Human Resource Management - Best Practices at Marriott International
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Case Details:
Case Code : HROB064
Case Length : 18 Pages
Period : 1997-2004
Pub Date : 2004
Teaching Note :Not Available
Organization : Marriott International
Industry : Hospitality
Countries : USA
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Excerpts
The Marriott Way
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Marriott's history of taking care of its employees dated back to its early days,
when its founder, JW Marriott, counselled the company's employees individually
on their personal problems at his first hotel. He valued their presence, kept
them posted about the latest happenings in Marriott and gave them excellent
training. JW Marriott always ensured that employees who joined the company felt
themselves a part of the Marriott family. He made managers responsible for the
satisfaction of their subordinates.
JW Marriott was always conscious of the fact that in the hospitality industry,
providing the best service to customers was paramount...
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The HR Practices
Apart from providing a competitive pay package, Marriott strived to give its
employees a good work life. The company gave equal importance to
non-monetary factors such as work-life balance, good leadership, better
growth opportunities, a friendly work environment and training.
Employees
stayed longer with Marriott as they were happy with these non-monetary
factors and thought them more important.
Marriott's culture and guiding
principles had a significant influence on the company's HR practices
including manpower planning, recruitment and selection; training and
development, employee retention and welfare initiatives and grievance
redress.
Manpower Planning, Recruitment and Selection
Marriott attached a lot of importance to manpower planning. It started right
from entry level and went through to higher positions. Every unit of
Marriott (division or department) prepared its expansion plans over the next
couple of years, and, in the process, decided on the number of entry level
and managerial employees required for the expansion.
Details on the number of new units planned in the given time frame (two to
five years), a rough picture of the likely organization structure, the time
required to develop employees who could take managerial positions, current
availability of employees within Marriott and the necessity to recruit
externally - all these were determined during the planning process...
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Training and Development
Once the right candidates were recruited, it was important to get
them accustomed to the company's unique work environment. Training
and development played a key role here. These programs varied
between frontline employees and managerial personnel. Over time,
training programs evolved from classroom- based teaching to
interactive multimedia training.
Fresh recruits went through an eight-hour initial training session,
during which they were given an overview of Marriott and their
individual roles. |
A unique feature was that senior hotel employees served lunch
at the first session. During the three- month training period which followed, a
mentor, addressed as 'buddy' was allotted to each recruit. The mentor guided the
trainee. All trainees attended refresher sessions after the first and second
months. On the final day of training, recruits enjoyed a sumptuous feast at a
Marriott hotel...
Excerpts
Contd...>>
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