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Jumeirah Group: Business Goals and Objectives
Jumeirah Group chain of Hotels and Resorts is considered one of the most luxurious. The company has won a number of awards in the international industry of hospitality. It was established in 1997 with a primary focus to become the leader in the hospitality industry by means of creating a number of luxurious resorts and hotels that cater to the needs of the most demanding customers. Through continuous progress Jumeirah Group began to participate in the Dubai Holding group, a cooperation of successful businesses based in Dubai (Jumeirah, n.d., para. 1).
Corporate responsibility is one of the most important components of Jumeirah Group’s success. Between 2009 and 2015, Jumeirah Group participated in an array of initiatives on every possible level in order to make sure that as a successful company it has made itself accountable at the community of businesses that operate in the sphere of services. Furthermore, the company implements the latest technologies available to become the most known chain of hotels that keeps the emissions of carbon on the lowest level possible (Jumeirah Group Sustainability Report, 2013, p. 8).
The Jumeirah Group brand can be divided into four major points that determine the overall business objectives. These points are the following:
- Jumeirah Group is a world-renowned brand that is directly associated with luxury.
- Jumeirah Group employs only devoted professionals experienced in a variety of aspects that relate to hospitality management. These professionals ensure support and dedication on every level of the business – from day-to-day operations to the stages of brand development.
- Jumeirah Group has established a broad system of distributions with offices set around the globe.
- Jumeirah Group persistently underlines the personalized approach towards the management of relationships between service operators and the primary stakeholders of the company (Jumeirah Group Sustainability Report, 2013, p. 10).
The guiding principles of the company have become of primary importance when it comes to achieving success in the established business goals of the company. Furthermore, they have also become primary players in sustaining the culture of Jumeirah Group. These principles have brought the company together as a unified unit in order not only to sustain the team on a particular level but also to make sure that the company becomes an example of how to do business for others.
The first principle is integrity that is grounded on sincerity and honesty in every aspect of the company’s operation. As mentioned in their Sustainability report, the company’s management says what it means, it does what it says, and builds the confidence of the team (Jumeirah Group Sustainability Report, 2013, p. 12).
The second principle of teamwork means working cooperatively in order to achieve a common goal by means of open and direct communication within the company, establishing mutual support and the “win-win” attitude. To reach the objective of becoming a world-renowned brand, the management supports the framework of mutual support and respect. The third principle of innovation relates to an open-minded process of corporate thinking in order to improve the implementation of innovative ideas much faster than the company’s competitors. The fourth principle of continuous growth means the provision of enforcement where the team members as well as partners, are able to grow and develop their skills.
The last principle of people focus directly relates to the primary objective of the company to become the leader in the hospitality industry. It is the people focus principle that means focusing on business associates, colleagues, clients that view Jumeirah Group as their primary partner (Jumeirah Group Sustainability Report, 2013, p. 8).
Jumeirah Group: HR Practices, Policies, and Strategies
The purpose of the Jumeirah Group human resource team is to facilitate and engage leaders of the company as well as all employees into delivering a culture that is driven by performance. The human resource strategy of Jumeirah Group directly follows the ‘colleague life-cycle’. In the core of the cycle there is a primary framework of the company being the best place to work within the sphere of hospitality. The four human resource principles that surround the core of the cycle are delivering HR services, engaging employees, developing managers and employees, and sourcing the talent globally.
Delivering human resource services relates to provision of accurate data about company’s workers, their payroll and administration while employee engagement means measuring recognition through COS. The main aspects of global talent sourcing relate to right people, right time, right place, and right cost while the development of colleagues and managers means achieving progress on-the-job, applying extensive methods of training and coaching for Jumeirah Group’s employees (HR Strategy Update Presentation).
The service model of Jumeirah Group’s human resource department is three-fold. In order to achieve excellence in the sphere of human resources, the company makes sure to provide extensive support, ensure operational delivery and establish a design of appropriate policies and processes (HR Strategy Update Presentation).
Nabil M. Ramadhan is the Jumeirah Group Chief Human Capital Officer, appointed in 2013 (Jumeirah, 2013, para. 1). The Chief Human Capital Offices is responsible for managing the centers of excellence as well as conduct negotiations with primary business partners. As already mentioned, becoming an employer of choice is the main organizational purpose of Jumeirah Group. The human resource department of Jumeirah can be considered a separate strategic partner that ensures the growth of a company in the sphere of hospitality services.
The human resource department is devoted to attracting, developing, engaging, and retaining colleagues in order to provide high performance driven Jumeirah culture. Lastly, Jumeirah Group provides an integrated human resource support to make sire that the company is the best place to work in the sphere of hospitality (HR Strategy Update Presentation).
Human resource practices of Jumeirah Group encompass five strategic pillars: HR operating model, UAE national development, global resourcing strategy, performance-driven culture, and Jumeirah’s engagement and culture. When it comes to the practice of engagement and culture, the company is devoted to reviewing and promoting its corporate culture in order to become a world-renowned company as the place to work in hospitality.
The practice of performance-driven culture is connected with design, implementation, and the presentation of a high-performance framework of management and culture. The global resourcing strategy means using an innovative technique targeted at Jumeirah becoming a reliable partner for other companies that develops and attracts top professionals. Within the framework of UAE national development, Jumeirah Group is devoted to fostering attraction, retention, and development of the United Arab Emirates Nations. Lastly, the human resources operating model is connected with the adoption of appropriate purposes that go along with the business objectives of the company (HR Strategy Update Presentation).
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Effect of Human Resource Strategies on the Outcomes and Goals
Human resource strategies of culture and engagement, performance-driven culture, global resourcing strategy, UAE national development, and human resource operating model directly relate to achieving the goals set by the Jumeirah Group. These strategies can become beneficial for enhancing the shared service model as well as the preparing function for potential growth of the company. The strategy of performance-driven culture can directly affect the outcome of customer satisfaction since a professional team that offers services for customers is required for making sure that the company succeeds in the sphere of hospitality.
The objective of creating a global brand portfolio can be achieved with the implementation of the culture and engagement strategy ‘The place to work in hospitality’. The Jumeirah Group’s objective of providing memorable and unique experiences for clients directly relates to the global resourcing strategy that uses innovative techniques and cooperation with various partners. By combining a variety of human resources into one strategy, Jumeirah Group will be able to reach its objective of becoming the leader in providing unique customer services worldwide (HR Manager Interview).
The Human Resource strategy implemented by Jumeirah Group is flexible since it can often change to adjust to the overall goals of the business if required. The HR team is working cooperatively with other business units to facilitate better performance of departments across all levels. By assisting other departments, human resources of Jumeirah Group can be beneficial in improving the set outcomes. The use of human resource strategies is directly related to all layers of outcomes, including financial, organizational, and customer outcomes.
However, the impact of human resource systems is much larger with respect to organizational and customer outcomes rather than the financial ones. In addition, when it comes to the organizational outcomes and the implementation of human resources, there is confirmation for direct links to employee satisfaction (Vermeeren et al., 2014, para. 3).
Human Resource Metrics Dashboard
Human Resource metrics are the measurement standards which assess the performance of the human resource department. By measuring these metrics, a company is able to make decisions about employee engagement or competencies (Cardenas, n.d., para. 1). However, they can also access the competencies and functions of the human resource managers. The main types of human resource metrics, as well as particular metrics, are illustrated in the dashboard below:
Ethical Implications of Human Resource Practices
Because the department of human resources in Jumeirah Group is the primary source for employment practices, promotion of ethical human resource management is key in achieving the goal of Jumeirah being the best place to work in within the sphere of hospitality. When it comes to human resource management, ethics represent the attitude towards employees with decency as well as justice. A business that has an ethical attitude towards its employees can potentially be successful because employees will be motivated and fully dedicate themselves to effective work. To simplify, human resource management ethics deals with the moral obligation of an employer towards the workers (Ethics in Human Resource Management, n.d., p. 1).
In order to ensure that all employees follow the ethical practices, the company’s management employs proper communication and reinforcement of ethical policies. The materials used for communication are posters, email reminders, and posting policies on corporate networks. As mentioned in the interview with the HR manager, there has not been any unethical practices exhibited by employee or employers because the company’s management is used to tackling any arising concerns straightaway. According to Jumeirah Group’s 2013 Sustainability report, the welfare of workers, as well as their ethical treatment are key performance indicators that the company measures.
For instance, the company conducts colleague opinion surveys that give the management information about what has improved in the company in terms of employee satisfaction as well as what still needs improving. The 2013 opinion survey has shown an overall score of employee engagement of 83%, with 87% of employees being satisfied with the attitude toward them thus they felt motivated and supported in their contributions into the company’s success (Jumeirah Group Sustainability Report, 2013, p. 56). The 2014 employee opinion survey has shown the 75% score of the overall employee engagement. This result is the top result among highly performing companies in the region.
Within the ethical framework of human resource management, Jumeirah Group implements a variety of strategic principles. For example, the company uses a transparent communication approach in order to make sure that every employee is involved in the process of business improvement. Furthermore, Jumeirah Group also implements an approach of employee empowerment so that the objective of providing high-quality services is reached (Jumeirah Group Sustainability Report, 2013, p. 56).
Recommendations for HR System Improvements
Despite the fact that Jumeirah Group shows high performance in terms of its human resource management system, it is important to note that the HR system should be sustained on the same level and then improved stage by stage. If the performance of the HR system declines, it, unfortunately, will directly affect the overall performance of the company. Thus, Jumeirah Group should look into recruiting new employees and train them to become members of the company and offer their services in the sphere of hospitality.
The company should continue recruitment of new staff online so that there will be less pressure in having to send various forms for application. The IT team that operates in Jumeirah Group can develop a software that will improve the performance of the human resource management department. For instance, there can be a system for employee appraisal so that there is less effort put into evaluating workers’ performance (Edwards, n.d., para. 3).
The human resource management software can also be beneficial for employees directly. For example, Jumeirah Group employees can enter their data into the system themselves so that there is less time and efforts spent on having to present data to the management at the meeting (Edwards, n.d., para. 9).
Cardenas, H. (n.d.). HR Metrics and Their Impact on Business. Web.
Edwards, L. (n.d.). Improving Efficiency in Human Resource Departments. Web.
Ethics in Human Resource Management. (n.d.). Web.
Jumeirah Group Sustainability Report. (2013). Web.
Jumeirah. (2013). Jumeirah Group Appoints Nabil Ramadha Chief Human Capital Officer. Web.
Jumeirah. (n.d.). In the Beginning. Web.
Vermeeren, B., Steijn, B., Tummers, L., Lankhaar, M., Poerstamper, R-J., & Beek, S. (2014). HRM and Its Effect on Employee, Organizational and Financial Outcomes in Health Care Organizations. Web.