Strategy Overview
Marriott is one of the largest hotel chains in the world, operating over 4,500 properties across 87 countries. The portfolio of the company includes over 16 brands, offering lodging and accommodation solutions for business, leisure and luxury market segments. The financial year 2015 indicated a strong financial position and the growth potential of the company with the total revenue declared for the period of USD 14 billion and over 10,000 new rooms opened during the same financial year. The company pursues an aggressive global growth strategy with the focus on luxury and middle-class leisure segment accommodation (Marriott, 2015). The long-term planning of the organization involves mixed growth strategy through own properties and the development of franchise base, especially in the United States. In spite of the strong dependence on the local market, Marriott places a lot of efforts on international expansion to diversify its income channels and leverage the risks associated with the share, which the US takes in the overall revenue (Marriott, 2015).
The current business strategy is aligned with the potential of the market. It is evident that the global tourism and luxury industry are developing and a number of opportunities arise for the organization with strong financial position and internal capital for refinancing in organic growth. Marriott has been pursuing its growth strategy for the past decade and has proven to be effective in aligning its capability gaps with the long-term planning. Human Resource Management (HRM) strategy of the organization involves several major risks, specific to the industry. The company works with a large number of internal and outsourced employees with the employment contracts, based on the location of the operating units. This imposes a number of challenges with regards to the security and safety of information, labor rights, and ethical business practices. To ensure the alignment of the business and HRM strategies the company places emphasis on building the talent from within the core of the organization through Talent Management Program and Hospitality Training Programs available worldwide (Marriott, 2016). One of the major sources of the management and leadership capital of the organization is the Voyage Global Leadership Development Program, which attracts and develops young leaders with cross-functional and international knowledge in the sector. Additionally, diversified selection and recruitment program are in place to support the fulfillment of positions in partnerships with international recruitment agencies.
Recommendations and Job Overview
Given the growth ambitions of the organization and the critical role that human capital plays in building the sustaiable competitive advantage in the contemporary business, it is possible to make several observations and recommendations. First of all, the cost of selection and recruitment of employees is high. Retention of employees is also challenging based on growing competition in the sector. That said, further development of already existing Management and Internship programs will ensure higher retention rates and accuracy in filling the positions with right people. An insight into the job portal of the organization demonstrates that the company is in constant demand for operational entry-level positions, as well as middle management roles. Some of the positions currently available on the portal include Operations Manager, Front Desk Manager, Host, Sales Group Coordinator and others (Marriott, 2016).
Based on the available positions and governance of the organization, some of the roles are particularly attractive to me. Sales Manager- Special Corporate is one of the positions which allows gaining a good insight into the commercial as well as an operational side of the business, as well as opens up opportunities for vertical and horizontal growth in the organization.
Diversity and Competitiveness
In the contemporary business environment, competitiveness of the organization is to a great extent dependent on the ability to close competency gaps and retain and motivate strong professionals in the organization. To improve competitiveness even further, Marriott should focus on creating tools to build intrinsic as well as intrinsic motivation of employees through comprehensive performance management and mentoring program (Sims, 2007). This will allow personalized approach and alignment of individual's goals of employees with strategic objectives of the Hotel Group. Opportunities to grow professionally and personally within the company at times become stronger motivators than simple financial compensation (Sadler, 2003).
International business and global operations make HRM strategy significantly more multifaceted. One of the biggest challenges in the contemporary environment is to address workforce diversity and ensure that this diversity is an asset and not a stumbling block for high performance on individual and group level. Operations of Marriott demand good global strategy, which should come with in-depth knowledge and understanding of the local market. This demands more focus on diversity and attraction of individuals with different personal and professional backgrounds. To increase diversity the company can apply three strategies: International Talent Management program with cross-country rotation; enhanced diversity training at all units to increase awareness; mandatory cross-functional rotations at junior and middle management levels (Bendick et al, 2001). These three programs, implemented in the company will attract geographic, cultural as well as professional diversity as the cop many becomes more attractive for new and existing employees and creates the workforce, highly aware of diversity and diversity management tools.
References
Sadler Ph (2003). Strategic Management. 2nd Edition. London: Kogan Page Limited
Marriott (2015). Marriott Hotels Annual Report 2015. Marriott Corporate Website [Online]. Retrieved 20 July 2016, http://files.shareholder.com/downloads/MAR/0x0x884644/934434D3-0551-4E9D-94EF-687390A5AE6F/2015_AR.pdf
Ronald R. Sims. (2007). Human Resource Management. Contemporary Issues, Challenges, and Opportunities. Charlotte: Information Age Publishing.
Bendick M., Egan Jr., Lou M. Lofhjelm S.(2001). Workforce Diversity Training: From Anti-discrimination Compliance to Organizational Development. Human Resource Planning. Vol.24, Issue 2: 10-25. Print.
Marriott (2016). Marriott VGLDP. Marriott Corporate Website [Online]. Retrieved 20 July 2016, http://www.marriott.com/careers/paths/entry-level-jobs/hospitality-training-programs.mi
Marriott (2016). Marriott Job Openings. Marriott Corporate Website [Online]. Retrieved 20 July 2016, https://marriott.taleo.net/careersection/2/jobsearch.ftl?lang=en
