Hrm the Snow Mountain Hotel

A critical appraisal of the use of shared service centres and the removal of on-site HR professionals (600 words).

The aim for the HR director is to enable the HR team a more centralised role, this will mean more concentration on set tasks and a chance to get their voice heard to business leaders. The HR leader has a formula that she thinks should be transferred to the hotel. She wants to develop an agenda that frees up administrative burdens so that HR staff can do more value-added strategic activities. One important factor to mention is that the HR director has implemented these decisions before and has valuable experience. She has set goals and ways of getting there which would suggest its thoroughly thought out.

SNOW hotel has a fluctuating employee turnover due to its seasonal business. This can make life difficult within a business as having new workers coming in and out so often disrupts operations. Having a shared service centre would mean this problem could be dealt with better. As line managers would take on less important HR matters this would free up time for the HR department to focus on areas like this. The SNOW Mountain Hotel has a few a 250 employees when business is slow and up to 640 in busy periods. Its already a huge burden to manage new employees and changeovers, especially when it fluctuates so much within seasons. Having a shared service centre would mean a more efficient changeover in staff and a better response from the employees.

The removal of on-site HR professionals can cause different problems within a firm. The list can include, high training costs, unhappy line managers and inefficient periods between staff role changes. Removing HR professionals on-site means your going to train new staff to take up these roles, in this case its the line managers. This will not only result in training costs but you’d also need to be careful how the business is run during this period. To make this run smoother you would think this changeover...