talent management in the thai hotel industry การบริหารคน ... · talent...

วารสารการบริการและการท่องเที่ยวไทย ปีที่ 14 ฉบับที่ 1 (มกราคม – มิถุนายน 2562)

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TalentManagementintheThaiHotelIndustry

การบริหารคนเก่งในธุรกิจโรงแรมในประเทศไทย

Boontip BoonbumroongsukVeerades PanvisavasMahidolUniversity

Abstract Talentmanagement iscritical in thehotel industry,wherehumancapital isoneofthekeysuccessfactorstohavingacompetitiveadvantageinthebusiness.Thisstudyexplored themeaningof talent, talentmanagementstrategies,and its implementationchallenges inmultinationalhotelcompanies,with focusonthesubsidiaries inThailand. Face–to–faceinterviewswereconductedwithregionalrepresentativesfrommultinationalhotelcompanies.Basedonan in–depthanalysisof the interviewsandpast literature, weproposedtheMeaningofTalentModel,withnineelementsthata talentedpersonshouldpossess,introducedstrategiesinthreestagesofhoteltalentmanagement(talentrecruitment,talentdevelopment,andtalent retention),andpointedoutthechallengesfacedintalentmanagementimplementation.ThisstudyexpandstheexistingknowledgeoftalentmanagementintheSoutheastAsiancontext,andthefindingscanbeusedforfuturestudiestobetterunderstandtalents,andeffectivelyfacilitatetalentmanagement.

Keywords:meaningof talent, talent recruitment, talentdevelopment,talent retention,hotelmanagement,strategichumanresourcemanagement

วารสารการบริการและการท่องเที่ยวไทย

79

ปีที่ 14 ฉบับที่ 1 (มกราคม – มิถุนายน 2562)

บทคัดย่อ ทรัพยากรมนุษย์เป็นหนึ่งปัจจัยหลักของความส�าเร็จในธุรกิจโรงแรมและการบริหารคนเก่งนั้น เป็นสิ่งที่ส�าคัญเพ่ือท่ีจะได้เปรียบทางการแข่งขันด้านธุรกิจ งานวิจัยชิ้นนี้ได้ส�ารวจความหมายของค�าว่า คนเก่งกลยุทธ์การบริหารและความท้าทายในการบริหารคนเก่งในโรงแรมบรรษัทข้ามชาติในประเทศไทย โดยสัมภาษณ์ตัวต่อตัวกับผู ้เข้าร่วมผู้ซึ่งเป็นผู ้ดูแลส่วนภูมิภาค หรือตัวแทนกลุ่มจากโรงแรมบรรษัท ข้ามชาติจากข้อมูลเชิงลึกและการศึกษาเรื่องการบริหารจัดการคนเก่งท่ีผ่านมาการศึกษานี้น�าเสนอโมเดลความหมายของคนเก่งซึ่งมีเก้าองค์ประกอบที่คนเก่งควรจะมีแนะน�ากลยุทธ์สามขั้นตอนของการจัดการคนเก่งในธุรกิจ โรงแรม (การสรรหาคนเก่ง การพัฒนาคนเก่ง และการรักษาไว้ซ่ึงคนเก่ง) และระบุถึง ความท้าทายท่ีโรงแรมบรรษัทข้ามชาติในประเทศไทยได้เผชิญบทความวิจัยนี้ได้เพิ่มความรู้ที่มีอยู่เก่ียวกับการบริหารคนเก่งในโซนเอเชียตะวันออกเฉียงใต้และสามารถน�าเอาความรู้นั้นไปใช้ในการศึกษาในอนาคตเพื่อท�าความเข้าใจคนเก่งและเพิ่มประสิทธิภาพในการจัดการคนเหล่านี้ต่อไป

ค�าส�าคัญ: ความหมายของค�าว่าคนเก่ง การสรรหาคนเก่ง การพัฒนาคนเก่ง การรักษาไว้ซึ่งคนเก่ง การบริหารธุรกิจโรงแรมการจัดการทรัพยากรมนุษย์เชิงยุทธศาสตร์

Introduction Sincethephrase“War forTalent”byamanagementconsultingfirm,McKinsey&Company, in1997, the term“TalentManagement” (TM)has receivedanexceptional degreeofinterestbybothacademicsandpractitioners(Berry,2007;Birschel,2006;DeKreyandGriffin,2010;Jenkins,2006;DeKrey,2010;Piansoongnern&Anurit,2010). It refers toan increasinglycompetitive landscape for recruitingand retaining talentedemployees (Michaels,Handfield–Jones,&Axelrod,2001).McKinsey&Companysoon realized that theyhadnamedaphenomenonthatmanyhadbeenexperiencing,buthavenot reallybeencaptured.In2000,theycompletedanotherresearchtoupdatetheirinitialfindings,andconcludedthatthewarfortalentisabusinessrealityandwillpersistforatleastthenexttwodecades.Theworld’sprogressionfromtheIndustrialAgetotheInformationAgehavecausedthevalueofacompany’shardassetstodeclineinrelativetointangibleassetssuchasproprietyintellectualcapital,winningbrands,andinnovativeideas. ResearchinTMisspecificallyimportantinthehotelindustry,becauseemployeesarethecentricresourcesinprovidingitsservicestocustomers,andtheyarethegatewaytoahotelcompany’sproducts.“First–line”employeeshavetomatchthecustomers’needswiththeircompany’sserviceofferings,thereby,directlypromotingthecompany’soverallimageofproductsandservices(Gounaris,2008).Acompanythathastheabilitytoattract,develop,andretainthebesttalentswillhaveamajorcompetitiveadvantagefarintothefuture(Michaelsetal.,2001),andknowinghowtomanagetalentscancontributetoafirm’scompetitiveadvantagetobeasustainableone(Meyers&vanWoerkom,2014).Despitestrong interests inTMinbusinessesandconsultingfirms,TMisanareacharacterizedby


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alackofdefinitionsandtheoreticalframeworks(Lewis&Heckman,2006;Scullion,Collings,&Caligiuri,2010),anditisstillanewandchallenginghumanresourceissue(Piansoongnern&Anurit,2010). TheUnitedNationsWorldTourismOrganization(UNWTO)forecastedanincreasein internationalarrivalsof3.8%peryearbetween2010and2020(UNWTO,2014),thereporteddemandbeingstrongest inAsiaPacific,especially in theSoutheastAsian regions.With theASEANEconomicCommunity (AEC)economic integration, tourismwouldbe further facilitated,addingpressure tomultinationalhotelcompaniesoperating in the region. Alreadybeing an industry known for itshighemployee turnover rate (Maxwell and MacLean,2008), thesecompanieswould faceevenmorechallenges inmanaging their humancapitalnowthaneverbefore. Thecurrentstudyexaminedthemeaningofthetermtalent, thestrategiesofTM, andchallenges inTM implementation in subsidiariesof foreignmultinationalhotel companiesinoneoftheSoutheastAsiancountries,Thailand. TheoreticalBackground Meaningoftalent Michaels,Handfield–JonesandAxelrod (2001)defined talentsaspeoplehaving intrinsicabilities.Naturaltalentsaresecureandtheyarethekeytoeffectiveness(RathandConchie,2008).Intuition,whichatalentpossess,issomethingthatisnotinstructed,butisacognitiveabilityofamentalactionorprocessofacquiringknowledgeandunderstandingthroughexperienceandthesenses(Tansleyetal.,2006).Withoutrequisitetalent,itisnotpossibletopossesstruestrengthorabilities(BuckinghamandClifton,2001). Hatum(2010) referredtotalentastheskillsorcapabilities thatallowapersonto performacertain task,andaccording toTansleyetal. (2006), itcanbeconsideredas acomplexcombinationofemployees’skillsandknowledge.Manyresearchersagreedtothis,includingGoffeeandJones(2007),Hatum(2010),Ingham(2007),Michaels,Handfield– JonesandAxelrod(2001),PhilipsandRoper(2009),PiansoongnernandAnurit(2010)andReadyandConger(2007).PiansoongnernandAnurit(2010)haveobservedthatskillsandknowledgemustbeobtainedthrough learningandpractice.Then,peoplewould later develop theirown internal strengths.Likewise,Michaels,Handfield–JonesandAxelrod(2001,p.xii)definedtalentas“thesumofaperson’sabilities–hisorher intrinsicgifts, skills, knowledge,experience, intelligence, judgment, attitude, character, anddrive”. Similarly,PhilipsandRoper(2009)definedtalentsastechnicalexpertsintheirfieldofwork.Skillsmustbecarriedoutandpracticed forapersontogainexperienceandexposure. Previousstudieshaveindicatedthattalentsdonotonlyexistnaturally,butmustbelearnt,practiced,andcultivatedbyexperience.


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Talentalso includesanabilitytolearnandgrow(Hatum,2010;Michaels,Handfield– JonesandAxelrod,2001),suchas intellectualcapacity, judgment, reasoning, intelligence quotient(IQ),andtheabilitytoquicklyfamiliarizeoneselfwithsomethingordigestinformation. Italsoencompassescertainattitudes,characters,andbehaviorsthatare industryspecific (Ingham,2007;Michaels,Handfield–JonesandAxelrod,2001;PhilipsandRoper,2009). Morton(2004)definedtalentasan individualwhohasthecapability tomakeanotable differencetothecurrentandthefutureofacompany. Ingham(2007),PhilipsandRoper (2009),ReadyandConger(2007)andTansleyetal.(2006)supportedthisidea.Additionally, Goffeeand Jones (2007), related talent ideas, knowledge, and skills to thepotential toproducethedisproportionatevaluefromtheresourcetheyhaveavailableforthem. Insomeorganizations,onemighthavetobeatacertain levelofmanagementortheorganizationhierarchytobeconsideredasdesirabletalent(PiansoongnernandAnurit,2010).Ingham(2007)deemedpeopleinkeypositions,especiallyteamleaders,astalentsandasindividualswhohavespecificcapabilitiestomakecontributionstoanorganization.Likewise,PhilipsandRoper (2009)defined talentasacoregroupof leaders, technical expertsandotherkeycontributors thatarequicklybecominganorganization’smost importantasset.Groysberg,NandaandNohria(2004)calledsuchtalentsastar,andoutlined themas thosewho rankoneof thebest in the industry.Onaslightlydifferentnote,ReadyandConger(2007)definedtalentasagroupofemployeeswhohaveaboveaverage knowledgeandskills,andarereadytobepromotedtoexecutivepositions,thusbeingthebestpeopleinanorganization.Itisineveryorganization’sbestinteresttomakeadecisionofhowandwhotolabelasahighpotentialortalent(PiansoongnernandAnurit,2010). TalentManagement Downs(2012)definedTMastheactivitiesandprocessesthroughouttheemployee life cycle: recruiting and hiring, on boarding, training, professional development, performancemanagement,workforce planning, leadership development, career development, cross-functionalworkassignments, successionplanning, andemployeeexitprocess.SwapnaandRaja (2012)agreedthatTM is identifying, recruiting,hiring,and developingpeoplewithstrongpotentialtosucceedinanorganization.AccordingtoBerger andBerger (2011), TM is ameaningful, shared, conscious, anddeliberate approach undertakentoattract,develop,andretainpeoplewiththeaptitudeandabilitiestomeetthedefinedcurrentand futureorganizationalneeds in termsofcapability,behavior, attitude,knowledge,andstyle. Arguably,LewisandHeckman(2006)pointedoutthat it isverydifficultto identify aprecisemeaningofTM,becauseofitsconfusionregardingdefinitionsoftermsused,anddifferencesinassumptionsmadebyauthorswhowriteabouttheissue.Forinstance,LewisandHeckman(2006)notedthatthetermstalentstrategy,successionmanagement,and


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humanresourceplanningareoftenusedinterchangeably.So,beforepresentingadefinition ofTM, it isnecessary tofirstdevelopanunderstandingofwhatTMencompassesby discussingsomeoftheattributescommonlyusedtocharacterizeit. Hatum (2010)definedTMasa strategicactivityalignedwith thefirm’sbusinessstrategythataimstoattract,develop,andretaintalentedemployeesateachleveloftheorganization.Hisdefinitionwasadoptedinthecurrentstudy.Heexpressedtherealitythatalllevelsofemployeesinanorganizationcontributetoitsperformance.ThisconformedtoGuthridge,KommandLawson(2008),whosuggestedthatTMshouldbetargetedatalllevelsoftheorganization.Fromtheabovediscussion,itcanbesimplyconcludedthattherearethreemainstagesofTM,andtheyaretalent recruitment, talentdevelopment,andtalentretention.ThestrategiesinTMinthesestageswillbefurtherexploredinthehotelindustry in the current study. ChallengesfacedinimplementingTalentManagement AnoverviewofTMliteraturebyCappelliandKeller (2014)summarizedTMchal-lengesintointernaltalentsandexternaltalents.Fromtheinternaltalentspointofview,therearechallengesinidentifyingtheinternaltalentpool,retainingthetalentpool,career management,staffing internationalsubsidiaries,andthedevelopmentofglobal leaders.Despitemostof theattentionofTMchallenges in internal talents,CappelliandKeller(2014)pointedoutthatthereareincreasingresearchesthatsuggestagrowingrelianceonexternalhiring,forexample,thereareevidencesofnotablepremiumsforexternalrecruitsascomparedto internal recruits (Agrawaletal.,2006;Bidwell,2011).Externalhiring is facilitatedwithsimple toolsavailable todaysuchasexecutivesearchfirms,online jobboards,andsocialmedia.However,externalrecruitsexhibitlowerperformanceforthreeyears,andaremorelikelytoquittheirjoborbeterminatedbytheorganization(Bidwell,2011).Keychallenges that influenceTM in thehospitalityand tourism industrywere summarizedbyD’Annunzio–Green,MaxwellandWatson (2008)ashavingopportunitiesfor talent todevelop inall levelsof theorganization, limited levelofcommitmentof employeesandseniormanagement toTM, imprintinga talentmindsetandsupportiveorganizationalculture,ensuringthat internalhumanresourcesystems integratewithTMstrategies,continuouslyadaptingTMpracticestokeepchangingorganizationalneeds,raisingawarenessofTMterminologyandrecognizingthevalueofTM.

ResearchMethodology The researchmethodologywasbasedon anexploratoryqualitative research approachusing semi–structured face–to–face interviews.Thismethodwas selected becauseitcanbeusedtodevelopadeeperunderstandingofthesubject,anditallowedtheinterviewertorespondtoindividualcommentswithextensiveprobing(Wilson,2006).


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Theinterviewwassemi-structured,becauseacompletelyunstructuredinterviewhadtheriskofnotelicitingthetopicsorthemesmorecloselyrelatedtotheresearchquestionsunderconsideration(Rabionet,2011). Purposivesamplingwasemployeddue to theparticularnatureof the targeted respondents,whowere regional representativesofmultinational hotel companies responsible formanaging talentsacrossdifferenthotelbrands inThailand.Theyweredeemedtohavetheexpertise in theareas thatwere relevant to this research.Emailsweresenttovarioushotelsunderthemanagementofmultinationalhotelcompaniesin Thailand,addressing theGeneralManageror theHumanResourcesDirector, informingthemofthe intentofthisstudy.Forthecompaniesthatwerewillingtoparticipate,thecontactdetailsoftheregionalrepresentativesweregiventotheresearchers.Invitationsfor participationwerethensenttoallregionalrepresentatives.Afewdaysaftertheinvitation weresent, followuptelphonecallsweremadeto the respondentsor theirassistantstoschedulethe interviewdate, timeand location.Therewerepositive responses fromfivemultinationalhotelcompanies,whererespondentsprovedtobeappropriateforthe research.Theserepresentativesholdtheresponsibilityofmanagingtalentstotaling101hotelpropertiesacrossThailand.

Table1: ParticipatingCompaniesandRespondentDetails

Company Headquarters Respondent’sPosition

A United States RegionalDirectorofTraining,AsiaPacific

B France DirectorBrandAcademyAsiaPacific

C United States AreaDirector,HumanResourcesThailand

D United Kingdom HumanResourcesBusinessPartner,SouthEastAsia

E United States RegionalHumanResourceDirector

(Thailand,VietnamandCambodia)

The locations forconductingthe interviewswereplacesthatwereconvenient fortherespondents,suchasvarioushotelsortherespondents’offices.Theinterviewslastedapproximately60 to90minutes.With the respondents’consent, all interviewswere audio–recorded,andwerelatertranscribedandsenttotheparticipantsfortheirverificationtofurtherensureamutualunderstandingoftheareasinthisstudy.Thethematicanalysis techniquewasused toanalyze thedata. It isamethod for identifying,analyzing,and reportingpatternswithinthequalitativedata(BraunandClarke,2006),andisaprocessusedforencodingqualitativeinformationwheretheencodingrequiresanexplicitcode.Athemebeingapatternuncovered fromthe information,which,ataminimum,describesand


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organizes theobservationsand,atamaximum,can interpretaspectsofphenomena(Boyatzis,1998).Forconfidentialitypurposes,therespondentsandtheirorganizationsarecodedasRespondentorCompanyA,B,C,DandEinthefindings,andinthesubsequentdiscussions.Moreinformationabouttheinterviewrespondents’positionsandcompanies’headquarterscanbeseeninTable1.

Results MeaningofTalent Allrespondentsviewedatalentedindividualaspeoplewhohaveanaturalability.Havinginnateabilities,beingservice–minded,andpassionatewerefrequentlymentionedbythe respondents,asnaturaldomains for talents in thehotel industry.Forexample, RespondentAsuggestedthat,“talentequatespassion,whichisstrongerthanattitude”, itissonaturalthat,“ifyoulovethejobyoudo,youwillneverworkadayinyourlife”. Themajorityoftherespondentsbelievedthatthereare industry–specificskillsandknowledge thatare required forapersontobeconsidereda talent.Apart frombeing naturallygifted inservice,talentshavetoworkhardontheirskillstobecomeanexpertinwhattheydoaswell.Anexampleofsuchaskillwascommunicationskills,which“are essentialregardlessoftheposition.Youneedtobeabletoworkandcommunicatewith others…whetheryouarefront–of–houseorbackofhouse,itdoesn’tmatter”(RespondentB). Mostof the respondentsviewedpracticeandexperienceas requirements tobe consideredasatalent.Technicalexperiencehadbeenmentionedbymanyrespondents,andanaturally talentedpersonhadtogain job relatedexperience,gothroughcertainstagesoftheir job,beforereachingapointofbeingwhatmultinationalhotelcompanieswouldconsiderastalents. Thenextaspects thatwere lookedout for in talentswere the intelligenceand aperson’sabilitytolearn.Afewrespondentsemphasizedtheimportanceofcontinuouslearningbybringinguptheexamplesoftheirleadersascontinuouslearners.Anexamplegivenwascriticalthinking,whichallowsatalentedpersontobringchangeandinnovationtotheorganization.“Itdoesn’tmeanthatwhateverthehotelindustryhavebeendoingforthelasttwentyyears is right fortoday. Itmaynotberight foryourhotelandyour customers.Sodoyouhavethecriticalthinkingtochangetosuit?”saidRespondentE. Talentshavetopossessindustryspecificattitudes,characters,andbehaviors.Hoteltalentshaveahumbledapproach,aglobalmindset,andaserviceattitude.Theyarepeoplewhoarehungry to improve,open-minded, trustworthy,motivated, inspired,customer– focused,acceptabletofeedback,andareabletoworkinateam.Inadditiontothis,talents “willnot lookataproblemasaproblem,but [they]will lookat itasachallengefor [their]personalgrowth”(RespondentA).


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Majorityof the respondentsalsobelievedthat talentsshouldhavethepotentialtoproduceanotabledifference in theirworkplace.Theyshouldbepeoplewhohave theabilitytodomorethanwhattheyarecurrentlydoing,trulydelivertheorganizationalbrand,andareabletobethefutureofthecompany.Moreover,talentsshouldmeetanddeliverspecificneedsoftheorganizationoverthechangesintime,“meaningthatnotonetalentfitsall”(RespondentE). OnlyRespondentBconsideredpeopleinkeypositionsorleadersasatalent,wheretheclassification intothetalentcriteria“dependsontheposition”.However, theother respondentshavenotmentionedthattalentsshouldbeofcertainpositionsintheorganization.

Figure1:TheMeaningofTalent.

Addition to the sevendimensions suggested frompast literature (i.e., natural existence,skillsandknowledge,practiceandexperience,intelligenceandabilitytolearn,attitude,characterorbehaviors,potential fornotabledifference,andkeypositionsor leaders),aperson’smobilityandtheirculturalfitweresuggestedasfactorstobeincludedinthemeaningoftalentsbyRespondentB.Overall,thefindingsfromthisstudyrevealedthatthereareatotalofninedimensionstothemeaningoftalent(Figure1).

Talent

Natural Existence

Skillsand Knowledge

CulturalFit

Mobility Practice and Experience

IntelligenceandAbiltytolearn

Key Positions orLeaders

Potentialfor Notable

Difference

Attitude, Characteror Behaviors


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TalentManagement ThreecommonstrategieswereidentifiedineachoftheTMstages.Intherecruitmentstage, themultinationalhotelcompanies’strategieswereemployerandhotelbranding, behavioralandsituationinterviews,andinternalrecruitments.Inthedevelopmentstage, the strategieswere coaching/mentoring, job rotation, and the freedom to learn via e–learning. Finally, in the retention stage, the strategieswereprovidingnon–financial compensation,supportfromthetop,andorganizationalculture. TalentRecruitment Majorityof therespondentsconsideredtheiremployerbrandandhotelbrandsasa formofmarketingtool forattractingtalents.AccordingtoAmblerandBarrow(1996), anemployerbrand is thecompany’s imageasseenby theemployees,builtwith thepowertoattractandretainthebestemployeesoftheorganization.Apartfromhavinganemployerbrand,multinationalhotelcompanieshave individualhotelbrands,whichnotonlyappealstothehotelguests,buttopotentialandexistingemployeesaswell.“It ishowwecreate,innovateandpresentthesebrandsthatappealtotheseapplicants.Some applicantsareveryspecificaboutthebrandtheywouldwanttoworkin,nothingelse,”saidRespondentE.Similarly,RespondentAsharedthat,“certainpeoplecannotassociatewithsomebrands…[asitisnot]linkedtotheirbehavior,attitude,andpersonallifestyle”. Thecompaniesusedbehavioralandsituationalinterviewingtechniquesinthetalent recruitment stage.Behavioral interviews focusonbehaviorsbyaskingcandidates to describewhattheydidinthepast,whereasinsituational interviews,futurehypotheticalsituationsareproposed,andthecandidatesareaskedwhattheywoulddointhatsituation(Barclay,2001).Duringbehavioralinterviews,“Iwouldaskthemabouttheirexperienceinthepast,likewhatdidyoudo,whathappenedbetweenyouandyourfriends,howdidyouhandlethat,”mentionedRespondentC.Anexampleofasituationalinterviewquestion byRespondentAwas,“ifasubsidiaryinyourdepartmenthasnotenoughstaffandaskforyourhelp,areyoureadyevenifitisyourholiday?” Mostcompaniespreferred to recruit for talentwithin theirownorganization.For example,RespondentBstatedthat,“oncetheyarewithus, that’swhenwecantruly identify thetalent,becausewehavesystemsandprocesses inplace”.Thecompaniesmutuallyagreedthatpeoplewithpotential togroware lookedout for,becausethesepeoplecanbedevelopedinthewaythattheorganizationwouldlikethemto.RespondentAaddedthattherearestillpeoplewhohavenaturaltalents,andiftheorganizationwereabletopinpointthosetalentsearly,itwillbeacompetitiveadvantageforthecompany.


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TalentDevelopment Therespondentsmentionedcoachingandmentoringinterchangeably.Allrespondents referredtocoaches/mentorsaspeoplewhohaveahigherposition,andaredeemedtobeable toguide the talent inhisorherdevelopment.Forexample,acoach/mentortoahotelGeneralManagerwouldbe theRegionalGeneralManager,or theAreaVice Presidentofthemultinationalhotelcompany.Usually,atalentwouldbepartneredwithonecoach/mentor.All the respondentsagreed thatcoaching/mentoringprogramsare importantinthetalentdevelopmentprocess.Coaches/mentorshavetoknowthedifference in guiding thedifferent generations, for example, RespondentApointedout that, “generationXlikestobecoachedstepbystep,however,GenerationYandZdonot”. Thedevelopmentprocessesarealsodifferentineachregion“becauseeachcountryhaveadifferentlevelofmaturity,”saidRespondentB. Atthestageoftalentdevelopment,allthemultinationalhotelcompaniesbelievedthatjobrotationisanimportantstrategy.Campionetal.(1994)suggestedtwobeneficial explanations to job rotation.Thefirstbeing that it stimulatesemployee learningandincreaseshumancapitalaccumulation,andthesecondbeing that job rotation reducesboredomandkeepsemployeesmotivatedintheirjob.Apartfromthe“learningaspectintechnicalskills,theyarecross–exposedinternallyorexternallytoothersisterhotelsinthecompany,”mentionedRespondentB. All the respondentsalsoagreed that talents shouldhave the freedomto learnanddevelopaspertheirownpersonalneedsattheirconvenientspeed.Thisisachievedthroughself–pacede–learning,available inallmultinationalhotelcompanies throughthecompany’s intranetwebsite.SomeofthecompaniespartnerwithCornellUniversityinNewYork for their talents totakedevelopmentalprogramsviae–Cornell.Thewhole developmentprocess“isaboutbeingyourselfwithinyour jobandenjoyingthingsthat youdo,andifyouhaveaparticularinterest,youbringittotheattentionofyourleaderandseeifyoucandevelopthatwithintheproperty,”saidRespondentD. TalentRetention Inordertoretaintalentedemployees,“peoplewillalwayssaymoney”(RespondentD). However,mostof the respondentsviewedthatnon–financialcompensation is thekey motivationalfactorfortalentstoremainintheorganization.Somecompanies’headquarterstakeitveryseriouslyandconductstudiesonthismatterwithAonHewitt,ahumancapitalconsultingservicesCompany,anduniversities.“Wefindthatitisnotmoney,butitiscareerprogressionandrecognitionoftalent…sowemakesurethatit’sassimpleasdoingallofthepromisesthatwemake,”indicatedRespondentD.Somerespondentssuggestedthatfinancialcompensationmightbemoresignificanttoyoungertalents,“becausetheyaretheoneswhoarestartingtobuytheirfirstcar,firsthouse,andbuildingupafamily”(RespondentC).


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Havingsupport fromthetopwasemphasizedbymajorityoftherespondentsasanother importantstrategyintalentretention.Totherespondents, itmeantreceivingsupportiveor encouragingactionsfrompeoplewithhighpositions inthecompanies’headquartersand regionaloffices.Talentsareledtobeinvolvedinapartofabigpicture(amultinationalhotelcompanymanagingmanyhotelbrandsacrosstheglobe),andnot in justonehotelalonethroughtheirintranetandhotelcommunities.Talentscouldseekhelpfromacrossspectrum ofexpertiseandnetworkthatthemultinationalhotelcompanieshave,andthis iswell communicatedonaday–to–daybasis. Support from the top is activelyexpressed, forexample,thereareTalentDaysconductedbyCompanyB,wheretalentsofdifferent hotelsintheregioncometogethertobethankedandappreciatedbythecompany’ssenior management.Fromtheevents,talentswouldfeelspecial,andamutualunderstandingof thecompany’sprogresswouldbecommunicatedaswell. Amongotherstrategiesthatthehotelsusedtoretaintalents,organizationculture appears tobe themost important factor,because itportrays thehotelbrandand its promisestoemployees.Multinationalhotelcompaniesmanageavarietyofhotelbrands withtheculturesrevolvingaroundsimilarconceptsofengagement,family–likeatmosphere, learning,developing,acceptable tochange, two–waycommunication,clearvaluesandstretchedgoals.“Theverysimplestrategy is thatpeoplearethecenterofourworld,” mentionedRespondentD. ChallengesinTMImplementation Thereweremanychallenges inTM thatwerecontributedby the respondents. Themostdifficultareathattherespondentsagreeduponisleadership.Although,coaching/ mentoringiscriticalintalentmanagement,it isnoteasytofindsomeonewhocanbeatalent’scoach/mentor.Theseareleadersofahigherposition,whoareabletoguidethetalentinhisorherdevelopment.Usually,allcoaches/mentorsareheadsofdepartmentsormanagers,whoarebusywithoperatingthehotels,anditisachallengetohavetimetotailorcoach/mentorsomeone.Additionally,RespondentEpointedoutthat,“iftheydon’tknowhowtodo it [coaching/mentoring], it’sgone...sothewonderfulprogramsarenotworkingeffectivelyifyouhavedepartmentheadswhodon’tknowhowtoimplement,andthatisthebiggestchallenge”. Mobility isanother issue forTM inThailand.Many talentsareunwilling tomoveawayfromtheirregion.Forexample,talentswanttobeinthecities,suchasBangkokand Chiangmai,andnot inhotels in lessdevelopedcities,oreven inothercountries.“This createssomelimitations intermsofadvancements”,saidRespondentB.Careergrowthandopportunitiesareavailable,but talentsdonotwant to relocate.Thesituationcanbeworsenedwithotherhotelcompaniespresentingopportunities incityhotels, and headhuntstalentsawayquickly.


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Another significant challenge facedbyhotel companies is the talent fit. The multinationalhotelcompaniesdonotownthehotelsthattheymanage,andtherefore,thereisalwaystheinfluenceofthehotelowners.AnexamplewasthattheownersmightwanttheirhotelGeneralManagertospeakaparticular languageasidefromEnglishandThai,or,theymightwantaGeneralManagerwithalotofexperienceinsalesandmarketing. Unfortunately, themultinationalhotelcompany’stalentswhoarereadytotakeuptherolemightnotfit thoseneeds.Nonetheless, theyarepeoplewhoareabletotakethe responsibilities andarequalified,butnot justwhat thehotelownersprefer. Thus, thecompanyandtheownersarefrequentlynotabletoagreeuponatalentthatfits. Discussion MeaningofTalent Thefindingscorrespondtopreviousstudies (BuckinghamandClifton,2001;GoffeeandJones,2007;Groysberg,NandaandNohria,2004;Hatum,2010;Ingham,2007;Michaels,Handfield–JonesandAxelrod,2001;Morton,2004;PhilipsandRoper,2009;PiansoongnernandAnurit,2010;RathandConchie,2008;ReadyandConger,2007;Tansleyetal.,2006).Thesevenkeycharacteristicsoftalentidentifiedinpreviousresearch(i.e.,naturalexistence,skillsandknowledge,practiceandexperience, intelligenceandabilityto learn,attitude,characterorbehaviors,potentialfornotabledifference,andkeypositionsorleaders)havebeenidentifiedbytherespondentstobethecharacteristicsoftalentsinthehotelindustryinThailand.Additiontothesesevendimensions,mobilityandculturalfitofapersonalsoplaysapartinthemeaningoftalent.Thisisbecausethehotelcompaniesaremultinationalcompanies,andatalentshouldbeabletorelocatewithaglobalmindset. TalentManagement Overall,thefindingspointedoutthattherearethreedifferentstagesofTMinthehotelindustry:talentrecruitment,talentdevelopmentandtalentretention.Thestrategies in the recruitment stagewereemployerandhotelbranding,behavioralandsituation interviews, and internal recruitments. In thedevelopment stage, the strategieswere coaching/mentoring,jobrotation,andthefreedomtolearnviae–learning.Intheretention stage, thestrategieswereprovidingnon–financialcompensation,support fromthetop, andorganizationalculture. TalentRecruitment Thereexiststrongmarketingeffortstorecruitbothexternalandinternaltalentsviatheemployerbrandandhotelbrands,withfocusonthematchbetweenthecompanies’hotelbrandsandthecandidate’s identityassociationandpersonal lifestyle.Behavioralinterviewsandsituationalinterviewsarewidelyusedintalentrecruitmentbypractitionerstoanalyzewhatcandidateshavedone(past)andwhattheywoulddo(future).Thefindings


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indicatedclearpreferences for talent recruitmentwithin thecompany, as thereare systemsinplacetoobservethebackgroundofthetalents,buttherewasalsothebeliefinexternaltalentrecruitment,suggestingthatthereisnotenoughtalentsgrowthwithinthemultinationalhotelcompaniestomeettothedemandsofthesubsidiariesinThailand. TalentDevelopment Intalentdevelopment,thefindingsdemonstratedthatcoaches/mentorsstyletheircoaching/mentoringaccording to individual talentneeds,generationalneeds,and the maturityofthecountry.On–the–jobtrainingsareusedtodeveloptalentsbyrotatingthemtowork indifferentdepartmentswithintheirworkinghotels, tosisterhotels inThailand orothercountries subsidiaries.Apart fromon–the–job trainings,e–learningplatforms aremadeavailabletotalentstocustomizetheirownlearningphase,andallowroomtoexploretheirowninterests. TalentRetention The findings of the current study revealed that efforts are geared towards non–financialcompensations intalent retention,as it isbelievedtobemore important thanfinancialcompensations.Nevertheless,thesituationmightbedifferentfortheyoungergenerations.Moreover,eachofthehotelcompaniesmadeeffortsinconstantlyremindingtheirtalentsonaday–to–daybasisregardingtheirroleinthebiggerpicture,toemphasizethat there isalwayssupport fromthetop, in the formofhelpfulnetworksandglobal communities.Similarorganizationalcultureswerealso foundtoplay important roles inretainingtalentsinthehotelindustryinThailand. ChallengesinTMImplementation TMisachallengingissueinthehotelindustrytoday.Leadership,mobilityandtalentfitarekeyissuesfacedbythemultinationalhotelcompaniesinThailand.Thechallengeofleadershipnothavingtheskillsandthetimetotailorcoach/mentortalentedindividualscorrespondstotheconcludingcommentarybyD’Annunzio–Green,MaxwellandWatson(2008), that there isa limited levelofcommitmentofseniormanagementtowardsTM. Inourfindings,therewasaprimaryfocusonthechallengesofTMininternaltalents,andnotexternaltalents.MobilityandtalentfitareconsistentwiththestudydonebyCappelliandKeller (2014),wheremobility isoneofthechallenges intalentpool retention,and talentfitisoneofthechallengesinfillingstrategicsubsidiarypositionsinternationally.

ContributionsoftheStudyandManagerialImplications ThisresearchexpandstheexistingknowledgeofTMbystudyingthehotelindustryinThailand.Totheauthors’knowledge, fewresearchstudieshavebeenconductedto investigate TM in thehotel industry, andmost TM researches areWestern–based, Chinese–based,orMiddleEastern–based,withoutdirect implications to talents in the


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SoutheastAsiancontext.Thefindingsofthisstudycanbeusedasastepping–stoneforfuturestudiestobetterunderstandtalents,andeffectivelyfacilitateTMinSoutheastAsiaandinthehotelindustry. ThestudyhasshownthattherearesubstantialinterestsinTMbyhotelpractitioners.However,thereisnoformalframeworkinthemeaningoftalent.Thisleadstoconfusionandsubjectivityintalentidentificationandrecruitment,andeventuallyleadstoineffective TM.This study thusprovides themodel thatmanagers canuse to identify talent intheirdivisionsprior to implementing the threestagesofTM (talent recruitment, talent development,andtalentretention). LimitationsoftheStudy Despite itscontributions, this study is limited to theviewsof regionalorcluster representativesofmultinationalhotelcompanies’subsidiariesinThailand.Theresultscanneithergeneralizethemeaningoftalent,strategiesinTM,andthechallengesinimplementing TMinotherindustries,norotherregion.Thetopicunderdiscussionisconsideredasoneofthekeysuccessfactorsinthehospitalityindustrytoday.Somedetailedinformationandorganizationalstrategiesareconfidentialtothehotelcompanies,andarenotabletobediscussedbytherespondentsorincludedasapublishedresearch.ThisstudyalsopresentsTMstrategiesandchallengesfaced;however,thereisnomeasureofsuccessinexecutingthestrategiesandnoremediesforthechallengesdiscussed. Conclusion Talentedindividualshavetobemanageddifferentlysothattheyaredevelopedtotheirfullestpotential.Otherwise,theymaylosethepotentialtoexcelintheirstrengths,andmayfindtheopportunitytoexcelelsewhere.Keepinginmindthathumancapitalisoneofthekeysuccessfactorstohavingacompetitiveedgeinhotelbusiness,theviewsofexpertsfrommultinationalhotelcompanieswerestudied,andthisstudyproposedtheMeaningofTalentModel,withnineelementsoftalent,discussedstrategiesinTM(talentrecruitment,talentdevelopment,andtalent retention),andpointedoutthechallengesfaced inTM implementation.WithouttheproperTMstrategiesandpracticestohandleemployees’ talents,hotelcompanieswillcontinuetoexperienceahigh turnover rate, nomatterhowmanytalentedemployeestheyhaveintheircompany’stalentpool.


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