An entirely fictional international recruitment consulting project for Brunt Hotels PLC headed by Arrow Management Consortium . The project explores The Job analysis to branding process, and Selection & Training stages for this interesting project.

1. 2013
ABUBAKARI Ibrahim
FICTIONAL RECRUITMENT PROJECT
4/15/2013
Proposal: Brunt Hotels, PLC International
Recruitment & Staffing

2. 2
Table of Content
Introduction ………………………………………………………………………………………………………………………….3
ACTIVITY A - Key priorities for the Brunt, PLC in the period of expansion………………………………..4
ACTIVITY B - 10 Minute Argument (Group 3)………………………………………………………………………….4
ACTIVITY C - Recruitment Advertisement……………………………………………………………………………...5
ACTIVITY D - Job Description & Person Specification for Management Position…………………..6-7
ACTIVITY E – Selection Process……………………………………………………………………………………………….8
Flow chart……………………………………………………………………………………………………………………………...8
Interview questions………………………………………………………………………………………………………………..9
Activities………………………………………………………………………………………………………………………….10-11
Expectation of candidates……………………………………………………………………………………………………..11
Assessment ……………………………………………………………………………………………………………………11-12
Criteria……………………………………………………………………………………………………………………………12-13
Budget ……………………………………………………………………………………………………………………………......13
ACTIVITY F – Pre-departure
training…………………………………………………………………………………………………………………………..14-15
Reference ……………………………………………………………………………………………………………………………15

3. 3
INTRODUCTION
Arrow Management Consortium (AMC) is a world-class Management Consulting and Recruitment Company that
has been around for the last 15 years. We offer rapid, reliable and excellent support to small and big companies in
the areas of recruitment & staffing, Mergers & Acquisition and Market studies. Our offices are spread across 30
countries in all five continents. We continually strive to bring excellent solution and services to our clients through
constant investment in our competent staffs that are specialized in different industries as well as investing in
modern technology to keep us ahead in the industry.
Our core values are Passion, Creativity, Integrity, our People, Hard-work and Excellence.
Mission statement
We strive to provide with our clients excellent, reliable and upbeat services that will propel their business
forward for not only the near future but for long-term positive benefits too
We price our people (employees) as the power behind the performance and ensure they enjoy endless
growth opportunities that will compensate their dedication and loyalty to work
We promote honesty, transparency and enthusiasm with our clients always in order to always deliver and
foster a good working relation
We measure our success based on our clients satisfaction in the quality of our work and referrals and
turnover
Some of our loyal clients include the following: American Express, Loréal InternationalTotal, Euro Disney, Raleigh
Sugary, Emirates, The Shanghai Group, The Fairy Cruise Lines, Pride of Africa, etc.
To provide you with the best support in finding quality, reliable and experienced Candidates for Brunt Hotels, PLC,
the following Arrow (AMC) staffs shall guide and manage the entire recruitment process till the end.
Ibrahim Abubakari
Samantha André
Maxime Anne
Ellis Brant
Cécile Albrecht
We look forward to serving you with excellence and birthing a lasting relationship between Brunt Hotels PLC and
Arrow Management Consortium (AMC).
Thank you.
Brian Black
President Arrow Consortium Management (AMC)

4. 4
ACTIVITY A - Key priorities for the Brunt, PLC in the period of expansion
1. Study local culture and customs – understand what’s expected of hotels/businesses
2. Study and gather information on current successful hotels in area, both locally and internationally owned.
3. Search for staff for new hotels in France and China to ensure it is fully a staffed at the time of opening
4. Train new staff in the culture of the business, what’s expected of them and in the skills needed to
correctly carry out the job.
5. Consider local work practices and business ethics to ensure four weeks will be sufficient to rebrand hotels
/ to continue to operate successfully
6. Look for new managers/employees to replace those going abroad.
7. Prepare managers and PCNs for moving abroad through training / cultural awareness courses
8. Set up support network in new country to allow transition for managers to be easier.
9. Along with training, give current managers/PCNs that are interested in going abroad intensive language
training
ACTIVITY B - 10 Minute Argument (Group 3)
Using a combination of PCNs & HCNs (Geocentric Staffing Approach) will be the ideal method for Brunt Hotels,
PLC. This geocentric staffing is when a firm hires “the best people for key jobs throughout the organization
regardless of their nationality, who are talented, skilled, and have a proven track record”(Hill, 2011 pp. 620-621).
This approach will further help Brunt, PLC in moving in the right direction with its internationalization and
expansion strategy.
Benefits of such approach include
(a) Diversity in workforce
Since Brunt Hotels, PLC aspires to build a global brand, having a diversity of employees will demonstrate the
company’s readiness to enter new markets and also enhance the image of the company before its worldwide
clients.
(b) Easy integration into new markets
Political and cultural issues will be low if the company chooses this approach. Since the company is employing
not only PCN’s or HCN it makes it easy for the firm to gain support from the host nation and this could curb
policies such as high taxation on foreign firms and tension from political leaders as well as easily attracting
new clients from local markets.
(c) Smooth leadership adherence
This approach will allow a free flow of knowledge within the organization. There will be less language barriers
issues as well as cultural difference issues and employees will follow leadership with respect.
(d) Encourages hard-work and high commitment to work by employees
The organization stands a good chance of hiring the best employees from around the world since
qualification to work will be based only on competence and quality of application. Employees will be
determined to work hard and aspire to be considered for future leadership positions within the firm. Thus,
this approach is good way of managing talent and has a long-term reward for the organization.

5. 5
ACTIVITY C - Recruitment Advertisement
Are you ready for More Growth & International Exposure?
Employment Opportunities as Hotel Managers awaits you in the USA, France and China!
In order to keep up with our internationalization strategy, we have recently developed our business in foreign
countries (France, South Eastern USA and Eastern China) through the acquisition of a chain of hotels and with the
hopes of expanding the Brunt Hotels brand and continue to offer excellent customer satisfaction to all our cherished
guests worldwide.
Consequently, we propose to you the position of Hotel Managers(s) in this new exciting challenge. Our objective
is to own and run 250 Hotels globally within the next 5 years with the help of your undying commitment, high
skills, experience and unrivaled wealth of knowledge.
Join us in this exciting challenge!
Job Description
Brunt Hotel is seeking a General Manager who will be responsible for the day-to-day running of the hotel and its
staffs. He or She will be in charge of the commercial accountability for budgeting and financial management,
planning, organizing and directing all hotel services, including front-of-house (reception, concierge and
reservations), food and beverage operations, and housekeeping. He also will have to recruit, train and manage his
team.
Eligibility
Preferably a Masters degree in Luxury & Hotel Management, General Management or Marketing is
required or an Undergraduate Degree in a related hospitality industry with a minimum of 3 years work
experience is required.
An excellent command of spoken and written English is needed (A working knowledge in French or
Chinese will be plus for candidates).
Experience with several hotel operation systems
Excellent interpersonal skills with a good knowledge of current affairs
Salary
£50,000.00
Advantages
An exciting international career with immense exposure
Unique evolution career opportunity
Affordable housing and living expense
Platform to learn foreign cultures (Language and general lifestyle).
Send resumes & applications to contacthr@bruntplc.com

6. 6
ACTIVITY D
(D) Job Description & Person Specification for Management Position
GENERAL MANAGER HOTEL M/F
General Description:
Brunt Hotel is seeking a General Manager who will be responsible for the day-to-day management of the hotel
and its staff. He will be in charge of the commercial accountability for budgeting and financial management,
planning, organizing and directing all hotel services, including front-of-house (reception, concierge and
reservations), food and beverage operations, and housekeeping. He also will have to recruit and manage his
team.
The typical work activities will include the following. Other duties may be assigned.
planning and organizing accommodation, catering and other hotel services;
promoting and marketing the Hotel’s business;
managing budgets and financial plans as well as controlling expenditure;
maintaining statistical and financial records;
setting and achieving sales and profit targets;
analyzing sales figures and devising marketing and revenue management strategies;
recruiting, training and monitoring staff;
planning work schedules for individuals and teams;
meeting and greeting customers;
dealing with customer complaints and comments;
addressing problems and troubleshooting;
ensuring events and conferences run smoothly;
supervising maintenance, supplies, renovations and furnishings;
dealing with contractors and suppliers;
ensuring security is effective;
handle Hotel’s PR
carrying out inspections of property and services;
ensuring compliance with licensing laws, health and safety and other statutory regulations.
Education:
Preferably a Masters degree in Luxury & Hotel Management, General Management or Marketing is
required or an Undergraduate Degree in related hospitality industry with a minimum of 3 years work
experience is required.
Work experience:
At least 3 years experience within the hotel industry in Hotel Management.
Professional skills:
An excellent command of spoken and written English is needed (A working knowledge in French or
Chinese will be plus for candidates).
Proficiency in Word, Excel, PowerPoint.
Experience with several hotel operation systems
Skillful in project planning/ tasks and able to prioritize projects/ tasks.
Personal skills:
Highly managerial capacities
Highly organized and efficient individual

7. 7
Pro-active and result driven (Flexible)
Both team player and captain (hands-on)
Ability to adapt vision and proven flexibility
Creative
Excellent interpersonal skills with a good knowledge of current affairs
Work status
Full time
Reporting
Reports to the regional Manager
Physical condition
Must be able to stand on feet for a substantial period of time
Ability to raise objects of about 10 pounds from a lower to a higher position or vice-versa without a
problem

8. 8
ACTIVITY E – Selection Process
Pre-selection process will include the following: Resume screening & selection, invitation and calls for interview
with final candidates who will go through the selection process (A total of about 20 candidates will be invited).
Selection process will last 2 days and the process shall be grouped as such.
Day 2
Opening of process
A1a. Fill attendance
forms
A1b. PLC Hotels Video
screening
A1. Welcome
candidates
B. Initial individual
interview
C. Group activities
D. Assessment
/Test
E. Announce
progressing
candidates
F. Background
checks (end of Day
1)
G. 2
nd
Individual
interview
H. Final group
case study
I.Individual activity
J.Interview with senior
management
K.Candidates
approval
K.1. Send thank you note
to all finalist
L. Finalise
recruitment
L.1. Review job duties
& responsibilities
L.2. Review selection
criteria
M. Finalise offer
M.1. Negotiate
N. Candidates
accept offer
K.2. Select candidates
O. Hire
candidates

9. 9
INTERVIEW QUESTIONS
THE START (BASIC INTRODUCTION
1. Tell me about yourself.
2. Why do you want this job?
3. What are some of your strengths and weakness?
4. Tell me a bit more about the evolution of Brunt Hotels, PLC?
5. What differentiates you from other candidates?
BEHAVIORAL
1. Give me an example of a time that you felt you went above and beyond the call of duty at work.
2. Tell me about a time when you had to give someone difficult feedback. How did you handle it?
3. What was the most difficult period in your life, and how did you deal with it?
4. What's the most difficult decision you've made in the last two years and how did you come to that
decision?
5. What irritates you about other people, and how do you deal with it?
6. What is your greatest failure, and what did you learn from it?
SALARY
1. What do you think of your salary if hired?
2. What do you think of bonuses, incentives and rewards?
CAREER ENHANCEMENT & GETTING STARTED
1. How do you want to improve yourself if you are hired?
2. How would your subordinates benefit from your presence on this job if hired?
3. What will your strategy be within the first month on the job if hired?
4. What significant impact will you make on the job in the first quarter if hired?
5. How would your former boss and colleagues describe your work style?
BRAIN TEASERS
1. Which Celebrity or Politician from the USA/China/France would you like to host for a weekend trip
together? Why?
2. Why do people snore in their sleep?
3. How tall is the Chrysler Building/Eiffel Tower/The Great Wall of China?
4. Who would you choose between Beyoncé and Lady Gaga and why?
5. Why do people cry when they are happy?
LIGHTER QUESTIONS TO END THE INTERVIEW
1. Tell me about your proudest achievement.
2. What philosophy do you live by?
3. What are your lifelong dreams?
4. List five words that describe your character.
5. What is your greatest achievement outside of work?
6. Tell me the difference between good and exceptional
7. What would you like to tell me that I have not asked you?
8. Have you any questions for me?
9. What makes you laugh?
10. Who are your heroes?

10. 10
EXAMPLES OF ACTIVITIES
1. Scenarios or role-plays will be given to candidates during initial screening for them to explain how they
would deal and react during situations on their own, with clients and or with colleagues at work. For
example, a candidate will be asked
“What would you do if you are on duty at midnight and a guest arrives at your hotel and you find out all
the hotel rooms are occupied and there’s no room for your guest with her 2 year old child?
This question will test their responsiveness to urgency, creativity, problem solving skills right during the
initial selection process
2. Group activities such as a short case study will be given to a group of 5 people to come up with solutions
for problems. The case study shall touch the core business their interviewing for and this will show the
amount of knowledge they have about the Hotel industry and how they can contribute to it. This activity
shall not last more than 15 minutes for each group.
3. During the final selection process of qualified candidates who made it to the next day’s process will have
a task called “Ladder of Inference”. This activity is to demonstrate how candidates will show their
leadership in a diverse workforce and in decision making about an assumption, wrongful
accusation and perceptions. The ladder is to simply show how one analysis a situation from the
bottom up with regards to characteristics or contributing factors. A scenario will once again be
given and then based on the ladder of inference, he/she will be asked to come up with a
decision. Below is an example of The Ladder of Inference from bottom up
This activity will last not more than 5 minutes.
4. In place of the Ladder of Inference, candidates can be given a small wooden plank with a nail already
stuck on it and then be asked to place 14 nails on the already stuck nail without the 9 nails touching the
wooden plank. This task will show the perseverance and determination to complete task of candidates
and sometimes shows their willingness to complete projects and goals. This activity will take place during
the initial group selection stage and pessimistic candidates will be cut off and only the determined ones
will move on.

11. 11
EXPECTATION OF CANDIDATES DURING THE PROCESS
Candidates:
1. Must be pleasant and genuinely interested in people
2. Must be confident and speak from experience during interview
3. Should demonstrate a good level of creativity in scenarios, ideas and in solving problems
4. Must be relatable in group work and with the interview panel
5. Must be eloquent with a clear diction and a must be a great listener
6. Should also be open minded on geography, arts and entertainment, people and culture, etc.
7. Must be well prepared enough for the interview and if possible have with them proof of results, works,
certificates, copies of projects, etc. to show their seriousness and readiness for the interview and job.
8. Must only apply for the job if they are interested in it and all candidates who do not wish to continue in
the process must send a formal written notice or phone call to inform the recruiter.
9. Must be honest in all ways during this process (education, work experience, certificates, etc)
10. Must be of legal age to work and have no criminal records that will harm the image of the hotel and its
environment.
11. They must be aware of the organization’s goal, mission and values.
ASSESSMENT/TESTS TO BE USED
The following are some examples of tests and assessment to be used in the selection process to secure the best
and quality candidates to fill management positions:
Psychometric test (Test Validity Concept)
This test will basically confirm the contents of a candidate’s results and achievements mentioned in his/her
resume and application pack to determine if indeed the candidate is worthy of the current job opening and
whether the candidate will deliver on the job. This psychometric test to be taken shall measure reasoning
capabilities, personality and education.
Two forms of testing will be used in this process, an aptitude and personality test that will last 40 minutes for
each candidate on a computer.

12. 12
Background checks
This with the consent of candidates will enable us review their commercial, criminal records and may include
social media checks to clear all doubts and possible future issues that may arise if candidates are not well
screened. The help of people finder tool will be relied on to some extent to give up-to-date data about criminal
offences and arrest history of people.
Employment history validity reference checks
This will assess a person’s work history to help further provide and confirm a candidate’s credentials and behavior
at work from immediate and past employers.
CRITERIA TO BASE DECISION ON & MATRIX TYPE TO USE
The following are in order of importance from the first being the most important and the remaining down
following up
1. Experience
Candidates must have a minimum of 3 years work experience in the hotel industry at Brunt Hotels
PLC with a track record of success and achievement in their line of duties, sense of maturity and also
display good enough knowledge about Brunt Hotels, PLC Hotels (Vision, Mission and Overall goals).
Experience in a multicultural setting would also be an added advantage since the hotel’s clients are of
different nationalities.
2. Education
Candidates must possess a solid educational background in business management with core areas in
hotels & luxury management or general management, business development and marketing from
accredited schools and qualifications. Ideally a Masters degree is acceptable but a first can be
accepted if candidate has a solid work experience.
3. Assessment/Test results
To prove and affirm indeed his/her resume and qualification and readiness to perform on the job,
decision will also be based on the relation between test results and presented qualification to help
select quality of the candidates.
4. Integrity
Candidate will be selected based on proven record of credentials and sincerity on his personal life and
history. This will help reduce the risk of our client (PLC) being dragged in legal issues in the future as
well as being able to entrust business into the hands of the candidate.
5. Interpersonal & Communication skills (Soft skills)
Candidate shall be selected based on his/her eloquence, human relations, open mindedness,
confidence, respect and persuasiveness. This will be noticed during the interview process.
6. Proactive/Creativity
Candidate will be selected based on his/her ability to come up with creative response to
issues/problems and his/her sound decision making during the selection process.
7. Language skills
Fluency in spoken and written English is a must. A second language in either French or Chinese or
both will be at candidate’s advantage.
8. Motivational requirement
Must show an enthusiasm or a will to relocate to other countries

13. 13
MULTIPLE CRITERIA DECISION MATRIX
This matrix is being used because decision to select the best candidates is based on several factors
that will be summed up on a scale of 1-10 for candidate’s performance. This scale will be represented
as Exceptional, Good, Average, Below Average and Poor and will have a total of 40 points if candidate
manages to score 5 in all six criteria.
Decision Matrix (Scale of 1-5) for each candidate
SCORES(1 being lowest & 5 highest)
CRITERIA 1 2 3 4 5
Experience
Education
Assessment/Test results
Integrity
Interpersonal &
Communication skills
Proactive/Creativity
Language skills
Motivational requirement
TOTAL
Budget : Hiring process
Item Cost in US Dollars $
Consultation fee $35000.00
Group Insurance $5000.00
Travel (Airfare/Taxi) $3500.00
Special Technology & tools $5000.00
Accommodation & Catering $1500.00
Legal fees $10000.00
Total $60000.00

14. 14
ACTIVITY F
Pre-departure Training
Research has shown that pre-departure training is a critical element in the future success of employees in
their overseas assignment (Mendenhall et al. 1987, Black 1992, Weech 2001). In putting together this
training plan, we considered several factors in order to determine and implement the most adapted and
“tailor-made” pre-departure training:
The expertise of the future expatriates
The expertise of the expatriate determines the kind of training. Since the employees will be in managing
positions (as opposed to engineering or more technical positions), they will be required to have a great dal of
interaction with host country nationals; the training therefore needs to be quite intensive (Chew, 2004).
Length of engagement (Tung, 1988)
Here it is a minimum of 4 weeks in order to rebrand the hotels, and then the employees will need to manage
the hotels after they re-open.
Degree of engagement (Tung, 1988)
The degree of engagement is quite high: employees will be in managing positions, therefore having to deal
with a lot of different issues and making important decisions on a daily basis. We need to ensure that
employees are able to lead multinational teams.
Degree of expected interaction with host culture
As mentioned earlier, degree of interaction with host culture is moderate to high. In addition to the
customers that the manager might have to deal with, he will need to hire a large number of staff since we are
told that 70 percent of the employees from the acquired organization left.
Degree of similarity between home and host cultures
Here we have to deal with three different countries and several level of similarity between home and host
cultures, from low (U.S.), to moderate (France), to high (China).
Recommendations
France, even though geographically close to the UK and also part of Europe, presents some minor to
moderate cultural differences with employees’ home country. The biggest barrier is the language, which will
definitely require extensive language training. Due to this language aspect, we have decided to provide
training for all family members, including wife and children. We recommend an average level of rigor for the
pre-departure training and opt for the affective approach. It will last 4 weeks and include: cultural
assimilator training, language training, role playing, critical incidents, case studies and stress reduction
training. The emphasis will be put on language and work culture.
The U.S. show the opposite situation: while much further on the world map, it presents many similarities

15. 15
with British culture and shouldn’t pose major issues in terms of culture or forms of management. We
therefore recommend a lighter information-giving approach with a lower level of rigor that will last one
week. The emphasis will be put on ways to deal with being away from one’s own country for the U.S. The
training will mostly include area briefings and films/books. The family will also be included. Research has
indeed determined that it is beneficial to include family members in order to reduce employees’ perceived
need to adjust (Deshpande & Viswesvaran 1991, Latta 1999).
China represents the most challenging country at all levels: language, work culture, everyday habits, food,
interpersonal communication, and distance from home country. For this country, we recommend a one-
month immersion approach with: assessment center, field experience, simulations, sensitivity training and
extensive language training. We think it is money well worth investing; even though it will be a little more
costly than another approach, it will prevent higher costs of premature return of expatriates and
management of expatriate’s crises.
Reference
Black, J.S. (1992). Coming home: The relationship of expatriate expectations with
repatriation adjustment and job performance. Human Relations, 45(2), 177-192.
Chew, J. (2004). Managing MNC Expatriates through Crises: A Challenge for International Human Resource
Management, Research and Practice in Human Resource Management, 12(2), 1-30.
Deshpande, S.P., & Viswesvaran, C. (1991). The Effectiveness of Cross-Cultural Training: A Meta-Analysis.
Paper presented at the Annual Meetings of the Academy of Management, Miami.
Latta, G. (1999). Expatriate policy and practice: A ten-year comparison of trends. Compensation and Benefits
Review, 31(4), 35-39.
Mendenhall, M., & Oddou, G. (1991). International human resource management. Boston: PWS-Kent
Publishing.
Tung, R.L. (1998a). A Contingency framework of selection and training of
expatriates revisited. Human Resource Management Review, 8(1), 23-37.
Weech, W.A. (2001).Training across cultures. Training and Development, 55(1),
62.