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    Hotel Paris Case

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    Zahidul Prince
    The HR manager at the Hotel Paris, Lisa Cruz, must develop HR policies and practices to support the hotel's strategy of using superior guest service to increase return customers and boost profits. Lisa knows accurate job descriptions are needed to hire and train employees with the right competencies. A brief analysis showed departments with updated job descriptions had better employee behaviors and competencies. Lisa received approval to create new job descriptions for all jobs, including competencies like being able to check guests in or out quickly for front desk clerks.

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    Hotel Paris Case

    Uploaded by

    Zahidul Prince
    80 views2 pages
    The HR manager at the Hotel Paris, Lisa Cruz, must develop HR policies and practices to support the hotel's strategy of using superior guest service to increase return customers and boost profits. Lisa knows accurate job descriptions are needed to hire and train employees with the right competencies. A brief analysis showed departments with updated job descriptions had better employee behaviors and competencies. Lisa received approval to create new job descriptions for all jobs, including competencies like being able to check guests in or out quickly for front desk clerks.

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    The HR manager at the Hotel Paris, Lisa Cruz, must develop HR policies and practices to support the hotel's strategy of using superior guest service to increase return customers and boost profits. Lisa knows accurate job descriptions are needed to hire and train employees with the right competencies. A brief analysis showed departments with updated job descriptions had better employee behaviors and competencies. Lisa received approval to create new job descriptions for all jobs, including competencies like being able to check guests in or out quickly for front desk clerks.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    80 views2 pages

    Hotel Paris Case

    Uploaded by

    Zahidul Prince
    The HR manager at the Hotel Paris, Lisa Cruz, must develop HR policies and practices to support the hotel's strategy of using superior guest service to increase return customers and boost profits. Lisa knows accurate job descriptions are needed to hire and train employees with the right competencies. A brief analysis showed departments with updated job descriptions had better employee behaviors and competencies. Lisa received approval to create new job descriptions for all jobs, including competencies like being able to check guests in or out quickly for front desk clerks.

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    © All Rights Reserved
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    Hotel Paris Case

    The Hotel Paris’s competitive strategy is “To use superior guest service to differentiate the Hotel
    Paris properties, and to thereby increase the length of stay and return rate of guests, and thus
    boost revenues and profitability.” HR manager Lisa Cruz must now formulate functional policies
    and activities that support this competitive strategy and boost performance by eliciting the
    required employee behaviors and competencies.

    As an experienced human resource director, the Hotel Paris’s Lisa Cruz knew that recruitment
    and selection processes invariably influenced employee competencies and behavior and, through
    them, the company’s bottom line. Everything about the workforce—its collective skills, morale,
    experience, and motivation—depended on attracting and then selecting the right employees.

    In reviewing the Hotel Paris’s employment systems, she was therefore concerned that virtually
    all the company’s job descriptions were out of date, and that many jobs had no descriptions at
    all. She knew that without accurate job descriptions, all her improvement efforts would be in
    vain. After all, if you don’t know a job’s duties, responsibilities, and human requirements, how
    can you decide whom to hire or how to train them? To create human resource policies and
    practices that would produce employee competencies and behaviors needed to achieve the
    hotel’s strategic aims, Lisa’s team first had to produce a set of usable job descriptions.

    A brief analysis, conducted with her company’s CFO, reinforced that observation. They chose
    departments across the hotel chain that did and did not have updated job descriptions. While they
    understood that many other factors might be influencing the results, they believed that the
    statistical relationships they observed did suggest that having job descriptions had a positive
    influence on various employee behaviors and competencies. Perhaps having the descriptions
    facilitated the employee selection process, or perhaps the departments with the descriptions just
    had better managers. In any case, Lisa received the go-ahead to design new job descriptions for
    the chain.

    While the resulting job descriptions included numerous traditional duties and responsibilities,
    most also included several competencies unique to each job. For example, job descriptions for
    the front-desk clerks included competencies such as “able to check a guest in or out in five
    minutes or less.” Most service employees’ descriptions included the competency, “able to exhibit
    patience and guest supportiveness even when busy with other activities.” Lisa knew that
    including these competencies would make it easier for her team to devise useful employee
    selection, training, and evaluation processes.
    Questions

    1. Based on the hotel’s stated strategy, list at least four more important employee behaviors
    important for the Hotel Paris’s staff to exhibit.
    2. Imagine a new strategic aim for Hotel Paris and identify the HR policies you will
    develop and implement to contribute the Company achieving that aim.
    3. Create a job description and a job specification for a Hotel Paris front-desk clerk.

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