What Marriott Is Doing Well in Terms of Talent Management
Providing employees with opportunities for professional growth and advancement is one of the most well-known strategies for effective talent management in the workplace. Through various training and mentoring programs, Marriott has invested in the professional development of its staff. One thing that drives Marriott is ensuring its employees’ professional development (Catana et al., 2021). The company ensures that each hotel funds training programs and that the exercise is made available to all associates in every location worldwide. Each year, the associates receive training that lasts for at least one week in total.
The Marriott organization conducts evaluations for its staff members. Assessment programs are one way to learn how employees are performing and identify areas where there is room for improvement. One of the things that keep Marriott going is its total rewards program. With this program, management can evaluate the performance of each employee by soliciting feedback from associates in the form of surveys (Hassanein et al., 2022). They evaluate the performance of the associates at the same time that they assess how satisfied the guests are. The evaluation at Marriott is not based solely on achieving monetary goals but considers ratings of contentment provided by customers and employees.
The employees at Marriott are given adequate compensation since employers need to pay the best and most talented workers competitively to enhance their retention. The workers at Marriott are given a great wage, and there are opportunities for associates to make additional revenue through various reward programs (SHRM India, n.d.). During an employee’s birthday or anniversary, the company ensures they can spend quality time with their families on the hotel’s premises. These benefits have the potential to retain a significant number of workers.
The transfer of leadership at Marriott is handled expertly, and the company is excellent at retention. Employees who display the potential for leadership roles or those at the next level are nurtured, mentored, and coached through a well-organized program at Marriott, featuring a platform on which those in management positions can participate (Maurya et al., 2020). When more senior employees leave the company due to retirement or other reasons, the company’s culture, values, and day-to-day operations continue unabated under the leadership of those who have succeeded them. Additionally, Marriott invests in its colleagues’ long-term employment and professional development.
Marriott has a highly effective communication line with its staff members. To manage a team successfully, it is essential to have excellent lines of communication between management and lower-level employees. Every worker is expected to feel unrestricted in their ability to voice any issues or opinions (SHRM India, n.d.). The open-door policy is practiced at Marriott, and the company has established a reliable route through which all associates can communicate any comments, thoughts, or ideas to management. The management of Marriot also assures that they respond once their colleagues contact them. The organization has a mechanism in place for tracking and monitoring to guarantee that communication is effective.
How Marriott Can Improve Their Practices Related to Talent Management
Instead of putting more emphasis on the training of their current staff, Marriott should shift their attention to recruiting high-performing workers. Marriott should prioritize hiring high-performing entry-level employees to construct an integrated talent management system. Consequently, the company will use fewer resources in the process (SHRM India, n.d.).
There is no indication in the Marriott case study that management is developing a job description for the available opportunities in the company. Therefore, Marriott’s management posts well-developed job descriptions internally and externally. In the descriptions, clear job responsibilities ought to be included to ensure that all individuals who apply for the jobs know what is expected of them.
The currently employed people at Marriott need to be informed about the referral program. It is obvious that talented people know other gifted individuals; therefore, current Marriott workers should be included in hiring new personnel (SHRM India, n.d.). When hiring new employees, the current workers should suggest friends, coworkers from previous jobs, or classmates as potential candidates. Marriot needs to give current students looking for work experience in the industry the opportunity to join their teams. The management should also consider the possibility of providing internship opportunities to recently graduated students; this will ensure the acquisition of more qualified candidates. Since the students and the interns will be considered for job openings in the future, the amount of time and resources needed to instruct them on the values and procedures of the company will be reduced.
Suggestions to Marriott About Its Approach to Talent Management
The fact that each hotel in the company contributes money to support the program may give the impression to the staff that they are paying for their training, which is why Marriott should reconsider its development strategy. For the enjoyment of Marriott’s workforce, it would be in their best interest to locate an additional source of funding for this initiative (Hassanein et al., 2022). To improve the quality of life for workers at Marriott, I recommend that more holidays be given to workers; currently, two days off each week are equivalent to a usual weekend off. Marriott should provide staff and customers with at least one month’s vacation each year.
In addition, Marriott should incorporate additional bundles into the various payment schemes they offer their staff members. Competition between the departments can be boosted by dividing smaller goals that can be measured and assigning them to other sections. Providing a variety of rewards for departments that perform better than expected or meet employees’ goals and motivate them significantly is crucial.
References
Catana, Ş. A., & Toma, S. G. (2021). Entrepreneurship in the hospitality industry. Case study: Marriott International. SEA-Practical Application of Science, 9(27), 221-225. Web.
Hassanein, F., & Özgit, H. (2022). Sustaining human resources through talent management strategies and employee engagement in the Middle East Hotel Industry. Sustainability, 14(22), 15365-15374. Web.
Maurya, K. K., Agarwal, M., & Srivastava, D. K. (2020). Perceived work–life balance and organizational talent management: Mediating role of employer branding. International Journal of Organization Theory & Behavior, 24(1), 41-59. Web.
SHRM India. (n.d.). Best workplaces 2012: Case studies on HR best practices. Web.