Reference no: EM133025392

Scenario

Based in central London, the European Club was founded in 1900.

The club is a non- profit making charity whose good works for the last 100+ years includes offering scholarships for gifted children from poorer countries like opportunities to study in the UK. The Charity is governed by a Board of Trustees who also form part of the Board of Directors. The CEO sits on the Board of Directors whilst the General Manager and Club Secretary report into the CEO.
The vision and mission statement is represented as " High Quality hospitality at affordable prices". A statement of values has been an agenda item for almost a year but has not been actioned.

Revenue for the charity is derived from the operation of the central London Clubhouse (situated in a fashionable street in Mayfair London W1) containing a very ‘dated' and largely unused waiter service cocktail bar called, The Fox and Hound and 50 seat restaurant called., The Dining Rooms, 4 function rooms (no in-built meeting room equipment) and 50 bedrooms which it hires to club members for a highly subsidized around of just £ 75 per night. Many of these rooms have not been refurnished in quite a while.
The building itself has a certain faded grandeur but is in need of some much needed planned and reactive renovation and maintenance to furniture, fixtures and fittings. Some of the systems in the ClubHouse, including reservations and front office are still on Excel spreadaheet functions. A manual process is used for creating reservations for the bedrooms, restaurant and bar and function rooms. There is however an online payment system used but there are three separate systems, one for each department. Wifi is available throughout the ClubHouse.
Many of the staff have been there for many years and the way things operate have not changed much for a long time. Whilst familiar and comfortable with the current ways of doing things, the staff often complain about the amount of time it takes and the inefficiency of the systems in place. There is a very defined hierarchy and staffing structure in the departments. The organizational chart below details the restaurant bar and event management departments.

Staff are not encouraged to make decisions without reference to the Head of departments nor are they encouraged to put forward new ideas for enhancing or improving practice. Any changes to practice are often from the top down and staff opinions are rarely sought.
Morale, as measured by as small yearly staff survey, appears low, and many of the young staff leave after just a couple of months citing lack of opportunities and poor training as s cause. The survey also shows that staff are not happy with their manager and feel that they don not get praised or rewarded when they do a good job.
The previous CEO had been with the charity for some 30 years and very much left the management of the club to the General Manager, who also retires later this year. The new CEO of the charity believes that there is a lot more that might be achieved , and good work undertaken, if the operation itself makes more money to invest into the charitable works, and she firmly believes that the organization is underperforming and is inefficient.
Membership of the club has been falling steadily over the past five years and now stands some 50% of its original membership. A recent membership survey shows significant complaints about the conditions of the facilities, especially the restaurant and bar which the members use to entertain as well as the drop - in customer service as well as the general lack of organization.

The CEO has approached you and wants to employ your HR consultancy service to address the strategic HR issues around a modernisaion plan for the restaurant and bar facilities of the club. The modernization and renovation programme will include the following:
1. The refurbishment of The Fox and Hound Bar, the Dining Room and the function rooms
2. Training and development of all staff on their new processes connected to the Bar, Dining
room and function rooms.
The refurbishment has been given to an architectural firm that will employ its contractors and manage all the building work. They have promised to work to the project deadlines. Naturally this will mean the members of the club paying more for the services, however, this will bring the charges in line with similar institutions and facilities. The CEO's biggest concern is how to undertake the project with the minimum of disruption to both members and staff. It is not an option to shut the club down completely during the project. Businesses as usual, as much as possible, must be maintained.

Task

The CEO has asked you to prepare a 15 minute PowerPoint presentation and accompanying briefing report for the Board of Directors' selling' your consultancy services. You still need to pitch for the contract as the two other board members will be involved in the decision.
Instruction:

Prepare a presentation with speaker notes and a briefing report in which you should:

1. explain the importance of Strategic Human Resource Management (HRM) and how you could add value to the ClubHouse. You should discuss how strategic HRM could be linked with other departments.

2. Explain the strategic human resources services you could provide to the ClubHouse and their purposes.

3. Analyse the factors that the Club should consider before embarking on the renovation and restructure.

4. Determine some preliminary HR requirements for the organization considering the new contract.

Attachment:- Scenario.rar