You should be continuously reflecting back to methods which are helping to resolve these characteristics of the industry.
What methods are being used to attract and retain talent? – try to keep this specific to T&H
What are the current ways forward for recruiting and retaining employees?
What should HR focus on in order to become more effective in this?
You could assess the impact of technological developments on managing human resources in hospitality national and international organisations.
What impact has technology and innovation had on the roles and responsibilities of HR managers and employees? Think about the use of IT in the industry – we are a people industry – what about the soft skills? Can technology truly replace human customer service? Is IT a tool or a controlling mechanism? What about the technical abilities of our staff? Challenges in the industry – reports, journals relating to technological innovation.
Lots of evidence out there looking at training and development. Remember what we looked at with rewards and benefits. Consider what balance should be made between strategic objectives and HR objectives. What about technology?
Consider here the pros and cons of strategic HRM. What benefits does best fit vs best practice have on organisations strategies? You may want to consider the alignment of HRM strategies and organisational ones. Some critical consideration to hard and soft HRM can also be positioned. What impact does these have on attracting and retaining employees? What is the consensus in literature? What method is best for the industry? Does it depend on the organisation? Examples would further support this area.
Future planning is very important – of course you cannot always plan for every eventuality but if you know that there are staff who are on the move or who are critical to your organisation then you need to future proof yourself. Plan ahead and make sure there are staff coming up through the ranks who are able to take over (succession planning). What do the sources say about internal recruitment? – some relation to motivation and retention could be made here. Remember training and development can take time. Agencies and recruitment specialists can be helpful again do we have evidence of related issues.
What difficulties are there in balancing strategic goals and employee goals / well-being?
Are there any conflicts in the management role with regard to HRM – if the managers are concentrating on operational issues do they have the ability, time or knowledge to deal with the employee management and SHRM of their role?
Remember to evaluate the employee well-being as well as meeting organisational goals – benefits and challenges of considering and involving employees in strategic alignment. Do organisations really care about employees or are they just driven to increase efficiency and save costs?
How does employee performance impact on the pursuit of strategic organisational successes? How does this impact on retaining employees? Think about the work intensity of the industry and the drive for efficiency and cutting costs.
When reviewing the literature, the following should be taken into account:
What is particularly different about the nature of the Tourism& Hospitality industry that makes human resources harder to manage?
What methods are helping resolve these characteristics of the industry?
Critically assess the strategic contribution of Human Resource Management to business success. Why is Human Resource Management important to the strategic business success of Hospitality organisations?
What difficulties are there in balancing strategic goals and employee goals?
How does employee performance impact on the pursuit of strategic organisational successes?
What are the current ways forward for recruiting and retaining employees?
What are the requirements of Quality Management schemes in methods of recruitment and retention?

What are the requirements of Quality Management schemes in methods of recruitment and retention?
If HR needs in the industry are so diverse and versatile how do you see quality management schemes having an impact on managing them?
How do we measure the quality of our staff? Think about appraisals, internal and national Quality Assurance schemes, and examples of best practice. Consistency and customer service are key these are often hard to measure what do the authors have to say about that dilemma?