The organization wants to expand into France by opening new hotels. They plan to hire both existing PCN employees from the UK as well as new employees in France. However, determining salaries and selecting candidates fairly poses some challenges. A compensation plan is proposed that provides allowances and annual salary increases. The organization is also seeking the best process to select 10 new managers from 30 applicants in a just manner based on merit rather than just applications.
- Brunt Hotels acquired a small French hotel chain and plans to rebrand half the hotels under the Brunt name. They will send UK managers to France to lead the transition and manage the hotels.
- Brunt is considering whether to hire only internal/UK candidates or recruit local French managers. They must fill management positions quickly to reopen the hotels on time and on budget.
- The consultants are designing training and support programs to help UK managers transition successfully to their new roles managing hotels in France. This includes language training, expatriate support services, and tailored training based on each manager's needs.
The document discusses Brunt Hotels Group's plans for expanding into France by acquiring hotels there from another chain. It will retain and rebrand half the newly acquired French hotels. As an ethnocentric organization, Brunt Hotels will focus on several HR issues for expatriates moving to France and local French employees, including recruitment and selection, compensation, training, and ensuring compliance with French employment laws and regulations.
This study compared direct observation and informant rating scales to assess severe behaviors in infants and toddlers at risk for developmental delays. Direct observation of 17 participants during functional analyses found that problem behaviors were most often automatically reinforced or reinforced by escape from demands. Agreement between the two assessment methods was over 75% for aggression, self-injury, and stereotyped behaviors but lower for specific behaviors. The results suggest both methods can identify broad behavior categories but direct observation may be needed to understand precise reinforcers. Early intervention is important to address problem behaviors before they become entrenched.
Fictional international recruitment consulting project Ibrahim Abubakari
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.
Talha & Abdul Muqeet Final Project HRM.pdfTheonlineBM
The key priorities for the case study include selecting hotels to rebrand, creating a strategic hiring plan to replace departed employees, creating a training program for managers who will move to France, and developing cross-cultural programs. The document discusses arguments for hiring only parent country nationals or host country nationals. It recommends a balanced approach. It also provides details on recruitment advertisements, compensation packages, selection processes, and training program proposals for managers moving to France. Expatriate support services that could be provided are also listed.
The document discusses Brunt Hotels' plans to expand into France by acquiring a small French hotel chain. It outlines several areas that need to be addressed including recruitment and selection of potential general managers, performance management of both local and expatriate employees, providing training and support, and determining compensation plans that comply with French labor laws. Brunt Hotels will take an ethnocentric approach by using expatriate managers for key positions while hiring local employees for lower and middle level roles to help address language and cultural barriers.
Brunt Hotels is expanding internationally and needs to fill management positions at new hotels opening in France, China, and the US. An HR consulting firm was hired to help with the recruitment and selection process. They recommend using both parent country nationals (PCNs) and host country nationals (HCNs) for internal recruitment due to language barriers. For external recruitment, they will advertise the job openings with a focus on the hotel manager responsibilities and qualifications. The selection process will involve screening resumes, phone interviews, skills testing, in-person interviews that also assess language skills, and background checks before making a job offer.
The document introduces the IMD MBA Class of 2016, which consists of 90 carefully selected participants from 39 countries with diverse educational and professional backgrounds. On average, the participants have 7 years of work experience across various functions and sectors, speak 4 languages, and have extensive international exposure. The class aims to make a positive impact on businesses and the recruiter is encouraged to connect with these global professionals.
- Brunt Hotels acquired a small French hotel chain and plans to rebrand half the hotels under the Brunt name. They will send UK managers to France to lead the transition and manage the hotels.
- Brunt is considering whether to hire only internal/UK candidates or recruit local French managers. They must fill management positions quickly to reopen the hotels on time and on budget.
- The consultants are designing training and support programs to help UK managers transition successfully to their new roles managing hotels in France. This includes language training, expatriate support services, and tailored training based on each manager's needs.
The document discusses Brunt Hotels Group's plans for expanding into France by acquiring hotels there from another chain. It will retain and rebrand half the newly acquired French hotels. As an ethnocentric organization, Brunt Hotels will focus on several HR issues for expatriates moving to France and local French employees, including recruitment and selection, compensation, training, and ensuring compliance with French employment laws and regulations.
This study compared direct observation and informant rating scales to assess severe behaviors in infants and toddlers at risk for developmental delays. Direct observation of 17 participants during functional analyses found that problem behaviors were most often automatically reinforced or reinforced by escape from demands. Agreement between the two assessment methods was over 75% for aggression, self-injury, and stereotyped behaviors but lower for specific behaviors. The results suggest both methods can identify broad behavior categories but direct observation may be needed to understand precise reinforcers. Early intervention is important to address problem behaviors before they become entrenched.
Fictional international recruitment consulting project Ibrahim Abubakari
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.
Talha & Abdul Muqeet Final Project HRM.pdfTheonlineBM
The key priorities for the case study include selecting hotels to rebrand, creating a strategic hiring plan to replace departed employees, creating a training program for managers who will move to France, and developing cross-cultural programs. The document discusses arguments for hiring only parent country nationals or host country nationals. It recommends a balanced approach. It also provides details on recruitment advertisements, compensation packages, selection processes, and training program proposals for managers moving to France. Expatriate support services that could be provided are also listed.
The document discusses Brunt Hotels' plans to expand into France by acquiring a small French hotel chain. It outlines several areas that need to be addressed including recruitment and selection of potential general managers, performance management of both local and expatriate employees, providing training and support, and determining compensation plans that comply with French labor laws. Brunt Hotels will take an ethnocentric approach by using expatriate managers for key positions while hiring local employees for lower and middle level roles to help address language and cultural barriers.
Brunt Hotels is expanding internationally and needs to fill management positions at new hotels opening in France, China, and the US. An HR consulting firm was hired to help with the recruitment and selection process. They recommend using both parent country nationals (PCNs) and host country nationals (HCNs) for internal recruitment due to language barriers. For external recruitment, they will advertise the job openings with a focus on the hotel manager responsibilities and qualifications. The selection process will involve screening resumes, phone interviews, skills testing, in-person interviews that also assess language skills, and background checks before making a job offer.
The document introduces the IMD MBA Class of 2016, which consists of 90 carefully selected participants from 39 countries with diverse educational and professional backgrounds. On average, the participants have 7 years of work experience across various functions and sectors, speak 4 languages, and have extensive international exposure. The class aims to make a positive impact on businesses and the recruiter is encouraged to connect with these global professionals.
Teaching Case Fitness & Wellness Place Appoints a Ch.docxmattinsonjanel
Teaching Case
Fitness & Wellness Place Appoints a Chief Information
Officer
Joan Rodon
Department of Management Information Systems
ESADE Business School, Universitat Ramon Llull
Sant Cugat del Vallès, 59, 08172, Spain
[email protected]
ABSTRACT
Fitness and Wellness Place (F&W) is a network of fitness and wellness clubs in Spain and Portugal created in 2009 as a result
of a buy-out from a large British operator. In 2009, F&W was operating 15 clubs in Spain and Portugal and by the end of
2011, F&W ran 25 clubs. F&W’s rapid growth in the period 2009-11 had become a matter of concern to senior management.
The lack of control and the poor performance of core processes were negatively impacting the financial results and the firm’s
reputation. The F&W’s Chief Executive Officer (CEO), Nick Summers considered that it was time to make changes to the
operating processes and systems. Accordingly, Nick decided to create a new Chief Information Office (CIO) post in the
company and sought an industry outsider with excellent business performance who could put things in order. Students are
asked to put themselves into the shoes of the new CIO and deal with a broad range of IS management issues through seven
assignments. This teaching case was prepared to support a core course on information systems of a business administration
and management degree.
Keywords: Teaching Case, Data management, Business process management (BPM), Software as a service (SAAS), Social
networking, Security
1. INTRODUCTION
It was Monday, the 5th of March 2012 and Mike Vidal was
gazing out of the train window on his way to his new job at
Fitness & Wellness Place (F&W). He had been recruited for
the new post of Chief Information Officer (CIO). This was a
great opportunity for Mike. Since he graduated in Business
Administration, five years ago, Mike had always worked as a
consultant at a major management consultancy firm. As the
train drew into the station, Mike remembered the words of
F&W’s CEO when he accepted the job: “Mike, I want you to
help us hasten the implementation of the new strategic plan
of F&W. You will have to work hard to reorganize the
company’s information management processes and IT
systems.”
2. PREPARATION OF MANUSCRIPTS
F&W was a network of fitness and wellness clubs in Spain
and Portugal, created in 2009 as a result of a buy-out from a
large British operator with over 80 clubs throughout Europe.
At the time, F&W was operating 15 clubs in Spain and
Portugal. By the end of 2011, F&W was a well-established
brand in the Spanish and Portuguese markets with over
100,000 members and 1,100 staff. F&W ran 25 clubs and its
revenues peaked to €95 m in 2011 (see Table 1). Each F&W
center offered a full range of gym equipment, exercise
classes, personal trainers, indoor pools, spa and wellness
services including saunas, Jacuzzi, hydrotherapy pools, and
relaxation rooms, on-sit ...
S4U Q-GSP elevator pitch (Sales performance increase)Julien Anno
The document discusses Salesmen4U, a company that focuses on building great sales teams. They offer consultancy and assessment services to evaluate sales teams, talent acquisition assistance, and coaching and training programs. Their goal is to deliver professional and affordable services to help companies create successful sales teams. They use a proprietary Q-GSP methodology and have an international network of partners.
It’s all yours. You can help yourself to any of the job descriptions or letter templates in this guide. They’re available in PDF form or if you prefer there’s a link to a downloadable Word doc. Enjoy, customize and never face a blank page again!
This document provides an overview of salary trends in the hospitality sector based on a survey and market data. It includes the following key points:
- Average salaries for general manager positions in the UK (£160,000) are the highest, while Spain offers the lowest (£125,000). Resident/hotel manager salaries range from £70,000 in the UK to €65,000 in Spain.
- Positions like director of food and beverage, executive chef, and director of sales and marketing garner average salaries between £45,000-£80,000 depending on country.
- Benefits like annual bonuses, pension plans, and health insurance are most important to mid-to-senior level
Proper Hospitality management is the Primary key to success for a hotel industry . Here is a report that describe about the management strategy and models in top three hotels chain
I am a Business Developer | Manager with more than 7 years of experience in retail, franchise development and a Deal makers with more than 15 years in Sales development (B2B, B2C).
•Strong experience in sales (inbound, outbound) in short and long term cycle.
•Commercial expertise with major focus on retail | franchise development and operation,
•Team leader and Sales trainer able to empower and motivate others to achieve targets,
•Delivering outstanding results in high-pace development and turn-around situations,
What I love doing is 1) having an impact on customers’ lives via wonderful products | services, and
customer's experience, 2) managing and empowering my teams | colleagues and 3) turning the company’s vision into action and authentic success.
After years of business development and sales, I am in mission for Apple's headquarter as Senior Advisor ... I'm currently open to new opportunities.
Cognito’s London office is now accepting applications for their 2015 graduate scheme, beginning this summer!
The programme is designed to provide each graduate with a fundamental understanding of the public relations, marketing, social media and creative design industry with a specialised focus on the finance and technology space.
The integrated nature of our agency ensures that all graduates will come away with a broad understanding of a spectrum of communications practices. What sets Cognito’s graduate programme apart from other agencies is the “hands-on” experience and training with all levels of management and on a variety of work, from existing client projects to prospect pitches.
For more information or to apply, please email:
LondonGrad@cognitomedia.com
This document contains summaries of various clinical research vacancies. The roles include positions such as CRA, Project Manager, Quality Assurance Auditor, and Business Development roles across Europe and Germany. The vacancies provide opportunities for career growth, training, competitive compensation, and working for expanding companies conducting clinical trials in therapeutic areas such as oncology, CNS, and cardiology.
The Oberoi Hotels is acquiring a small hotel chain in Bangalore and plans to rebrand and sell some hotels while keeping others. They want to hire managers for the Bangalore hotels but don't have experience recruiting outside of Mumbai. The compensation for Bangalore needs to attract managers to relocate. Training will also need to be designed quickly as the hotels open in a month. Possible solutions include hiring a mix of local and existing Oberoi managers. Compensation for managers could include bonuses based on occupancy targets. Training would involve stages including culture introduction, city operations overview, and team building over a month period before soft opening.
The document summarizes a portfolio for a class project. It includes the mission statement, action plan, job descriptions, and strategic plans for various roles within the company. The mission is to provide quality products and services at preferential prices. The action plan addresses the main competitor, who has 30% of the market share, and plans to acquire two smaller competitors to strengthen their position. Job descriptions are provided for an accountant role. Strategic plans are given for roles in human resources, marketing, finance, and customer service management. The overall goal is to satisfy customers and achieve the best performance and profits.
The Hand Picked Hotels group implemented a new training program to reduce staff turnover, improve customer satisfaction, and boost brand engagement. The program focused on defining the guest experience, identifying employee behaviors critical to delivering that experience, and setting goals around attentiveness, naturalness, charm, and creativity. After integrating over 140 new employees through acquisition, the results included a drop in guest complaints, higher satisfaction scores, lower new-employee turnover, and increased retention. The success of the program strengthened the company's reputation for customer service and bonded employees around shared values.
CASE STUDY ONE: Strategy and HR Planning at the Capital Hotel
The Capital Hotel is located in the capital city of a Central European country. In the past, its main clientele has been government officials and administrators in departments of state and managers of heavy industries visiting the capital on official government business. The room occupancy rate was on average is 50%. This custom has declined somewhat in the last two years, but it has been more than replaced by business- people from neighboring countries in the week and by foreign tourists at the weekend. The average room occupancy rate is now 75%; 60% of rooms are sold at 'rack' price and it is not uncommon for the hotel to be fully booked especially at weekends. Generally speaking there is greater demand for catering staff at weekends since many tourists like to take lunch in the hotel9s restaurant. However, there is lower demand for housekeeping staff at weekends as tourist customers generally stay for longer periods than business- people and make less demands on this service.
Currently the hotel has 240 twin rooms but an extension is now being built and next year there will be 345 twin rooms altogether plus a revamped leisure club with a brand-new swimming pool and spa (run independently as a franchise). The owning company, European Leisure Resorts, wishes to reposition the hotel, re-designing and re-branding the hotel as an up-market <boutique= hotel. A new name is proposed,
<The Garden Court=. A new General Manager has been <head-hunted= from one of Russia9s top hotels
and her mission is to transform the quality of the hotel while ensuring good value for money.
Competitive Pressures and Strategic Responses
During the last two years a number of international hotel groups have opened hotels in the city to cater for the new markets. All of these are known for their high standards of service. Prices are correspondingly high. The management of Capital Hotel believe that to compete they need to improve the standard of service whilst pegging prices some 10% below their competitors. A survey of customers has indicated that customers would like the checking-in process to be made quicker, for service in the restaurants to be speedier and more friendly and for the rooms and public areas to be decorated and furnished to a higher standard.
Hotel Staffing
There are three departments in the hotel – front-of-house/administration, housekeeping/maintenance, and catering. Reception work on a three shift system 8around the clock9. Housekeeping works on a single shift system (from 06:30-16:00) with some overtime working to cover evening cleaning duties. Catering operates a two shift system from 06:00-15:00 and 15:00-24:00. Housekeeping staff are usually idle for about 2 hours of their shift. By contrast catering staff are very busy for their entire shift. Staff in the maintenance division of housekeeping have very variable workloads, often working under low pressure during their normal 07:00
Global entrepreneurs - product packagingAIESECGreece
This document discusses customer segments, value propositions, job descriptions, and financial structures for global entrepreneur internships. It considers business students, young people passionate about entrepreneurship, and innovative startups as key customer segments. Strong value propositions include professional development, challenging work, understanding startups, and affordable initial costs. Job descriptions cover areas like project management, marketing, finance, sales, and HR. Financial structures could involve fees from the intern or startup to cover accommodations and AIESEC services. Questions are posed about optimizing these areas to make the internships most impactful and profitable.
This document summarizes the services of Adie, a microfinance institution in France. It offers microloans between 100-10,000 Euros and business development services to entrepreneurs without access to traditional bank loans. Since 1989 it has granted 155,000 microloans, with a repayment rate of 93%. It also describes Creajeunes, a specific Adie program that provides young people in underserved areas training and coaching over 4-5 weeks to help them decide if they should start a business and get support to do so within 10 months. In 2014, 1,294 young people participated in Creajeunes, with 29% going on to start businesses after completing the program.
INESP presentation at the official launch of the The Mediterranean Hotels and Restaurants Academy, on the 23 of July, 2012.
“The Importance of Continuous Professional Development skills in the Hospitality Industry” - INESPGil Antunes
The document provides information about a shock price group that aims to provide quality goods and services at preferential prices. It discusses the group's mission statement, customers, and what makes them unique. The group aims to help dreams of affordable luxury become true. Their customers include people of all ages. They are the first group in their field to focus on customers' desires to purchase quality goods and services at low prices.
The document also discusses strategic plans and job descriptions for various roles within the company. It outlines problems with competitors and plans to address these issues by cooperating with smaller competitors. It provides timelines for implementing solutions and outlines goals, responsibilities, and qualifications for accounting, human resources, marketing, and customer service manager positions.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Filling the Vacancy".
EuroJob is a human resource consultancy founded over 20 years ago by specialists with expertise in the European and Brazilian markets. They offer recruitment, selection, training, and assessment services for professionals in Brazil and healthcare workers in Italy. Their selection process involves understanding client needs, posting vacancies, screening candidates, interviews, and assessments. EuroJob aims to quickly fill client positions with well-matched candidates who stay employed long-term. They have a performance-focused international team and flexibility to create customized solutions.
EuroJob is a human resource consultancy founded over 20 years ago by professionals with expertise in the European and Brazilian markets. They offer recruitment, selection, training, and assessment services for professionals in Brazil and healthcare workers in Italy. Their selection process involves understanding client needs, posting vacancies, screening candidates, interviews, tests, and selecting the best match for roles. EuroJob aims to quickly meet companies' staffing needs while helping applicants find stable, long-term jobs suited to their profiles.
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Teaching Case Fitness & Wellness Place Appoints a Ch.docxmattinsonjanel
Teaching Case
Fitness & Wellness Place Appoints a Chief Information
Officer
Joan Rodon
Department of Management Information Systems
ESADE Business School, Universitat Ramon Llull
Sant Cugat del Vallès, 59, 08172, Spain
[email protected]
ABSTRACT
Fitness and Wellness Place (F&W) is a network of fitness and wellness clubs in Spain and Portugal created in 2009 as a result
of a buy-out from a large British operator. In 2009, F&W was operating 15 clubs in Spain and Portugal and by the end of
2011, F&W ran 25 clubs. F&W’s rapid growth in the period 2009-11 had become a matter of concern to senior management.
The lack of control and the poor performance of core processes were negatively impacting the financial results and the firm’s
reputation. The F&W’s Chief Executive Officer (CEO), Nick Summers considered that it was time to make changes to the
operating processes and systems. Accordingly, Nick decided to create a new Chief Information Office (CIO) post in the
company and sought an industry outsider with excellent business performance who could put things in order. Students are
asked to put themselves into the shoes of the new CIO and deal with a broad range of IS management issues through seven
assignments. This teaching case was prepared to support a core course on information systems of a business administration
and management degree.
Keywords: Teaching Case, Data management, Business process management (BPM), Software as a service (SAAS), Social
networking, Security
1. INTRODUCTION
It was Monday, the 5th of March 2012 and Mike Vidal was
gazing out of the train window on his way to his new job at
Fitness & Wellness Place (F&W). He had been recruited for
the new post of Chief Information Officer (CIO). This was a
great opportunity for Mike. Since he graduated in Business
Administration, five years ago, Mike had always worked as a
consultant at a major management consultancy firm. As the
train drew into the station, Mike remembered the words of
F&W’s CEO when he accepted the job: “Mike, I want you to
help us hasten the implementation of the new strategic plan
of F&W. You will have to work hard to reorganize the
company’s information management processes and IT
systems.”
2. PREPARATION OF MANUSCRIPTS
F&W was a network of fitness and wellness clubs in Spain
and Portugal, created in 2009 as a result of a buy-out from a
large British operator with over 80 clubs throughout Europe.
At the time, F&W was operating 15 clubs in Spain and
Portugal. By the end of 2011, F&W was a well-established
brand in the Spanish and Portuguese markets with over
100,000 members and 1,100 staff. F&W ran 25 clubs and its
revenues peaked to €95 m in 2011 (see Table 1). Each F&W
center offered a full range of gym equipment, exercise
classes, personal trainers, indoor pools, spa and wellness
services including saunas, Jacuzzi, hydrotherapy pools, and
relaxation rooms, on-sit ...
S4U Q-GSP elevator pitch (Sales performance increase)Julien Anno
The document discusses Salesmen4U, a company that focuses on building great sales teams. They offer consultancy and assessment services to evaluate sales teams, talent acquisition assistance, and coaching and training programs. Their goal is to deliver professional and affordable services to help companies create successful sales teams. They use a proprietary Q-GSP methodology and have an international network of partners.
It’s all yours. You can help yourself to any of the job descriptions or letter templates in this guide. They’re available in PDF form or if you prefer there’s a link to a downloadable Word doc. Enjoy, customize and never face a blank page again!
This document provides an overview of salary trends in the hospitality sector based on a survey and market data. It includes the following key points:
- Average salaries for general manager positions in the UK (£160,000) are the highest, while Spain offers the lowest (£125,000). Resident/hotel manager salaries range from £70,000 in the UK to €65,000 in Spain.
- Positions like director of food and beverage, executive chef, and director of sales and marketing garner average salaries between £45,000-£80,000 depending on country.
- Benefits like annual bonuses, pension plans, and health insurance are most important to mid-to-senior level
Proper Hospitality management is the Primary key to success for a hotel industry . Here is a report that describe about the management strategy and models in top three hotels chain
I am a Business Developer | Manager with more than 7 years of experience in retail, franchise development and a Deal makers with more than 15 years in Sales development (B2B, B2C).
•Strong experience in sales (inbound, outbound) in short and long term cycle.
•Commercial expertise with major focus on retail | franchise development and operation,
•Team leader and Sales trainer able to empower and motivate others to achieve targets,
•Delivering outstanding results in high-pace development and turn-around situations,
What I love doing is 1) having an impact on customers’ lives via wonderful products | services, and
customer's experience, 2) managing and empowering my teams | colleagues and 3) turning the company’s vision into action and authentic success.
After years of business development and sales, I am in mission for Apple's headquarter as Senior Advisor ... I'm currently open to new opportunities.
Cognito’s London office is now accepting applications for their 2015 graduate scheme, beginning this summer!
The programme is designed to provide each graduate with a fundamental understanding of the public relations, marketing, social media and creative design industry with a specialised focus on the finance and technology space.
The integrated nature of our agency ensures that all graduates will come away with a broad understanding of a spectrum of communications practices. What sets Cognito’s graduate programme apart from other agencies is the “hands-on” experience and training with all levels of management and on a variety of work, from existing client projects to prospect pitches.
For more information or to apply, please email:
LondonGrad@cognitomedia.com
This document contains summaries of various clinical research vacancies. The roles include positions such as CRA, Project Manager, Quality Assurance Auditor, and Business Development roles across Europe and Germany. The vacancies provide opportunities for career growth, training, competitive compensation, and working for expanding companies conducting clinical trials in therapeutic areas such as oncology, CNS, and cardiology.
The Oberoi Hotels is acquiring a small hotel chain in Bangalore and plans to rebrand and sell some hotels while keeping others. They want to hire managers for the Bangalore hotels but don't have experience recruiting outside of Mumbai. The compensation for Bangalore needs to attract managers to relocate. Training will also need to be designed quickly as the hotels open in a month. Possible solutions include hiring a mix of local and existing Oberoi managers. Compensation for managers could include bonuses based on occupancy targets. Training would involve stages including culture introduction, city operations overview, and team building over a month period before soft opening.
The document summarizes a portfolio for a class project. It includes the mission statement, action plan, job descriptions, and strategic plans for various roles within the company. The mission is to provide quality products and services at preferential prices. The action plan addresses the main competitor, who has 30% of the market share, and plans to acquire two smaller competitors to strengthen their position. Job descriptions are provided for an accountant role. Strategic plans are given for roles in human resources, marketing, finance, and customer service management. The overall goal is to satisfy customers and achieve the best performance and profits.
The Hand Picked Hotels group implemented a new training program to reduce staff turnover, improve customer satisfaction, and boost brand engagement. The program focused on defining the guest experience, identifying employee behaviors critical to delivering that experience, and setting goals around attentiveness, naturalness, charm, and creativity. After integrating over 140 new employees through acquisition, the results included a drop in guest complaints, higher satisfaction scores, lower new-employee turnover, and increased retention. The success of the program strengthened the company's reputation for customer service and bonded employees around shared values.
CASE STUDY ONE: Strategy and HR Planning at the Capital Hotel
The Capital Hotel is located in the capital city of a Central European country. In the past, its main clientele has been government officials and administrators in departments of state and managers of heavy industries visiting the capital on official government business. The room occupancy rate was on average is 50%. This custom has declined somewhat in the last two years, but it has been more than replaced by business- people from neighboring countries in the week and by foreign tourists at the weekend. The average room occupancy rate is now 75%; 60% of rooms are sold at 'rack' price and it is not uncommon for the hotel to be fully booked especially at weekends. Generally speaking there is greater demand for catering staff at weekends since many tourists like to take lunch in the hotel9s restaurant. However, there is lower demand for housekeeping staff at weekends as tourist customers generally stay for longer periods than business- people and make less demands on this service.
Currently the hotel has 240 twin rooms but an extension is now being built and next year there will be 345 twin rooms altogether plus a revamped leisure club with a brand-new swimming pool and spa (run independently as a franchise). The owning company, European Leisure Resorts, wishes to reposition the hotel, re-designing and re-branding the hotel as an up-market <boutique= hotel. A new name is proposed,
<The Garden Court=. A new General Manager has been <head-hunted= from one of Russia9s top hotels
and her mission is to transform the quality of the hotel while ensuring good value for money.
Competitive Pressures and Strategic Responses
During the last two years a number of international hotel groups have opened hotels in the city to cater for the new markets. All of these are known for their high standards of service. Prices are correspondingly high. The management of Capital Hotel believe that to compete they need to improve the standard of service whilst pegging prices some 10% below their competitors. A survey of customers has indicated that customers would like the checking-in process to be made quicker, for service in the restaurants to be speedier and more friendly and for the rooms and public areas to be decorated and furnished to a higher standard.
Hotel Staffing
There are three departments in the hotel – front-of-house/administration, housekeeping/maintenance, and catering. Reception work on a three shift system 8around the clock9. Housekeeping works on a single shift system (from 06:30-16:00) with some overtime working to cover evening cleaning duties. Catering operates a two shift system from 06:00-15:00 and 15:00-24:00. Housekeeping staff are usually idle for about 2 hours of their shift. By contrast catering staff are very busy for their entire shift. Staff in the maintenance division of housekeeping have very variable workloads, often working under low pressure during their normal 07:00
Global entrepreneurs - product packagingAIESECGreece
This document discusses customer segments, value propositions, job descriptions, and financial structures for global entrepreneur internships. It considers business students, young people passionate about entrepreneurship, and innovative startups as key customer segments. Strong value propositions include professional development, challenging work, understanding startups, and affordable initial costs. Job descriptions cover areas like project management, marketing, finance, sales, and HR. Financial structures could involve fees from the intern or startup to cover accommodations and AIESEC services. Questions are posed about optimizing these areas to make the internships most impactful and profitable.
This document summarizes the services of Adie, a microfinance institution in France. It offers microloans between 100-10,000 Euros and business development services to entrepreneurs without access to traditional bank loans. Since 1989 it has granted 155,000 microloans, with a repayment rate of 93%. It also describes Creajeunes, a specific Adie program that provides young people in underserved areas training and coaching over 4-5 weeks to help them decide if they should start a business and get support to do so within 10 months. In 2014, 1,294 young people participated in Creajeunes, with 29% going on to start businesses after completing the program.
INESP presentation at the official launch of the The Mediterranean Hotels and Restaurants Academy, on the 23 of July, 2012.
“The Importance of Continuous Professional Development skills in the Hospitality Industry” - INESPGil Antunes
The document provides information about a shock price group that aims to provide quality goods and services at preferential prices. It discusses the group's mission statement, customers, and what makes them unique. The group aims to help dreams of affordable luxury become true. Their customers include people of all ages. They are the first group in their field to focus on customers' desires to purchase quality goods and services at low prices.
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The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
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2. Purpose of Case Study :
The purpose of case study id to target undergraduate audience.
This case study is based on fictional UK’s hotel industry.
Study cases are represented in such a way that you can apply
them in practical life also.
By reading this you can transfer your domestic experience into
international experience.
3. Background Information on the
Organization
● Brunt Hotels, PLC, owns more than 60 hotels throughout the United Kingdom.
● They decided that half of the new hotels in France would be rebranded as Brunt
Hotels Group.
● They follow strategic objectives to grow the organization slowly and on budget.
● Brunt’s hotels are functional, clean, professional and reasonably priced.
● These Hotels are situated at special and tourist places.
● They send their experience manger to France to manage new Hotels.
● If they become successful in overseas contries than their target is to built new
hotels across the Europe.
● Their plan is to own almost 150 Hotels in every five years.
4. Case Study – Part One
●In first case study, we read about an organization
which open new hotels in UK and built them slowly
and properly with the help of their trained managers
and workers. But now the problem is that organization
wants to target France to built Hotels their. They
advised their independent management consultants
that how they can proceed outside the UK.
5. Problems :
There are many problems will be faced by the
organization in building hotels outside the UK. The
problems are following.
●None of their existing managers speak French fluently.
●They expect to recruit a large number of staff for the
new French hotels, because more than 70 percent of the
employees from the acquired organization left.
6. Assumptions :
●Organization must need some experience people who knows about
the tradition and culture of France.
●Organization need at least one or two persons who know English and
French both it will help them to communicate properly.
●Organization must choose a tourists places or a main market to target
big number of customers.
●Their employees and managers must learn France’s people
communication and greeting system.
7. Activity A:
To built hotels in France, organization must hire some employees of France
nationality and they can also send some of their experience managers.
Priorities :
● Create a training program for their employees and managers to train them
and teach them French language and also their greeting systems.
● Also we need to hire some employees who know French language and
this is our important priority.
● Create a cross culture program for French and English employees.
● Make a plan that how to built almost 300 hotels in next 10 years with
remaining 30% employees.
● Also study the success of different famous Hotels of France. It will help
them a lot for proceed.
8. Activity B:
I choose Group 3 because this combination is best for the
organization here are the reason.
Reason :
● I think combination of PCNs and HCNs is the best option because
it will help the organization to work with experience and it will
benefit to communicate with France’s people easily.
Advantages :
● It will help the hotels to grow properly.
● It will help both the customers and employees to communicate
easily. HCNs helps the organization to well fully know about the
tradition and culture of the France.
9. Summary of case study - One:
The summary of the case is that the company
become successful in UK and now their target is to
expand their business outside the UK. But they
never opened a Hotel outside the UK. So, their first
target is France, they wanted to built Hotels in
France and their target is to built 150 hotels in next 5
years and almost 300 in next 10 years.
10. Case Study – Part Two
●According to case study two Brunt management
decided to hire PCNs because it will be their first
venture outside the UK. They think that it will be
beneficial for their organization and through this they
can incorporate the organization values. They think
that once the organization will running properly,
HCNs could be hired.
11. Problems :
Because they wanted to hire PCNs instead of HCNs, a lot of problems
will come, which are followings.
●Employees did not know French, it will be a strong challenge for
them to learn French.
●Employees and management did not know about the tradition and
culture of France.
●They do not know the market values of France as they know about
UK.
●Their will be a lot of problems come in advertising because they do
not knoe about the famous places.
12. Assumptions :
●If organization wants to hire PCNs, then their will be a strong reason
behind it because their od employees have experience and they are
well trained.
●PCNs old employees and managers can guide their new employees
easily.
●I think they will hire at least one guider who know French and
English both, who guide the old and new PCNs in aspect of tradition
and culture of France.
13. HR HIRING :
HR Requirement :
• Provide excellent levels of customer service to all
guests.
• Provide a clean and comfortable environment for
guests and staff.
• Recruit and retain excellent staff.
• Support and develop staff so they can reach their
full potential.
• Continuously strive to improve all aspects of the
business.
• Ensure that all hotel buildings, fixtures and
fittings are well-maintained in a proactive manner.
14. Activity C:
Dear managers,
I hope you are well. The purpose of this mail is to inform that
HR resources vacancies in are requirement. We are looking for the oversea HR
recruiter who is skillful in doing business in France. The candidate should able
to manage a business, including job designing, requirement, management
shills and also have some experience.
Experience should be minimum of 2 to 3 years in HR and also have
some experience in HR management system database and design. The
candidate should also have strong grip on French language. Both female and
male can be applied for this seat who have done BS/MS in HRM. But the main
requirement is experience. I hope you will understand the requirement, Thank
you.
Regards,
Brunt Hotel management Organization.
15. Summary of case study – Part Two:
Burnt hotel decide to expand their business in
France with hiring PCNs employees. They know
that their old PCNs employees and managers are
experience, so this is a strong decision for them.
They believe that when their organization will
struggle hard then they also hire some HCNs.
16. Case Study – Part Three :
The management liked your requirement advertisement,
but realize that they did not consider the salary for the new
positions. As they never hired a manager outside the UK.
They do not know how to start determining the
compensation. The directors want experts managers
because they expect their overseas business to expand in
the future. They also want their old existing employee to
work abroad for them.
17. Problems :
●There is a lot of time needed to hire a well professional and
honest manager from oversea countries .
●A main problem is there is how to manage the salary of the
France and existing UK managers.
●A big problem is believe that how Brunt Organization believe
that the oversea manager is helpful for them. Questions arises, is
he honest? Is he professional in this field?
●As organization never worked before outside the UK. They do
not know about how much salary will be demand by the France
manager.
18. Assumptions :
●Oversea manger may be helpful for the organization as they well
know about their culture and traditions.
●Oversea manager may be want low or high salary according to his
experience.
●May be it will be harmful for the communication between managers
and employees by hiring a new oversea manager.
●It will must be observed that according to survey the average salary
of the manager is about 60,000 euros.
19. Activity D:
In HR compensate design plan we
can offered our managers a yearly to
one country every year, medical
allowance of 40%, travelling
allowance of 20%, As you hit the ten
years mark, the salary increases by
21% and an additional 14% for those
who have crossed the 15 years
mark.
Annual Salary Increase = Increase Rate x 12 ÷
Increase Frequency
20. Summary of case study - Three
In this case study the main target is salary. Because
the organization did not consider any salary for the
new hire managers and employees. So in this case
study the organization tell about the existing manager
salary. They arranged a survey in France and the
survey reveals that almost 60,000 Euros with no
opportunity to earn bonus is the average salary of the
France manager.
21. Case study – Part Four :
In this case study the organization wants to hire some new
candidates and they want them to write an email to them to the
CEO, in which they write about them and also write a reason that
why they are beneficial for the organization and they also want to
hire 30 managers to apply for the new position and almost 10
managers will be selected. So for the selection of the new mangers
they want to choose a right decision plan in which they select new
candidates on merit. They also know that their senior managers well
fully know about their juniors employees. They just want justice in
selecting new employees because they do not want to de motivate
any of their existing employee.
22. Problems :
●They just want to hire 10 candidates, but there are
30 candidates who wants to apply for new
position.
●For the fair selection, they want to hire
candidates on merit.
●The management know that the job application or
email is not enough for the hiring of new position.
23. Assumptions :
●The management want to apply a justice rule for the selection
of all the candidates.
●The management do not want to de motivate any of their
applier's candidates.
●It will be tough for the organization to select candidates on
merit.
●They observed that job application is not enough to select
right candidate, because we cannot judge some ability by just
an application.
24. Activity E : part A : The selection process
The selection process for the candidates, the candidates must follow this schedule.
Performance appraisal sample :
Employee name : Department Name :
Job Title : Immediate supervisor :
Date of Review : Skills :
Experience :
If the candidate does not follow the instructions he will be able to apply for job.
25. Activity E : part B
We can select the right employees by judging them in interview
such as by judging their qualities ( speaking skills, management
skills, experience).
26. Summary of the Case Study Four :
The organization wants to hire 30 managers to apply for the
new position and almost 10 managers will be selected. So for
the selection of the new mangers they want to choose a right
decision plan in which they select new candidates on merit.
They also know that their senior managers well fully know
about their juniors employees. They just want justice in
selecting new employees because they do not want to de
motivate any of their existing employee. The management team
advises you that they do not want to take into account the
marital or family situation of the expatriate candidate.
27. Case Study – Part Five :
Management decided to select just 10 candidates from 30
candidates but they finalize their management staff of six
members only. They think that the six member staff have much
ability to open hotels in France. They sure that this six
management staff have much confident to open new hotels.
After selecting candidates they just want to check the
performance and skills of the selected candidates and they
want to arrange training programs for them. But they never
work abroad, so the organization wants to know that how we
will analyze their performance. They are not sure that what
should be included in the training sessions. The only
mandatory think is that the managers must have basic
knowledge of the French language.
28. Problems :
●Organization first face a problem of take of 10
managers from 6 managers.
●To learn French language for the managers is
another biggest task for the managers.
●A highly budget is required for both training of
the managers.
29. Assumptions :
●The selected candidates did not visited the France before, so
there are many problems occur while communicating with
people.
●The management arrange a training program for the managers
which main task is to give basic knowledge of the French to their
managers.
●The manager select six candidates because they know that they
have experience and have musch skills to open new hotels in
France.
30. Activity F :
Group 1 will design the training programs
for Managers A and B.
We should train our manager before departure and after
departure, they will train them mentally and arrange a tour for
their relaxation, because they leave their family behind, so this
tour will help them for relaxation. They will also arrange an
internet and physical survey to judge the working of France’s
Hotels. Then they will train them according to the survey.
31. Activity F :
Group 2 will design the training programs
for Managers C and D.
The group two wants to arrange a motivational and
training camp in the France for the training of the
employees. In this training session they judge their
employees according to the training camp. Through this
they will design.
32. Activity F :
Group 3 will design the training programs
for Managers E and F.
The third group arrange a practical test for the training of
the employees and they arrange some special managers
from the famous France hotels and under this experience
managers, the employee will understand how to open new
hotels in France.
33. Summary of the Case - Five
The management think that the six member staff have much
ability to open hotels in France. They sure that this six
management staff have much confident to open new hotels. After
selecting candidates they just want to check the performance and
skills of the selected candidates and they want to arrange training
programs for them. But they never work abroad, so the
organization wants to know that how we will analyze their
performance. They are not sure that what should be included in
the training sessions. The only mandatory think is that the
managers must have basic knowledge of the French language.
34. Case Study – Part Six
The management team decides to select only one
proposed training program from the given three. They
know that it will be useful for the new expatriates. They
want to provide external support to their managers. And
they provide them a lot of benefits through this they can
support their family easily. They can also live in France
easily due to many facilities provided by the organization.
But they do not have comprehensive overview. That this
will help their candidates or not.
35. Problems :
● Managers have some strong focus on their family who
are living their live in UK, so they do not easily focus
on the work.
● It will demand a very high budget to give facilities to
their candidates.
● It will not be easy to manage a staff of UK in France.
36. Assumptions :
●It will cost a lot because manage a staff from UK is
much difficult in France.
●The organization decided to support their managers
personally and professionally so it will be easy for
them to work for their organization. And it will be
beneficial for the organization because more the
workers will work then more the organization will
success.
37. Activity G :
Services for expatriates
● FIDI France members are able to assist and provide services for
expatriates upon their arrival to the foreign country. For example,
assistance is provided for managing expenses, rental contract, furniture
hire, cultural assistance for spouses or even provide cleaning services and
home help for individuals during their work assignment.
● An international move completed with associated storage and relocation
services make up an adapted solution in face of the radical cultural
changes generated by expatriation.
● When you put your trust in a FIDI France member, you have a unique
and permanent contact person who can help you settle into your new life
abroad with success, so that your experience can be the most enriching
and memorable one in your professional and personal life.
38. Summary of the Case Study – Six
The management team decides to select only one proposed
training program from the given three. They know that it will
be useful for the new expatriates. They want to provide
external support to their managers. And they provide them a
lot of benefits through this they can support their family
easily. They can also live in France easily due to many
facilities provided by the organization. But they do not have
comprehensive overview. That this will help their candidates
or not.