Reference no: EM13836080
HUMAN RESOURCE MANAGEMENT IN INNOVATION
ASSIGNMENT
Learning outcomes assessed: Long Report / Business Plan for HRM within in a new business or innovative venture (Learning Outcomes 1-3, 5-6)
Word Limit: 3500 words +/- 10%, not including supporting material. Supporting Material includes Reference/bibliography page and appendices. (Appendices should not exceed 4 pages.)
1. Using the structure set out in these instructions, develop HR components of a business plan, ensuring all key elements are completed.
2. The organisation has identified the next job they are most likely to have recruit someone for, the position of Guest Services Manager.
3. You must apply the human resource functions of the organisation by relating them to this job.
4. Follow the instructions included in the instructions that follow.
NB: For all assignments please ensure appropriate and effective use of diagrams and appendices if appropriate.
Your must demonstrate an understanding of how each of the HR processes / plans you are asked to design supports the general business strategy;
CASE STUDY - Long Reach Hotel
This assignment is based on the following fictitious business called the Long Reach Hotel
Background introduction to the Long Reach Hotel
The Hotel is a privately owned and managed accommodation located next to the Maitai River in Nelson city. It consists of 90 rooms with a capacity to sleep 180 guests. The restaurant currently seats 50 persons inside and 50 in the courtyard. As a result of the recession and downturn in business travel and tourism in the region, management have made a decision to downsize the catering, functions and conference facilities and instead have refitted 40 of the rooms to a higher quality. Their thinking is to market the hotel to high end clientele that are lucrative, travel in small groups and that expect a high end service. The consequent restructuring in these areas has meant a redesign of work roles and one redundancy.
In recent years the Hotel has averaged around 70% occupancy rate. Guest surveys show 95% customer satisfaction which the owner puts down to the very high standard, of facilities, high service levels and attention to detail provided by all the staff. The Hotel has been operating for 20 years and has had three previous owners. The annual turnover has averaged around the $4.5 million mark over the past two years and returning a profit around $680,000 (or 15% of turnover).
Strategic Direction
A major strategic objective the owner is focussing on is to increase the quality of service and facilities offered; becoming a 4 Star Hotel - first class (currently at 3 Star rating - comfort). Although no mean feat, this would allow the Hotel to ‘pitch' to inbound agents and would be a competitive advantage within the Top of the South region.
To achieve this prestige the hotel owner has collaborated with two quality day spas in the area, where customers will be able to take advantage of spending time at the day spa, or can recruit or seconder the services of the spa staff to accommodate guest requirements at the hotel facility. The hotel has also refitted one of the conference spaces to include a full gym, spa and sauna facilities.
This will require the full commitment of the present staff and there will need to be some training offered to the current staff and training needs completed for any new staff hired in the future.
The business objectives for the Long Reach Hotel are:
? Consistently achieve 95% guest satisfaction
? Return at least 15% on investment annually
? Reduce waste, energy and water use by 20% over the next 2 years
? Network with local high end service providers for added value and to extend the prestige concept
? Increase guest numbers by 10% between May and September
? Provide professional development and training to all staff working towards 4 star accreditation
? Achieve Qualmark environmental standards within 2 years
? To recruit any new staff from outside the Nelson region over the next 2 years.
Target markets are:
! international interactive independent travellers
! domestic visitors
! business/corporate clientele
Full time salaried staff ranges are:
? A. General Manager (GM) 150,000--180,00
? B. Resident Manager 80,000-120,000
? C. Front Office Manager 40,000-60,000
? D. Front Desk Manger 35,000-45,000
? E. Executive House Keeper 40,000-60,000
? F. House Keeper 25,000-35,000
? G. Restaurant Manager 35,000-50,000
? Executive Chef 60,000-70,000
? Sous Chef 45,000-55,000
Casual staff are employed on fixed term contracts during the high season. All positions have current employment agreements. Amongst other information required, they include employer and employee obligations in the case of misconduct or poor performance.
The process for recruitment of staff is as follows:
The Human Resources Manager reports to the General Manager (GM) and is directly responsible for the recruitment and selection of the Front Office and Housekeeper Managers and Restaurant Managers, Executive Chef, and Head House Keeper. These positions have delegated authority to implement recruitment plans, analyse applications and develop a shortlist of suitable candidates. Selection recommendations and identified future potential of candidates are then communicated to the Human Resources Manager (HRM) in the agreed format and timeframe. The HRM will then conduct the final interview with the departmental manager complete any testing and reference checks and make a decision.
The hotel has always maintained its staff reasonably well but just last week the Guest
Services Manager responsible for the concierge service in the hotel, resigned.
PART A. Job Data Collection, Job Description and Person Profile
Job Design and Analysis
1. Perform a Job analysis for the Guest Services Manager responsible for the concierge service in the hotel. You will need to research what the role entails and study the organisational chart in the case study.
You should Identify and apply an appropriate Job Analysis Model. You must justify why you have selected this model.
2. Based on your research what do you consider the key responsibilities for this position to be?
3. Explain the benefits and drawbacks of using the interview and questionnaire methods of job analysis to create the job description and the person profile/specification for the Guest Services Manager position.
Job Description
4. Create a job description for the Guest Services Manager position, including 3 key result areas (KRA's) with their expected performance standards and reporting requirements.
5. Create a person profile for the Guest Services Manager position with your data listed under the following three categories:
a. 1 essential and 1 desirable know--how--however acquired, not just the knowledge gained form formal education and training
b. 1 essential and 1 desirable skill--whether gained from specific training of from job or other experience
c. 1 essential and 1 desirable personal attribute--the quality or characteristics of the individual that contribute to satisfactory performance
Ensure that your person profile is set out formally in a table.
PART B -Recruitment and Selection Plan
6. Develop a detailed plan, with associated documentation, to recruit and select a new Guest Services Manager for the Hotel. The plan must be detailed to include a timeline, recruitment and selection methods and comply with all legislation and organisational needs. In the plan you must :
a. Include a detailed timeline for the process of recruitment and selection of the Guest Services Manager. The time line should identify the persons authorised to be involved at each step and any documentation that they need to complete.
b. Identify three areas of relevant legislation that you would need to be aware of in the recruitment and selection process and explain what you would need to do to comply with it.
c. Evaluate and compare 4 different methods available to you for the recruitment of the Guest Services Manager and justify your decision to select only two of these as your preferred choice to attract the best pool of candidates possible.
d. Evaluate and compare 4 different methods available to you for the selection of the Guest Services Manager. Justify your decision to utilise only three of these methods in the process of selecting the best person for the position.
PART C -Induction and Training Plan
You will apply principles of workplace learning to develop an induction training programme to meet individual and organisational needs of the Long Reach Hotel to design an induction training programme that incorporates the principles of an effective familiarisation process for a new employee commencing work with Long Reach Hotel.
Instructions:
7. Design the outline for an Induction Training Programme which Long Reach Hotel can use to orientate and familiarise the new Guest Services Manager, during the initial induction period. You should use the information you have collected in parts A and B of this assignment, and the background material provided as the starting point. You are encouraged to elaborate, on the tasks relationships, procedures, company standards etc. that an organisation like the Long Reach Hotel may have in place, and provide for these matters in your planning
The Programme you develop must cover the requirements listed below.
A. Include the following in your training programme:
a. Two aims for the induction programme 2 marks
b. Three learning outcomes for the training 3 marks
c. A detailed checklist (table) to show the timing of the induction period, who is responsible and when, contents, activities, on-job training, off-job training and resources used.
d. Three training methods to be used, each with an explanation as to their ability to cater for different learning styles and an indication as when they will be used in the programme.
e. Two methods, with justification, that you would use to monitor progress of the Guest Services Manager through the period.
f. Two methods that you would use to evaluate the success of the induction programme for Long Reach Hotel.
B. Identify and Describe how the induction training programme meets one specific individual need and one specific organisational need.
C. Describe how you would motivate the new employee.
PART D - Employment Relations
Briefly describe the minimum requirements you would need to meet in terms of the employment contract.