Mae Wong human resources manager Hotel Panorama Rhombus International Hotels Group Photo: Edde Ngan

Accolade laden hotel management group confident on upcoming recruitment drive

As Hong Kong continues on its course towards a long tourism boom, hospitality players eyeing a bigger piece of the action need to first and foremost sustain their human capital advantages by stepping up human resources management (HRM) measures.

"HRM is no longer a standalone service," says Mae Wong, human resources manager, Hotel Panorama, Rhombus International Hotels Group. "We need to put into perspective the entire talent management process from recruitment to training and development, retention, and down to succession planning, and make it as transparent and equitable as it is effective."

Strategic plans

When it comes to HR planning, every detail plays a part. For instance, more than 90 per cent of the hotel's job applications last year streamed in via one online recruitment channel or another. "This piece of information has helped to adapt our hiring efforts," Ms Wong reveals.

Further along the line, the hotel group has in place an effective staff referral programme and cultivates a strong network with local and overseas education institutions like those under the Vocational Training Council in Hong Kong, the Hong Kong Polytechnic University, as well as reputable hotel and tourism schools in Switzerland and France to build a sustainable talent pipeline.

For bulk recruitment, the group leverages off ready resources. "To fill about 70 job vacancies for our brand new property Hotel MO by Rhombus, we're holding a major recruitment event on 16 September at the Rhombus Club Executive Lounge in Hotel Panorama by Rhombus in Tsim Sha Tsui," Ms Wong says. Managerial and supervisory candidates are invited to a morning session and those applying for general positions will be received in the afternoon. Attendees will be treated to light refreshment courtesy of the hotel and a presentation which is aimed at imparting an initial idea that will improve the candidates' knowledge of the hotel's design, service concepts and cultural attributes.

Top prospects will be invited back for formal interviews on another day. "The main aims of the first screening are to gather a larger pool of people, and to align expectations from both ends of the employment equation," Ms Wong further explains. "And since our business is predominantly people-oriented, face-to-face assessment is indispensable for deciding whether a job candidate has the capacity to further develop themselves and deliver Rhombus' service philosophy and brand standard."

The North America-based Rhombus International Hotels Group has been combing the globe for 23 years to expand its inventory of hotels and hospitality services for business travellers and leisure seekers. The Rhombus brand has been particularly quick to establish a presence in Hong Kong's competitive hotel scene, and was adorned with numerous prestigious awards since its arrival in the bustling city some five years ago, with Hotel MO by Rhombus being its fourth property in the city, a trendy boutique hotel to welcome guests early next year, alongside Hotel Panorama by Rhombus, Hotel LKF by Rhombus and Hotel Bonaparte by Rhombus.

Internal affairs

The Hotel MO will have a full staff compliment of about 70. Existing staff joining the pre-opening team understand that they will have a hand in steering the development of the hotel. "It takes strength of mind to accommodate changes in terms of personnel and working environment," Ms Wong says. "But, they realise that the experience is going to be worth their while."

New recruits will be immersed in an orientation that covers everything from the group's business to its operation standards, procedure and philosophy. A series of generic and on-the-job training follows. "We expect our existing staff to pass on their experience, influence behaviour and bring their new colleagues up to speed with our cultural features," Ms Wong notes.

She adds: "It is our HR practice to place people in the right position in the most agreeable environment possible. This level of flexibility helps with recruitment and staff retention. The chance to open a new hotel also attracts those seeking a head start or advancement in their careers."

A job with a boutique hotel means more direct interaction with guests, colleagues and the management team, and this entails ample opportunity for upward, cross-functional and cross-property movements. Internal transfer gives staff working towards a specific career goal good exposure and development opportunities to further their skills repertoire for the next step up.

"Career prospects here are highly visible," Ms Wong remarks. "A third of our current department heads have had experiences in two or more of our properties or departments."

Monthly departmental training keeps all members of staff abreast of service trends and new customer expectations. "Proper training gives them clear guidelines to the job and builds confidence," she remarks. "We also organise staff gatherings, team building activities and CSR events to boost synergy among departments and properties."

Adhering to the group's "one team, one goal" management ethos, the HR teams for individual Rhombus properties meet regularly to design and review HR policies, examine staff cases and formulate staff activities. "We work as a team to facilitate change," Ms Wong says. "This is to ensure that our approach to staff management goes hand in glove with all members of our staff."

Salient points

• Upcoming recruitment event takes a two-pronged approach
• Face-to-face interviews gauge service attitude
• HR teams work as one to drive positive change

Taken from Career Times 3 September 2010, B8