Human resource issues in Rasa Sayang Hotels

Executive summary

Rasa Sayang Hotels is the famous player in the hospitality industry in Malaysia, which owns about 95 chain hotels. And in the recent time, the management of this hotel is planning to expand its business into a wider region of the South East Asia region. To ensure the successful expansion of Rasa Sayang Hotel, it is so important to strengthen the talent pool to support the requirement of the environment under fierce competition from both domestically competitors and international competitors.

Therefore, in this report we’ll thoroughly investigate some human resource issues in Rasa Sayang Hotel supported by suitable suggestions in the areas of the sources for graduate recruitment and related strategy, method to effectively reduce application number as well as the issue on recommendations for the induction program for the graduate trainees.

By and large, what we have done is aimed to assist Rasa Sayang Hotel to enjoy a healthy and effective human resource strategy related to the talent recruitment, selection and development aspects to offer it’s the bigger and high quality talent pool so as to meet the requirement of the environment both from internal and external fields.

Content

1.0 Introduction 3

2.0 Job description and person specification 4

2.1 Definition and literature review 4

2.1.1 Components of job description and specification 4

2.2 The job description and specification for a graduate trainee 5

2.2.1 Job description 5

2.2.2 Person specification 8

2.3 Evaluation 10

3.0 Graduate recruitment sources and recruitment strategy 11

3.1 Review on graduate recruitment sources 11

3.2 Recruitment strategy outline 13

3.2.1 Job identification and priority 14

3.2.2 Candidate to target 14

4.0 The method to reduce the number of graduate application to an effective number 17

4.1 The method of application processing and CV screening 17

4.1.1 Agreement on resume review and involvement 17

4.1.2 Speeding up the review process by organizing application materials 18

4.1.3 Thoughtful and objective resume review 19

4.1.4 Making up the final interview decision 21

5.0 The induction program 21

5.1 Introduction 22

5.2 The process of induction 23

5.2.1 Induction coordinator 23

5.2.2 The Induction Checklist 24

5.2.2.1 General information 24

5.2.2.2 Major issues 24

5.2.3 Meeting with coordinators 25

5.2.4 The end of the program 25

5.3 Training and developing program 26

5.5. Evaluation 27

6.0 Conclusions 27

7.0 Reference 28

8.0 Appendixes 31

8.1 Employee Induction Checklist in Rasa Sayang Hotel 31

8.2 Induction Program Evaluation Form 32

Figure and table

Figure 1.0 recruitment sources………………………………………………………………………….12

Table 1.0 Advantages and disadvantages of internal sources…………………………………14

Table 2.0 Advantages and disadvantages of external sources………………………………..14

Table 3.0 Criteria on reviewing resumes…………………………………………………………….22

1.0 Introduction

Rasa Sayang Hotels is the famous player in the hospitality industry in Malaysia, which owns about 95 chain hotels. And in the recent time, the management of this hotel is planning to expand its business into a wider region of the South East Asia region. To ensure the successful expansion of Rasa Sayang Hotel, it is so important to strengthen the talent pool to support the requirement of the environment under fierce competition from both domestically competitors and international competitors.

Therefore, in this report we’ll thoroughly investigate some human resource issues in Rasa Sayang Hotel supported by suitable suggestions in the areas of the sources for graduate recruitment and related strategy, method to effectively reduce application number as well as the issue on recommendations for the induction program for the graduate trainees.

2.0 Job description and person specification

2.1 Definition and literature review

Stone (2011, pp. 159) defined job description refers to a written statement explaining the purpose of a job, what activities are performed, the conditions under which they are accomplished and the performance standards required. At the same time, person specification refers to a written statement of the formal qualifications, knowledge, abilities, skills and personal characteristics a person needs to perform a given job successfully (Stone 2011, pp. 153)

2.1.1 Components of job description and specification

Dessler, Griffiths and Lloydwalker (2007) mentioned there are several components for HR manager to consider when design the job descriptions including job identification (including the information about the job title, department as well as reporting relationships.), job objective, duties and responsibilities, relationships, knowledge, problem solving, authority, accountability, special circumstances, personal standards, trade union membership and other requirements and so on. And for the components of person specification, we can find that the requirements on experience, qualifications, skills, abilities, and knowledge, personal characteristics and other special requirements depending the the job characteristics are all necessary.

2.2 The job description and specification for a graduate trainee

Based on the current situation of Rasa Sayang Hotel, we will suggest the following job description and specification for the graduate trainee to assist them to better understand their position and jobs.

2.2.1 Job description

This job description for Rasa Sayang Hotel is designed on the basis of both the current situation of this hotel and some famous examples in the hospitality industry related literatures from Patwardhan and Venkatachalam (2012) as well as Stone (2011).

Job title: Graduate trainee

Location: preferably in Malaysia or in some south East Asia region

Role requirement: (described in personal specification below)

Employee benefits: free meals, easy access to the leisure facilities in Rasa Sayang Hotel, reasonable total working hours, attractive pay increasing rate, six weeks holiday, profit share, well designed pension scheme and medical insurance and so on.

Reports to: HR director of Rasa Sayang Hotel

Written by: Ban Wenlong (regional HR Business Partner of Rasa Sayang Hotel)

Job objective

To perform high standard of customer services, and work as the member of the team in each required area, make contributions to the staffing decision process, management and control of budgetary with the support of full understanding of the business in Rasa Sayang Hotel so as to be more qualified to the management position.

Main duties and responsibilities

Assist in the development, maintenance as well as improvement on policies on the high level of customer service standard in Rasa Sayang Hotel to meet the needs of fierce competition and various customer requirements.

Work as the member in the team for each area in Rasa Sayang Hotel to take up these responsibilities such as coming up with suggestions in the decision making process, make contributions for the hotel on control budget to produce the expected performance, and develop full understanding on the hotel business even including detailed information.

Work and cooperate closely with each member in the team to review the function of systems and processes related to the job and offer suggestions or recommendations for better improvement on efficiency and effectiveness.

Develop good and effective working relationship with these colleagues so as to contribute to better and satisfactory performance.

Ensure the services received by customers offered by your position are correct and satisfactory and actively as well as positively to assist this hotel to collect immediate and reliable customer feedbacks to improve the customer service in Rasa Sayang Hotel.

Develop good communication skills to master the communication measures and channels in Rasa Sayang Hotel to ensure the information received by you is correctly understood and delivered to others correctly so as to enhance the communication effectiveness and efficiency in Rasa Sayang Hotel.

Make sure that the cooperation or engagement involved in with other members of Rasa Sayang Hotel is free of discrimination and obey the rule of equity and fairness.

Carefully and actively to prepare oneself with sufficient professional knowledge and skills required by the hospitability industry to meet the needs of a management position.

Relationships

Internally, relate with the staffs in different department of Rasa Sayang Hotel, human resource director and under the guidance as well as monitor of the general manager of Rasa Sayang Hotel. Externally, relate to these business partners of Rasa Sayang Hotel when necessary, under the development strategy charged by the regional HR business partners.

Knowledge (see person specification in below)

Special circumstances

Successful performance of the job required by Rasa Sayang Hotel results from the incumbent to long work hours during the peak seasons of hospitality industry, flexibility to adopt to the communication manner with customers from different background, religion, language, culture and so on, and good cooperation with colleagues from different background even under high work pressure.

Other

It is important to notice that the incumbent possesses or can develop the capacity in the future to meet the requirement of a management position in Malaysian region or other Asia region engaged by the business of Rasa Sayang Hotel.

2.2.2 Person specification

This person specification for Rasa Sayang Hotel is designed on the basis of both the current situation of this hotel and some famous examples in the hospitality industry related literatures from Patwardhan and Venkatachalam (2012) as well as Stone (2011).

Experience

Working experience in hospitality or other related industry is preferred.

Computer literacy and experience with HRIMS are desirable.

Experience of promoting working diversity and equity is desirable

Qualifications

College or university graduates with a good honors degree or above related to business areas are preferred.

Skills, abilities and knowledge

Fluency in English is essential and fluency in other languages such as mandarin, or French, or Italy, or Spanish, or Korea, or Japanese or German and so on are desirable.

Outstanding skills in communication, human relationship building and negotiation are also crucial

Full understands the hospitality industry and the importance of customer service in this business area.

Capability to think ahead and well developed problems solving skills especially towards sudden problems.

High awareness on self-development’s importance and even without the instruction from the management

Ability to deal with people related issues or problems tactfully and with good understanding and awareness on the issues of confidentiality.

Full commitment to the professional development issue

Personal characteristics

Open and pleasant personality is preferred.

High achievement motivation is desirable.

Preference to communicate with people and have full passion to work in the hospitality industry

Special requirement

Able to work shift work

Able to travel from time to time not only in Malaysia but in the Asia region

Able to work irregular hours

2.3 Evaluation

In many literatures, the components included in job description and specification, are various and cover many items as we mentioned above (Stone 2011). While as a matter of fact, depending on the current situation of Rasa Sayang Hotel, we design this job description and specification, which may not include all of the components but can reflect the actual needs of Rasa Sayang Hotel on talent recruitment and selection.

3.0 Graduate recruitment sources and recruitment strategy

3.1 Review on graduate recruitment sources

Accoridng to the resaerch from Breaugh (2008), there are two kinds of sources for organizations to choose the candidates in their recruitment processes including the internal sources and external sources.

Figure 1.0 recruitment sources

figure 1.0

Source: Dessler, G., Griffiths, J. & Lloydwalker, B. 2007, Human resource management, 3rd edn, Prentice Hall, London,

In the above figure, we can get that there are so many sources both from the external and internal fields for Rasa Sayang Hotel to choose candidates to meet the needs of different working position.

On the one hand, recruitment from the internal sources owns its advantages and disadvantages based on the research from Stone (2011) which is shown in the following table 1.0

Table 1.0 Advantages and disadvantages of internal sources

Recruitment from internal sources

Advantages

Disadvantages

Better understanding on the strengths and weaknesses of these candidates

It is possible for these employees to be promoted although their actual ability can’t meet the requirement of the position.

Candidates from the internal field have already developed the knowledge about the organization to a certain extent.

Fighting for promotion may reduce working morale

the working morale and motivation have already been injected to these internal candidates

It may reduce the creativity and innovation.

the return from the investment on training or development programs for these candidates from internal may be increased.

It is possible to foster a bureaucratic system

it may assist organizations to build healthy circle of promotion and employ development

The requirement on training or development programs may higher.

Source: Stone, R. J. 2011, Human resource management, 7th edn., John Wiley & Sons, New Jersey , pp. 153, pp. 159,

On the other hand, recruitment from external sources also owns its advantages and disadvantages.

Table 2.0 Advantages and disadvantages of external sources

Recruitment from external sources

Advantages

Disadvantages

the talent pool is wider for organization to choose candidate

it is more difficult to attract and select talents from outside

new ideas, fresh blood, perspectives can be introduced to organization

it may takes longer time for new employees to adopt the organizational environment

to hire people from outside may be cheaper and easier compared to inside

it takes longer time for employees employed from outside sources to be well understood by the colleagues

Candidates from outside aren’t been injected with some existing cliques

the communication effectiveness may be impacted for a period

Source: Stone, R. J. 2011, Human resource management, 7th edn., John Wiley & Sons, New Jersey , pp. 153, pp. 159,

As there are both advantages and disadvantages for Rasa Sayang Hotel to management the recruitment sources, it is recommended to employ the most effective and suitable sources. On the one hand, for these key positions such as management position, we still advise Rasa Sayang Hotel to act a little bit conservative to promote inside employees to fill these positions and give new employees more time to grow up (Stone 2011). On the other hand, for these positions in Rasa Sayang Hotel such as in the field of customer services, food and beverage assistant, restaurant assistant, marketing people and other low to middle level positions can resort to external sources of graduates, which may bring fresh blood, new perspectives to the hotel so as to improve its creativity and productivity (Stone 2011).

3.2 Recruitment strategy outline

3.2.1 Job identification and priority

Stone (2011) emphasized the importance of identifying and prioritizing jobs in the recruitment strategy for organizations. For Rasa Sayang Hotel, the first step for it to take into consideration is this when making up the recruitment strategy.

That is to say, the first step in recruitment strategy of Rasa Sayang Hotel is to find out and identify these positions which require immediate fulfillment (Werner & DeSimone 2012). To ensure the quality of the entire recruitment issue in Rasa Sayang Hotel, it is also necessary for us to figure out or prioritize these vacancies which need to fulfill first (Werner & DeSimone 2012). And then it’s the turn of the other vacancies. For example, the vacancies of the receptionists or front desk clerks for Rasa Sayang Hotel may be more necessary to fill first than other vacancies, which the front position to face the inspection of customers who own diversified requirements. If this part can’t meet the requirement of customers, the first impression of Rasa Sayang Hotel on customers will be discounted.

Hence, the first step included in this recruitment strategy of Rasa Sayang Hotel is to figure out these positions which ask for immediate fulfillment.

3.2.2 Candidate to target

The second element included in the recruitment strategy for Rasa Sayang Hotel is to figure out these candidates to target. The hospitality industry owns its special characteristics, which has a lot of time to face the challenge from not only the customers all over the world but also the fierce competition produced by these competitors. Hence to understand the requirements of this industry for these candidates will facilitate Rasa Sayang Hotel to pick up the suitable talents from so many candidates, which will bring a lot of benefits for this organization as well. Therefore, the second step for Rasa Sayang Hotel to carry out in its recruitment process is to target the right candidates according to the following parameters based on the research from Werner and DeSimone (2012).

Firstly, referring to the performance level, strategies to focus on recruit high quality performers and average quality performers are necessary. To evaluate the qualities of these candidates, interview process is critical with the assistance of some formal test to examine their professional quality as a practitioner in hospitality industry. Problems which may occur in this industry aroused by the customers can be given to these candidates and ask for the solutions. For example, problems such as customers may feel dissatisfaction with the house service or some customer complaints the sound insulation is poor and asks for a room change when there is no room available can be given for these candidates to examine their reaction and response on emergency.

Secondly, referring to the experience level, Rasa Sayang Hotel should also focus on how to actual examine the experience of candidates related to hospitality or related industry. As we all know, the experience for a candidate is so important especially for the practitioner of hospitality industry when dealing with emergency. Hence, Rasa Sayang Hotel is recommended to range these candidates from the fresher to experienced professionals, which may ease the difficulty level of for human resource department in Rasa Sayang Hotel to allocate the suitable employees in different position.

Thirdly, referring to define the category of candidates, Rasa Sayang Hotel should also take care. To clearly define these candidates which can easy the difficulty level for the following recruitment process. For instance, the category of candidates can be subdivided such as what industry this candidate is in whether he or she is in the same industry or the the different industry from Rasa Sayang Hotel, education background of these candidates, and other related issues, which is aimed to ease the difficulty level and improve the quality and success of the following steps of recruitment.

Fourthly, it is also crucial for Rasa Sayang Hotel to well define the different recruitment sources from both internal and external fields. In the internal side, we suggest that Rasa Sayang Hotel should refer to the referral of other employees to determine with employees are suitable to be promoted to a higher position. In the external field, various means can be adopted to widen the talent pool to gain more chances to get the right people joining in the family of Rasa Sayang Hotel.

Furthermore, it is also important for Rasa Sayang Hotel to choose professionals of recruitment to assist it to get the right people. For instance, during the recruitment process it is inevitable to meet the interview process, which requires the professionals to well conduct. And when determining the professionals, these aspects including the behavioral skills, technical skills communication skills and so on mastered by them should also be required.

At last, it is so important to carry out the parameters to judge these candidates including the HR level interview, technical level interview, psychometric level interview, and other hospitality industry related interview to best determine the right talents.

4.0 The method to reduce the number of graduate application to an effective number

It is no doubt that there will be many applications received by Rasa Sayang Hotel. Hence to hire the right personnel to fill the certain vacancy is a relatively complicated process, which asks for well designed staffing strategies. To assist Rasa Sayang Hotel to reduce the number of so many graduate application to a certain number which can even put through the assessment center is a crucial tasks, which will offer a method to assist Rasa Sayang Hotel fulfill the task.

4.1 The method of application processing and CV screening

4.1.1 Agreement on resume review and involvement

It is so important for us to fulfill the resume tasks to support Rasa Sayang Hotel to facilitate the smooth process of the assessment center later. Therefore, it is necessary for the resume review team to make an agreement on the process to evaluate the job applications such as resumes from applicants and ensure the high level of involvement of team members in Rasa Sayang Hotel (Moy & Lam 2004).

Based on the suggestions from Moy and Lam (2004), we can get the following steps.

Firstly, it is necessary to determine the member of the team to conduct the resume review in Rasa Sayang Hotel. Based on the current situation that Rasa Sayang Hotel plans to expand its business in a wider region in the South East Asia region, which indicate the recruitment number of people may be not in a small number and it is very important for Rasa Sayang Hotel to build a good image as the employer to support the future needs on talents. We suggest the team of resume review should be in a certain number. With more than one person to review these application resumes, viewpoints on these applicants depending on the resume information may be balanced with the removal of some biases and discrimination factors, which will assist Rasa Sayang Hotel to develop a relatively better understanding on all of these job applicants generally. (Moy & Lam 2004)

Secondly, some members of the resume review team should be responsible for the resumes’ collection and organizing. For instance, there are several channels for people to send job applications to Rasa Sayang Hotel including letters, e-mails, phone calls or other manners. People in the resume review team who are responsible to receive these applications should perform very professional. The way to deal with e-mail application for instance, responsible member is suggested to create the automatic reply to save time and ensure these applicants that their applications have been received by Rasa Sayang Hotel with the sense of the recruitment is processing. (Moy & Lam 2004)

Thirdly, figure out the time constraints for reviewer to fulfill the resume review task to improve the efficiency and effectiveness. (Moy & Lam 2004)

4.1.2 Speeding up the review process by organizing application materials

For one thing, when receiving the application materials from candidates, it is necessary for members of the resume review tea to reply whether by automatic reply or not, which will give these candidates a good and professional image from Rasa Sayang Hotel (Burch & Anderson 2008).

For the other, logical and systematical process is important for Rasa Sayang Hotel to review these application materials for instance, organize these received resumes in alphabetical order will ease the future difficulty level. And a number system may assist alphabetical to ensure the correct process of review team in only only today’ talent recruitment practice but also in the future to enhance the communication process later (Burch & Anderson 2008).

4.1.3 Thoughtful and objective resume review

Burch and Anderson (2008) also advocated the significance to review these application materials in a thoughtful an objective manner.

First, although the task to review these application materials may be heavy that sometime, we may have to review hundreds of resumes. The essential rule is to ensure the review quality that we must review these resumes thoughtfully and objectively to find out necessary information we required effectively (Anderson 2008).

Second, the tool named assessment grid is recommend to be adopts to facilitate the resume reviewing process in Rasa Sayang Hotel, because this tool enable us to outline these key criteria of the job vacancies’ requirements including elements in job description as well as specification, which enable us to compare the quality of these candidates with these key criteria required by the jobs much easier (Anderson 2008).

Thirdly, when compared the quality of candidates based on their resumes to the criteria required by these jobs, we should find out the following elements shown in the following table.

Table 3.0 Criteria on reviewing resumes

Criteria to review resumes

to what extent does the candidates ‘profession related experience and education background match with the requirement of the job vacancies?

keep in mind to think whether this candidate is suitable for the working environment provided by Rasa Sayang Hotel. And figure out the suitable working environment for the candidate and compared this environment to that of Rasa Sayang Hotel.

Figure out these specialties which the candidates may contribute to our organization based on his or her already achievement, which should also be highlighted for the following reviewers.

Does the candidate’s cover letter put his/her experience in a context that allows you to see how close a match it is to our organization?

evaluate the working history of the candidates although some candidates are new college graduate, some of them may also own part time working experience. And then evaluate the process and advance made by the candidates resulting from their working experiences to assess the developing potential of the candidates generally.

work carefully to examine these red flags in the background offered by these candidates such as thee unexplained gaps in the education or work chronology or too frequent job shifting, which may disclose some crucial information of the candidate for us in the future assessment.

pay much attention to the self evaluation of the candidate and the willingness for him or her to choose the job in Rasa Sayang Hotel and how does their evaluation on the fitness of them to Rasa Sayang Hotel.

Source: Layton, R., Shay, P. & Terronez, M. 2007, Three Dimensional Interviewing: Hiring for Capability, Commitment and Chemistry, VisionPoint Productions, Inc., Texas,

Fourthly, when fulfill the first round of reviewing the application materials, the meeting to choose the yes candidate is very significant. As there are several reviewers invited to go through the application materials for Rasa Sayang Hotel, there will be different perspectives on whether the candidates are suitable to come into the following assessment process. In the aspect, resume reviewing teams should take every suggestions and perspectives into consideration and review these materials by making comparison between the qualities owned by these applicants with the criteria required by these job vacancies in Rasa Sayang Hotel. And then determine whether should say “yes” or “no” to the application. (Anderson 2008)

4.1.4 Making up the final interview decision

This is the last step carried out in the method of application processing and CV screening.

First, re-examine the group of “yes” resumes with further analysis and comparison and then figure out these strengths and weaknesses own by each candidates to facilitate the future assessment. Second, re-check the group of “maybe” to move candidates either to the group of “yes” or the group of “no”. Thirdly, come up with ideas for the future interview of the potential candidates and figure out some key questions will be adopted in the future assessment towards the candidate. At last, make notice to these candidates who gain the chance to get the following assessment and these candidates who fail. (Anderson 2008)

By and large, the ultimate aim of the application processing and CV screening made up of many important steps is to facilitate the future assessment center to go much smoothly without wasting time on some unsuitable candidates (Anderson 2008).

5.0 The induction program

5.1 Introduction

According to the research of Casado (2005) on the induction program for graduate trainees, we can get that the introduction program is designed and carried out to assist these new employees to develop a relatively thorough understanding on the position of their jobs and ensure their swift and effective transition to the new organization, which is aimed to reduce the attrition with the new organization in the beginning time.

And at the same time based on the recommendation from Delahaye (2005), this induction program for the graduate trainees in Rasa Sayang Hotel will cover any aspects as below.

At first, this program will provide these graduate trainees with a well designed and planned introduction on this induction programs and its duration. In the introduction, the major aim that to facilitate these trainees to become more competent and familiar with their positions will be emphasized to arouse their attention to this induction programs.

Secondly, this training program will also assist these gradate trainees to develop contact with these people who will have some relationship with their future jobs. That is to say, this induction program will facilitate them to develop the interpersonal skills.

Thirdly, to further enhance these trainees’ knowledge and understanding of their posts and these related issues in all of the departments from Rasa Sayang Hotel.

Fourthly, this induction program will also include the content which is aimed to provide these graduate trainees with the overview of how Rasa Sayang Hotel operates and its organizational mission.

At last, the purpose of this induction program is to welcome these graduate trainees to the family of Rasa Sayang Hotel with the offering of a brief introduction of the entire origination of Rasa Sayang Hotel.

5.2 The process of induction

5.2.1 Induction coordinator

With reference to the contribution from Guthridge, Komm and Lawson (2008), in this induction program we will nominate some induction coordinators to monitor the whole training process. As the most suitable candidates for Rasa Sayang Hotel to oversee the process are the people in different department such as the head of different department and their nominees, we will invite these people to give guidance of our program to ensure the high quality of this induction program for these graduate trainees.

In addition, regular meetings to define and review the training needs will be held to ensure the quality of the entire induction program from the beginning to the end. At the same time, these meetings will also give the chances for these trainees to come up with other issues related to their future employment in Rasa Sayang Hotel. Furthermore, the trainees in our induction program will be allocated with mentors who are often the senior colleagues with rich professional knowledge and experience to offer advices and support (Frank & Taylor 2006).

5.2.2 The Induction Checklist

5.2.2.1 General information

In this induction program, we offers these graduate trainees with the checklist outline about the basic stages involve in this program, which can be modified based on the specific needs of these trainees. At the first day of the program, this checklist will be delivered to each trainee to assist them to examine every item in this program. And at the same time, trainees are required to develop the discussion with their coordinator to ensure these arrangements covered in this induction programs at the end of the first period. At the same time, any query about this induction program can be delivered to the coordinators in the program at first time. Due to the importance of this checklist, we attach it in the end of this report, please check it.

5.2.2.2 Major issues

On the basis of the suggestions from Lombardo and Eichinger (2000) as well as Stahl et al. (2007), we get the following important issues in the checklist for these graduate trainees engaged in our induction program of Rasa Sayang Hotel.

First, these arrangements in the day one of the induction program are so crucial for Rasa Sayang Hotel to promote a good start of the induction. In the first day, 15 important tasks will be fulfilled such as meeting with the key people of the induction programs including the coordinators and senior mentor, visiting the departments of Rasa Sayang Hotel and introduction to other colleagues, working hours, arrangement of the payroll system, obtaining identity card and meeting with the boss of each department and so on (Lombardo & Eichinger 2000).

Second, the arrangement during the first week should also be emphasized. In this time period, five major tasks should be achieved including the introduction of the intranet system of Rasa Sayang Hotel, starting the meeting plans, further introduction on job description and specification of different posts in Rasa Sayang Hotel and so on (Stahl et al. 2007). Moreover, it is important to review the whole process of the induction programs and identify the needs on the training as well as development.

5.2.3 Meeting with coordinators

Our induction programs for the graduate trainees will last about 3 months, at the end of the first month we will arrange a meeting between these trainees and their coordinators to review the entire training process and make agreement on these excellent items (Stahl et al. 2007).

5.2.4 The end of the program

At the end of the three months, we will also offer the opportunity for these trainees to discuss with their coordinators on the achievement of the induction programs received by them. During this time, they will make the decision together on whether to complete this program or there is still important issues should be involved (Guthridge, Komm & Lawson 2008).

Furthermore, suggestions on the future training and development programs related to the job roles for these trainees should be identified to assist the success future training programs as well (Guthridge, Komm & Lawson 2008).

5.3 Training and developing program

The Human Resource Department of Rasa Sayang Hotel will produce the induction program with in-house training courses which will be distributed to every trainee at the beginning (Jackson & Schuler 2006). There are different courses offered to these graduate trainees, which cover rich information and knowledge of each department, positions related to these trainees in their future jobs. These courses can be chosen by these trainees freely under the guidance of their coordinators.

Besides, on the HR website of Rasa Sayang Hotel, trainees can get the access to the staff development programs offered by us which covers information such as the structure, function, history, opportunity, facility and other important issues about Rasa Sayang Hotel (Jackson & Schuler 2006). This kind of data can facilitate these graduate trainees to produce easier transition to the induction programs as well as the training and developing programs of Rasa Sayang Hotel in the future (Jackson & Schuler 2006).

5. 4 Budgetary Group Training

In Rasa Sayang Hotel, each department own its budgetary group charged by the chief budgetary group of Rasa Sayang Hotel. For these graduate trainees, it is necessary to develop the knowledge and skills on budgetary control, which may enable them to make better performance when design and carry out some project planning (Werner & DeSimone 2012). Hence, the budgetary group training will also be included in the induction programs for these graduate trainees. Furthermore, the coordinators of the training and developing programs in the induction project this time will also offer sufficient assistance for these trainees to fulfill their requirement and remove their doubts on the budgetary control.

5.5. Evaluation

We also prepare an evaluation form for each trainee to write down their comments on the induction programs for them, which will assist Rasa Sayang Hotel to make some improvement for the new staffs in the future (see attachment in the appendix).

6.0 Conclusions

In this report, we have explored four major issues in Rasa Sayang Hotel including the job description and specification issue for graduate trainees, issue on the sources for graduate recruitment and related strategy, method to effectively reduce application number as well as the issue on recommendations for the induction program for the graduate trainees in Rasa Sayang Hotel.

All in all, what we have done is aimed to assist Rasa Sayang Hotel to enjoy a healthy and effective human resource strategy related to the talent recruitment, selection and development aspects to offer it’s the bigger and high quality talent pool so as to meet the requirement of the environment both from internal and external fields.

7.0 Reference

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Burch, G. S. L. & Anderson, N. 2008, The team selection inventory: empirical data from A New Zealand sample, Asia Pacific Journal of Human Resource, vol. 46, no. 20,

Casado, M. A. 2005, Student expectations of hospitality jobs, The Cornell Hotel and Restaurant Administration Quarterly, Vol. 33, Issue 4,

Delahaye, B. L. 2005, Human resource development, 2nd edn, John Wiley & Sons, New Jersey,

Dessler, G., Griffiths, J. & Lloydwalker, B. 2007, Human resource management, 3rd edn, Prentice Hall, London,

Frank, F. & Taylor, C. 2006, Talent management: Trends that will shape the future, Human Resource Planning, vol. 21, no. 1,

Gatewood, R. D. & Field, H. S. 2001, Human resource selection, 5th edn, South Western, Ohio,

Guthridge, M., Komm, A. B. & Lawson, E. 2008, Making talent a strategic priority, Leadership and Innovation McKinsey Quarterly, vol. 1,

Jackson, S.E. & Schuler, R. S. 2006, Managing human resources, 9th edn, Thomson, London,

Layton, R., Shay, P. & Terronez, M. 2007, Three Dimensional Interviewing: Hiring for Capability, Commitment and Chemistry, VisionPoint Productions, Inc., Texas,

Lombardo, M. M. & Eichinger, R.W. 2000, High potential as high learners, Human Resource Management Review,

Moy, J. W. & Lam, K. F. 2004, Selection criteria and the impact of personality pn getting hired, personal review, vol. 33, no. 5,

Patwardhan, V. & Venkatachalam, V. B. 2012, A study on career management issues of women managers in Indian Hospitality Industry, Journal of Hospitality Application & Research, Vol. 7,

Stahl, G. K., Bjorkman, I., Farndale, E., Trevor, J. & Wright, P. M. 2007, Global talent management: How leading multinationals build and sustain their talent pipeline, Faculty & Research Working Paper,

Stone, R. J. 2011, Human resource management, 7th edn., John Wiley & Sons, New Jersey , pp. 153, pp. 159,

Werner, J. M. & DeSimone, R. L. 2012, Human resource development, 6th edn, South- Western, Ohio,

8.0 Appendixes

8.1 Employee Induction Checklist in Rasa Sayang Hotel

Name Department

Name of Senior Colleague/Mentor Start Date

Please refer to Notes of Guidance on the Induction programme, as set out in the ‘Conditions of Service and Information for Members of Staff Booklet’.

Area of Induction

Tick when

complete

Notes

1.0 Day 1

1.1 Meeting with Induction Coordinator

1.2 Introduction to Senior Colleague/Mentor.

1.3 Tour of Department & introduction to other staff.

1.4 Location of fire escapes & evacuation procedures

1.5 Accident procedure including name & location of first aider and location of first aid kit.

1.6 Location of toilets

1.7 Hours of work (including details of flexi-time arrangements if applicable).

1.8 Arrangements for booking annual leave, notification of sickness etc.

1.9 Arrangements for work breaks and lunch.

1.10 Location of Staff Social Centre.

1.11 Arrangements to contact Payroll Services.

1.12 Arrangements for obtaining Identity Card.

1.13 Meeting with Head of Department (if not Induction Coordinator).

1.14 Use of telephone system of Rasa Sayang Hotel (including arrangements for personal calls).

1.15 Introduction to the work area and overview of duties of the post, including identification of Health and Safety aspects relating to the working environment and the duties of the post.

Discussion of plan for phased introduction to the duties of the post over the induction period.

2.0 During First Week

    1. Access Rasa Sayang Hotel through the intranet via the HR Website

    1. Tour of Rasa Sayang Hotel and/or other appropriate areas

2.3 Start of planned meetings with key people (Identified by Induction Coordinator).

2.4 ●Start of planned introduction to specific duties of post.

Specific aspects that need to be covered to be

identified in conjunction with the Induction

Coordinator and a program developed to deal with these.

2.5 At the end of the first week, meeting with Induction Coordinator to review Induction Program and identify training and development needs. Develop program to meet these needs and to deal with any other issues identified.

2.6 Register to attend standard a course for all new employees. Identify any other courses or training activity required, and the arrangements for meeting these needs. These should include the standard introductory sessions on Health and Safety and Equal Opportunities.

3.0 At the end of the first month

3.1 Meet with Induction Coordinator to review progress. Agree an action plan to deal with outstanding items.

4 At the end of 3 Months

4.1 Meet with Induction Coordinator to determine whether Induction Program is complete or if there are still outstanding items. Agree an action plan to deal with any outstanding items.

If Induction Program is complete, discuss possible courses of action in relation to future development of the job role.

8.2 Induction Program Evaluation Form

Please complete this form and return it to the Training and Development department no later than six months from the date you commended employment with the Rasa Sayang Hotel. To help improve the arrangements for the Induction of new employees, we would value your responses to the questions below. Please feel free to include comments related both to starting your particular job and to getting to know the University in general.

Name of Employee

Department

Start Date

1 Information provided before you started work at Rasa Sayang Hotel *(Please delete as appropriate).

Was the information provided adequate for your needs? YES/NO*

(Please comment if you wish, including details of any further information which you feel would have been helpful).

2 During the first one or two weeks of starting work

Please rate the following aspects of your induction, by ticking the appropriate response.

Good

Adequate

Unsatisfactory

Initial briefing by Induction Coordinator about Induction process

Information contained in Induction Pack

Introduction to Department and its Procedures (including Health and Safety aspects).

Introduction to the duties of your post

Introduction to general procedures in Rasa Sayang Hotel

Support received from Senior Colleague/Mentor

Comment on any of the above if you wish:

3 General Comments

Are there any further events, information on specific topics or other issues which you feel should be included as a standard part of staff induction procedures? Please give details.

Thank you for completing this form. Please return it to the regional HR Adviser Mr. Ban Longkai, HR Dept, Rasa Sayang Hotel,

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