Hr Aspect of a Company
HR aspect of a company: Training and Development in Marriott International Group of Hotels
Waddoups (2012) notes, “some people today are wandering generalities instead of meaningful specifics because they have failed to discover and mine the wealth of potentials in them” (p. 1139). All companies, here size does not matter as the said company could be one on the Forbes list or a private limited company with only a handful of employees, have a special unit to carry out their training requirements. This could be training the knowledge and clarity of thought that a certain kind of person is required to do a certain kind of task with a certain form of talent. Then starts the deal of profiling the said candidates and the best are chosen and taken aboard. The resumes of these candidates strictly related to the work the employee is meant to do or various other forms of training methods to improve the overall efficiency of the individual (Saks and Belcourt 640).
Training and development are closely related. All kinds of development that is seen in an employee stems from training in his/her work field or otherwise however, all forms of training need not necessarily lead to assured development. This is when the human resources wing of the company comes into the picture and is expected to do a good job. Chiaburu, Van Dam and Hutchins (2010) stated that “I didn’t list listening as one of my skills, probably because I didn’t hear what the interviewer asked" (p.194). This is a typical problem with inefficient human resources and it should be countered appropriately. The entire process of recruitment begins with are then studied to understand where their career is headed. This is done to keep in mind in case later on there is a vacancy in a different position, the same people can be employed instead of hiring fresh from outside.
In this article, the training programs available at the Marriott International Group of Hotels will be discussed at length. To start off, it is
Waddoups (2012) notes, “some people today are wandering generalities instead of meaningful specifics because they have failed to discover and mine the wealth of potentials in them” (p. 1139). All companies, here size does not matter as the said company could be one on the Forbes list or a private limited company with only a handful of employees, have a special unit to carry out their training requirements. This could be training the knowledge and clarity of thought that a certain kind of person is required to do a certain kind of task with a certain form of talent. Then starts the deal of profiling the said candidates and the best are chosen and taken aboard. The resumes of these candidates strictly related to the work the employee is meant to do or various other forms of training methods to improve the overall efficiency of the individual (Saks and Belcourt 640).
Training and development are closely related. All kinds of development that is seen in an employee stems from training in his/her work field or otherwise however, all forms of training need not necessarily lead to assured development. This is when the human resources wing of the company comes into the picture and is expected to do a good job. Chiaburu, Van Dam and Hutchins (2010) stated that “I didn’t list listening as one of my skills, probably because I didn’t hear what the interviewer asked" (p.194). This is a typical problem with inefficient human resources and it should be countered appropriately. The entire process of recruitment begins with are then studied to understand where their career is headed. This is done to keep in mind in case later on there is a vacancy in a different position, the same people can be employed instead of hiring fresh from outside.
In this article, the training programs available at the Marriott International Group of Hotels will be discussed at length. To start off, it is
Cited: Chiaburu, Dan S., Van Dam, Karen and Holly M. Hutchins. "Social Support in the Workplace and Training Transfer: A longitudinal analysis." International Journal of Selection and Assessment 18.2, (2010): 187-200. Fischer, Karl and Helen M. Friedman. "Marriott makes the business case for an innovative total rewards strategy." Journal of Organizational Excellence, 22.2, (2003): 19-24. Saks, Alan M., and Monica Belcourt. "An investigation of training activities and transfer of training in organizations." Human Resource Management 45.4, (2006): 629-648. Waddoups, C. Jeffrey. "Union Membership and Job-Related Training: Incidence, Transferability, and Efficacy." British Journal of Industrial Relations 10.1, (2012): 1134-1149.