The paper aims to describe the human‐resource (HR) management practices that helped the Sheraton Skyline Hotel to win the London Excellence award for organizational learning.
The paper draws on information provided by the hotel's general manager.
The paper describes how the hotel recruits people on the basis of attitude rather than skills, trains them, uses 360‐degree feedback as a basis for setting their development priorities, communicates with them in an innovative way and employs a wide range of incentive schemes to preserve the “family” feel of employment at the hotel.
Contains plenty to interest HR managers operating in areas where employee turnover is traditionally high.
The paper demonstrates that recruiting the right people, training them properly and treating them well in their work can significantly reduce employee turnover and improve customer satisfaction in the hotel industry.
