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Recruitment Challenges

Discuss about the Recruitment in an Industry or Organisation for Recruiting.

Recruiting right people at the right position of the organisation is always a challenge for the organisation. Australia is one of the naturally gifted countries. The less crowded and extraordinary beauty of the landscape attracts lot of foreign tourist in the country. The prospect of the industry is also bright. One of the well known organisations in the hospitality sector is the ‘Crown Melbourne’. This is a resort and casino, situated in Melbourne, Australia. The organisation opened in 1994 and reopened in 1997 and the casino complex is one of the largest in the world. The re-launch in 1997 happened on the Yarra River’s south bank with 5000 employee (Crowncareers.com.au, 2017). Over the years the organisation has grown. The organisation has well developed recruitment policy with proper work place diversity aspect followed.

Like other part of the business the workforce also has to be balanced with demand and supply (Lewis and Heckman, R2006). The nature of the business and the current position of the business need certain number and quality in the work force of the organisation. Then that need to be evaluated against the availability of the talent source that are available in the organisation as well as outside of the organisation. In today’s time the human resource management is totally linked with the strategic direction that the organisations are following. ‘Crown Melbourne’ is in the hospitality sector. The workforce related planning and challenges for the organisation would depend on some factors. The current and future position of the hospitality sector business would be one factor. This factor would influence the demand and supply position of the skilled personnel min the hospitality industry. The demographic condition is also factor in this process. The internal organisational system and the image that the organisation has in the market also may facilitate or create challenges in this process.

Demand and supply of the skilled personnel in the hospitality industry depends on the prospect of the hospitality industry. The report related to the labour force of the tourism sector in Australia for the year 2015 to 2020 states that there is currently a shortfall of 39000 workers in the industry (FCB Group, 2016).  The report is developed by Austrade. According to this report the industry would require 123000 number of workforce by the year 2020 and within this around 60000 would be requirement for the skilled workforce. It is evident from the data that the hospitality sector would be having problem recruiting the quality staffs because of the shortage of quality worker in the economy. The recruitment and selection process in the hospitality industry happens in two parts. The recruitment agencies in Australia do recruitments for the industry executive in one part and in another part they process the recruitment for the staffs like in the waitress and catering process. The recruitment of the executives in the industry do not depends on the economic cycle where as the process depends for the lower level staffs of the industry. Some study shows that the majority workforce in the industry is casual or part time basis. More than eighty percent of the jobs in the industry are filled through family and social reference (Treuren, 2007). Now the current situation is that there is a gap in the demand and supply of the human resource in the hospitality industry.  Under that situation the organisations have to be very specific about the requirements in the organisation. the sourcing process need to consider the wider search strategy to recruit the appropriate number of quality people in the organisations work force. In the industry the employers are highly concern about the recruitments process (Smith and Brennan Kemmis, 2010). In ‘Crown Melbourne’ in the recruitment policy they are very specific about the requirements. They are also concerned about the workplace diversity aspect. The quality employee is in short supply. There maintaining the diversity aspect along with that is much more challenging for the organisation.

Labour Demand and Supply

Hospitality industry is service driven industry. Here the quality human resource forms the main competitive advantage for the organisations. There attracting right kind of talent for the right opportunity in the organisation is essential (Hutchings et al., 2011). In the process of attracting the right talent in the organisation the significance of the company image is high. The employer brand value is important to attract the candidates. This brand value is the combination of organisation’s working approach in the market and possible working experience of the candidate in the organisation. There is already a shortfall in the supply side of the recruitment process. There the organisations in the hospitality sector need to think about the strategy to attract the right people in the recruitment process. The process of the recruitment is also important there. The more the recruitment and selection process becomes transparent, reliable the more it will become attractive to the candidate (Wilden et al., 2010). There the candidate would feel that they stand a fair chance of getting selected in the organisation. The organisation needs to also show that the working experience in the organisation is excellent. The potential employee should view the company as a growing one and by becoming part of the organisation they also stand a chance to grow. Corporate social responsibility plays a significant role in the image development of the organisation. The organisations that do not have a positive image or they are less known to the candidates, becomes less attractive to the quality candidate. There the recruitment process of the organisation struggles to recruit the quality people in the organisation. In the hospitality industry the image of the organisation plays an important role. There the prospective candidate would try to find the psychological motivating for joining the organisation. They would also look for the culture and value of the organisation (Gaddam, 2008). The ‘Crown Melbourne’ is a large organisation and a well known brand in the hospitality industry. The organisation clearly states the benefit of joining the organisation. There they explicitly state that the organisation would provide the different type of development and learning opportunity to the employee to grow in the organisation (Crowncareers.com.au, 2017).  This gives the accommodating culture of the organisation and project a positive image of the organisation. 

The worker of the industry comes from the general population. There the demographic status plays an important role. sometime this aspect may become a challenging prospect for the recruitment process. Like aging population provide a serious challenge to the businesses to recruit. Currenly the median age of the Australia is 37. That means that 50% of the population is below the age of 37 (Abs.gov.au, 2015). The industry growth projection and the manpower requirements show that there are large requirements for fresh recruitment in the industry. The population available for the recruitment may become a significant challenge for the organisations in the hospitality industry.  Considering the situation for the city of Melbourne where the ‘Crown Melbourne’ is situated, total workforce population is around 360,330 in the year 2013. Out of these around 56% is in the age group of 25 to 44 years of age group. Out of these work force the male contribute 53% and the rest is female (melbourne.vic.gov.au, 2013). So the organisation ‘Crown Melbourne’ feels challenging to recruit female employee in the organisation to maintain their diversity approach. The median age for the Melbourne area is 38.6 years and that is higher than the national average. So the organisations around the city may find it difficult to recruit the fresh staffs for the future growing demand.  Over all the population of the country is aging there the organisations would find shortage in the labour force. Considering this and the current shortage of 39000 workers in the hospitality industry, the organisation in the industry would feel the problem aggravating. But to maintain the competitive advantage globally Australia needs high skilled working population (Shacklock and Brunetto, 2011). The current aging work force is having chronic disease condition and that makes then vulnerable under stressful, condition. The shortage in the workforce in the hospitality industry would put more pressure in the current strength and that creates the health and safety issue for the organisation (Loomes and McCarthy, 2011). In the city of Melbourne 63% of the working population are bon in Australia. Considering the current situation the percentage is high as the organisations have to look for other less aged working population. Around 44% of the working population in the city are employed in the industries like the financial, technical and scientific field and public administration (melbourne.vic.gov.au, 2013). The rest of the population combines the other sectors. In that context the supply of work force for the hospitality industry would be matter of concern in future considering the demand in the economy. The organisation need young energetic workforce in the work process. They put great stress on the diversity aspect, providing the opportunity to the indigenous people and the general health and safety of the workforce. All these aspect would develop serious challenges for the organisation to maintain the right balances in the organisation.  

Image of the Organisation

Recommendation and Conclusion

There are lot of factors that are providing challenges to the organisations in the recruitment processes. These challenges are internal as well as external.  ‘Crown Melbourne’ has a sound recruitment policy in the organisation. They maintain all the ethical approach in the recruitment and selection process. But considering the future requirements the organisation need to be prepared for the challenges in the recruitment process. One of the approaches could be the model developed by the Duke power a power company from America. There the ‘pivotal roles’ was the based on the recruitment policy (Amin and Islam, 2013). The concept of ‘pivotal roles’ are the position of the organisation which are essential to move the company in the progressive path. These are the base of the competency level. The organisation ‘Crown Melbourne’ needs to first identify the positions in the organisation. Then the recruitment process needs to ensure that those positions in the organisation are adequately staffed. The result would be that the growth process in the organisation would not stop because of the recruitment challenges (Panda andSahoo, 2013).  To find solution for recruitment challenges the organisation need to look for talents in the different part of the country. The population of the city of   Melbourne has higher median range compare to the other part of the country. So being in this part of the country the organisation would find it difficult to recruit people from the city area. The surrounding areas of the city also have higher aged population. So hiring talent from the other states or the territory of the country where the quality of talent and the age group is appropriate would be important for the organisation. To attract talent from the distant place the image of the organisation need to be promoted to make it much more attractive to the candidate to move in the city for the job. There the organisation needs to showcase the success that the employee achieved within the organisation. Engaging with the prospective candidate through social media would a good strategy (Sivertzen et al., 2013). High level of job engagement and the sound CSR activity would also help in this regard.

Reference

Abs.gov.au. (2015). 3101.0 - Australian Demographic Statistics, Jun 2015. [online] Available at: https://www.abs.gov.au/ausstats/[email protected]/featurearticlesbyCatalogue/7A40A407211F35F4CA257A2200120EAA?OpenDocument [Accessed 26 May 2017].

Amin, M. R., & Islam, M. J. (2013). Organizational Effectiveness and Efficiency through Manpower Planning and Development: A Study on Selected Service and Manufacturing Organizations of Bangladesh. World, 3(5).

Crowncareers.com.au. (2017). Crown Careers - Inside Crown. [online] Available at: https://crowncareers.com.au/inside-crown [Accessed 26 May 2017].

FCB Group. (2016). Hospitality and Leisure industry; Future-proof your workforce. [online] Available at: https://www.fcbgroup.com.au/news/hospitality-and-leisure-industry/ [Accessed 12 May 2017].

Gaddam, S. (2008). Modeling Employer Branding Communication: The Softer Aspect of HR Marketing Management. ICFAI Journal of Soft Skills, 2(1).

Hutchings, K., De Cieri, H., & Shea, T. (2011). Employee attraction and retention in the Australian resources sector. Journal of Industrial Relations, 53(1), 83-101.

Lewis, R. E., & Heckman, R. J. (2006). Talent management: A critical review. Human resource management review, 16(2), 139-154.

Loomes, S., & McCarthy, G. (2011). The aging workforce: how can Australian universities address future workforce challenges?.

melbourne.vic.gov.au. (2013). City of Melbourne 2013 Workers Demographic Profile. [online] Available at: https://www.melbourne.vic.gov.au/SiteCollectionDocuments/demographic-profile-workers-2013.pdf [Accessed 26 May 2017].

Panda, S., & Sahoo, C. K. (2013). Workforce Planning and Talent Acquisition: An Exploration. Productivity, 54(1), 77.

Shacklock, K., & Brunetto, Y. (2011). A model of older workers' intentions to continue working. Personnel Review, 40(2), 252-274.

Sivertzen, A. M., Nilsen, E. R., & Olafsen, A. H. (2013). Employer branding: employer attractiveness and the use of social media. Journal of Product & Brand Management, 22(7), 473-483.

Smith, E., & Brennan Kemmis, R. (2010). What industry wants: employers' preferences for training. Education+ Training, 52(3), 214-225.

Treuren, G. (2007). Job Search and Selection Outside the Primary Labour Market: The Ways in Which Undergraduate Students Find Part-time Employment and the Ways Their Employers Hire Them. International Employment Relations Review, 13(2), 41.

Wilden, R., Gudergan, S., & Lings, I. (2010). Employer branding: strategic implications for staff recruitment. Journal of Marketing Management, 26(1-2), 56-73. 

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