Application Paper

Application Paper This paper is your statement of what you have learned and want to apply in your professional and personal life going forward. It is important to be as specific as possible, and not settle for general statements such as “engagement is important to monitor.” As you form your responses, it may be useful to think about all the sources of information made available to you during the course and what you have learned from them: The Fearless HR and Aha books, classroom presentations, the book reports and business acumen challenge, class projects and case studies, your experience making presentations and working with your team, videos, and your personal reflections on class discussions and course goals. The length of this paper will vary based on your learnings, but I would imagine that the treatment should be in the four to eight page range. To me, it is not the number of pages that is important; but the quality of thought and the concepts, themes and tools that resonated with you. The final assignment has two components: 1) to apply course concepts, tools and insights to your professional life going forward, and 2) to reflect on your assessment of Fearless Capabilities and Competencies and commit to a personal development plan. Essentially the first component answers the question: what have you learned in this course and how do you plan to apply it in the future. It is important to be specific and as detailed as possible. It is not enough to say, for example, that the talent management model is valuable. Go into more depth to discuss which parts of the talent management model are most useful and what, specifically, can you do to operationalize and apply these insights. For the second component, you will retake the personal assessment, compare it with the one you took to start the course, and then identify three development goals that you commit to for the next six months. Background: This is the final assignment of talent management class. Book we used: “Fearless HR—Driving Business Results” by David C Forman. I also attached class PowerPoints. Hope It can help you know what we learned during these 14 weeks. Activities we did during these 14 weeks: Major Course Project—Paper and Presentation: The Business Context for Talent Management (I attached our team PowerPoint) This is the team final project. Our team is hotel industry, and we
choose the Hilton, Marriott, Four Seasons hotels.Presentation: Individual book reportsMy book is Work Rules by Laszlo Bock, 2015Personal Assessment of Fearless Capabilities (I attached my personal assessment did on the first class and the last class) Each person takes a two-page assessment based on the capabilities and
competencies described in Fearless HR. They will then re-take the assessment at
the end of the course; and this will be
input for their application paper.Presentation: Business acumen challengeEach student will lead a five to seven minute class discussion (over the
course of 10 weeks) on current business events that impact the talent and
business prospects of businesses and organizationsDiscussion of Website Analysis (I attached our team PowerPoint) This is also team project in the Week 5. Our team is hotel industry, and we choose the
Hilton, Marriott, Four Seasons hotels
class_powerpoint.zip

personal_assessment___first_class.pdf

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personal_assessment___the_last_class.pdf

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Website Analysis – Hotels
Hannah, Laurie, Molly, Zhibo
Overview
Brands
(2016)
Segmentation
Revenues
(Billion)
Employees
Locations
Countries
Hilton
$11.66
169,000
5,000
100
Multi-stage
Marriott
$17.07
226,500
5,700
110
Multi-stage
Four
Seasons
$4.4
41,201
109
43
Multi-stage
SHRM
Talent to its Strategy
?
Training high-quality talents
?
Create training programs
?
Showing concern for employees
?
Hiring the right people
?
Mobilizing talent to different location
?
Gather information and feedback
Business Goals
Hilton
?
Opening more franchisees
?
Service differentiation
Marriott
?
Pursue Excellence
?
Embrace change
Four Seasons
?
Operate in different locations
?
Ensure industry status
Competitive Positioning
Hilton
?
?
Build strong brands
Maintain the same goal
Marriott
?
?
Employee loyalty
Right direction
Four Seasons
?
?
Technology advantage
Digital management
Career
Sites
Career Sites
? Quick job search
? Business Goal
? “Stay Connected”: Talent Network
? Award for the best workplace
? Real feeling from current workers: video
? Connection through Glassdoor, Facebook, LinkedIn,
Instagram
? Hiring event, like career fair
Career Sites
?
Advantages:
? Special part for the job opportunities: students and veterans
? Award for the best workplace: top workplace for women
? MC: A personal career concierge
? Connection through Marriott website
?
Disadvantage:
? Super long
? Only one Real feeling from current worker, do not have a
video based on this
? Do not have a subtitle and hyperlink on the top of the
websites
Career Sites
?
Advantages:
? Big Section for “Search and Apply” job
? Subtitle and hyperlink on the top of the
website
?
Disadvantages:
? Super short on the home page, do not
show the attractive sections
Jobs Portal
?
Advantages
? Easy access to information
? Speedy response by applicants
? Larger potential recruitment
market
? 24*7 access
?
Disadvantages
?
Spend time to maintain and
improve the efficiency for job
portal
?
Identity theft
Social Media
Hilton: Job posting on the glass
door, Facebook, LinkedIn
Marriott: Career Chat
on the Facebook, Job
Posting on LinkedIn
Four Seasons: Job
Posting on LinkedIn
Value
Employee Value Propositions
?
?
?
?
?
Exclusive travel discounts and perks
Opportunities for recognition
A comprehensive corporate
sustainability platform
A great place to work
Open eye to impressive possibilities
?
?
?
Hilton University
Work with fun and ambitious
Focus on young people
?
?
?
Travel perks & benefits
Recognition & rewards
Marriott recognizes success and commitment.
Growth opportunity
?
?
Marriott supports healthy living
Get confidence
?
?
?
?
?
Company – wide benefits
Annual employee party/social and sporting events
New manager Orientation(NMO)
STEPS- On the path to managing oneself and others
Development Planning
?
Learning and development
1.
2.
3.
Introductory training
Non-management training
Supervisory and management training
?
Luxury environment in magnificent locations worldwide
Conclusion
Four
Seasons
Hilton
Marriott
Strong Builds
Talent
Training
Quality
Excellent
Good
General
Young People
Healthing Living
Luxury
Environment
Thank you!
Questions???
References
?
?
?
?
?
?
?
?
?
?
Hilton(2018). We are Hilton We are hospitality. Retrieved from: https://jobs.hilton.com/index.php?
Marriott International Inc.(2018). Here’s to the journey. Retrieved from: http://www.careers.marriott.com/
Four Seasons. Retrieved from: http://jobs.fourseasons.com/#

Hilton Hotels Segmentation, Targeting and Positioning


Segmentation and targeting of Hilton Hotels
https://www.google.com/search?q=forbes&spell=1&sa=X&ved=0ahUKEwjDl9CY7JHZAhXDllQKHW8KAxYQBQgkKAA
&biw=1073&bih=568&dpr=2
http://www.marriott.com/culture-and-values/core-values.mi
http://hiltonworldwide.com/about/
http://www.marriott.com/Multimedia/PDF/Marriott_Management_Philosophy.pdf

Final Main Project Report
– Hotel Industry
Molly Li, ZhiBo Zhang, Laurie Zhong, Hannah Xu
Introduction
Introduction
3
Challenges and
Opportunities
Challenges and Opportunities
Business challenges
?
?
Strategic challenges
Guests from different countries
?
Business goals
?
Maintain quality
?
Employee selection
?
Increase in cost
Airbnb
?
?
?
New business strategy
Multiple room type
Integrate with local culture
Opportunities
?
Economic Growth
?
The thriving of tourism
?
Pursuit of life quality
Impact of External
Factors
Impact of External Factors
?
Competition from other
industries
?
Regional economic conditions
?
Government regulation
?
Speed of innovation
7
Competitive
Position
Factors of Positioning Strategy
?
Market Profile
?
Customer Segments
?
SWOT Analysis
?
Available strategies for Delivering Service
of Value
9
Company
Competitive
Position
Summary
Success drivers for competitive positioning
Level of effectiveness
? Technological innovation
High
Four Seasons
? Digital management of systems and
High
work
? Employee loyalty
High
Marriott
? Setting the right direction for the
High
business operations
? Strong brand image
High
Hilton
? Maintaining a specific organizational
High
goal
10
Financial Strength and
Business
Characteristics
Business Characteristics
Four Seasons
?
?
Expansion
Provision of quality
services
Marriott
?
?
?
Doing business
internationally
Profit oriented
Employee recognition
Hilton
?
?
Continuous expansion
its business ties
Captured a worldwide
market
Financial Summary
Four Seasons
Hilton
Marriott
Countries of Operation
41
100
110
Total Revenue (in Billions)
4.3
11.663
17
Net Profit (in Millions)
137
348
780
Total Employees (‘000)
31
169
226.5
Employee Value
Propositions
Marriott
Health Living
15
Work-Life Balance
Confidence
Four Seasons
Working Condition &
Environment
16
Job Training
Annual Party
Hilton
Hilton University
17
Being Proud
Focus on Young Talent
EVP Summary
Variable
Marriott Hotels
Hilton Hotels
Four Seasons
Growth opportunities
Yes
Yes
Yes
Reward programs
Yes
Travel perks
Yes
Healthy living
Yes
Good environment for work
Annual parties
18
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Important Talent
Practices and Metrics
Marriott
Key Talents
?
?
20
Acquire and Retain talents
high levels of customer care
?
Listen to employees
and deliver of service
?
Meet employees need
Be courteous and helpful
?
Develop and recognize employees
?
Set a pace
Four
Seasons
Key Talents
? Customer care skills
?
Understand employee requirements
? Good service
?
Employee evaluation and regular feedback
?
Relocation and promised better positions in
delivery
? Ability to follow
customer orders
21
Acquire and Retain talents
new location
Hilton
Key Talent
Acquire and Retain talents
?
Prompt service delivery
?
Right blend of staffs
?
Ability to meet
?
Training programs
?
Make a common culture worldwide —
customer expectations
?
thus the maintenance of business and
Naturally high skilled
and competent staff
brand image.
?
Diversity team members
?
Need-based scholarship in the partner
college
22
Internal Talent
Culture
Four
Seasons
?
Employee Promotions
?
Setting of special goals
?
Giving opportunities for
training
Marriott
Hotel
The
company’s
culture of
continuous
improvement
?
Recruit new staff with the necessary
skills
?
Encourage to enroll for a training
program
?
Particular training program
?
Hilton
Hotel
Talent
management
through
efficient
employee
management
programs
?
Leadership
development
framework:
E3
?
Employee
strengths and
weaknesses
?
Training and
promotional
program
Prognosis for
the Future
Variable to be determined
Marriott
Hilton
Four
Seasons
SUMMARY
Level of business performance
High
High
High
Employee recognition
Yes
Yes
Yes
Strict organizational policy
Yes
Yes
Yes
Continuous training and
Yes
development
Use of employees for competitive
Yes
Yes
Yes
Yes
advantage
Assured business continuity
Yes
References
1.
Browne, R. (2012). Employee value proposition. Final, 29.
2.
Chen, X. P., Eberly, M. B., Chiang, T. J., Farh, J. L., & Cheng, B. S. (2014). Affective trust in Chinese leaders:
Linking paternalistic leadership to employee performance. Journal of management, 40(3), 796-819
3.
Forbes. (2017). Marriott International on the Forbes Best Employers for Diversity List. Retrieved from
https://www.forbes.com/companies/marriott-international/
4.
Fortune. (2016, March 3). Four Seasons Hotels & Resorts. Retrieved from
http://fortune.com/best-companies/2016/four-seasons-hotels-resorts-70/
5.
Fortune. (2017). Hilton Worldwide Holdings. Retrieved from
http://fortune.com/fortune500/hilton-worldwide-holdings/
6.
Glassdoor, Inc. (2018). Hilton Salaries. Retrieved from
https://www.glassdoor.com/Salary/Hilton-Salaries-E330.htm?filter.jobTitleFTS=Front+Desk+Agent
References
7. Glassdoor. (2018). Working at Four Seasons. Retrieved from
https://www.glassdoor.com/Overview/Working-at-Four-Seasons-EI_IE4202.11,23.htm
8. Glassdoor.com. (2018). Working at Marriott International. Retrieved from
https://www.glassdoor.com/Overview/Working-at-Marriott-International-EI_IE7790.11,33.htm
9. Great Place to Work. (2018). Hilton. Retrieved from http://reviews.greatplacetowork.com/hilton
10. Hilton Career. (2018). Discover Hilton. Retrieved from https://jobs.hilton.com/discover-hilton.php
11. Jha, S., & Jha, S. (2015). Leveraging employee value proposition for organizational effectiveness.
12. Leigh Gallagher(2015). Why employees love staying at Marriott Retrieved from
http://fortune.com/2015/03/05/employees-loyalty-marriott/
References
13. LePine, M. A., Zhang, Y., Crawford, E. R., & Rich, B. L. (2016). Turning their pain to gain: Charismatic leader influence
on follower stress appraisal and job performance. Academy of Management Journal, 59(3), 1036-1059.
14. Mani, V. (2016). Analyzing the Impact of Employee Value Proposition on Labor Turnover. Great Lakes Herald, 10(1),
70-87.
15. Marriott Career(2018). Retrieved from http://www.careers.marriott.com/life-at-marriott/
16. Questex(2018). HR: Marriott Employee Training and Development Program. Retrieved from
https://www.hotelmanagement.net/human-resources/hr-marriott-employee-training-and-development-program
17. Thomas, J. (2015). The Employee Value Proposition Impact: Developing an Application for Companies to Measure its
Effectiveness.
References
18. Vermeeren, B., Kuipers, B., & Steijn, B. (2014). Does leadership style make a difference?
19. Vora, Shivani. (2016) This Is What Makes Hilton a Great Place to Work. Retrieved from
http://fortune.com/2016/03/03/hilton-100-best-companies-to-work-for/
20. Linking HRM, job satisfaction, and organizational performance. Review of Public Personnel Administration, 34(2),
174-195.
21. Zervas, G., Proserpio, D., & Byers, J. W. (2017). The rise of the sharing economy: Estimating the impact of Airbnb on
the hotel industry. Journal of Marketing Research, 54(5), 687-705.
Thanks!
Any Question?
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