ational culture only locked up in the set of strict standardi!ation. The impact of rigidity to employees may vary accordingly. 7ome employees may be susceptible to rigidity and other may not, however, what it can give a negative impact is the predictability, rehearsed and routine behavior, being unnatural rather than relaxed. igidity
disallowed any radical changes to the standards and it performs a mechanical behavior among the employees. This negative impact can become detrimental in the development not only of employees but of the whole organi!ation.
#*0 6n )our opinion %hat do )ou think of the future HRM e!olution and ho% it re!olutionizes the industr)'
This questions is quite unclear, however, can be implicitly understood. Cevertheless, my opinion speaks of me being relativist and pessimist. To figment a post"modernist attitude ( can say that there is no really %new& to be born here as to revolutioni!ed the industry. (t will always be a replicate of what is already existing and present. Today, modification is a name of a game because there is no new found idea or even theory that is original, non"imitative idea. The process on how it revolutioni!es the industry is with an old strategic semblance. ( cannot give a specific thought on the evolution of +, what ( can only give is that ( will evolve, but like a wheel, it will only circling around the unending cycle. As to how it revolutioni!e, we cannot really predict or even prophetically described. 1hat ( can give is that a slightest element of %new& will come out, not exactly a %total new&, for it only replicate or imitate the old ways and means
Issues:
D To examine the elements of the organi!ational culture of a company known for service excellence D To analy!e the significance and benefits of having a strong organi!ation culture, especially for service companies D To understand the significance of rituals in keeping organi!ational culture uniform and consistent D To study the issues in change management in context of the company under study D To appreciate the importance of orientation and training for new employees, and its impact on employee morale D To examine whether strict standards can lead to rigidity in organi!ational culture and the negative impact that rigidity can have on employees
