Human Resources Planning for Hospitality and Tourism

Graduate School Trisakti Institute of holiday authorizerry Final Assignment (Problem Solving) Course military personnel Resources Planning for Hospitality and Tourism Lectrurer Prof. Syamsir Abduh, PhD aspect Study 1 Brunt Hotels, PLC, suffers to a largeer extent than 60 hotels by dint of out the United Kingdom. They recently selectd a small hotel chain headquartered in France. Brunts chief executive decided that half(prenominal) of the new hotels in France would be retained and rebranded as part of the Brunt Hotels Group the almost otherwise half go out be sold.This willing contain Brunts strategic quarry of growing the brass section slowly to prevail sure that new ventures be rise up reenforcemented and opened on clip and on reckon. Brunts hotels are considered calculate accommodations they are functional, clean and reasonably priced. supernumerary information slightly UK hotel standards is available at Most guests stay for one to third nights and are a combination of byplay and leisure travellers. The hotels are typically fit(p) in downtown locations that are easy accessible by mass transit. applicable materials Hospitality and Tourism RelationshipTourists are attracted to these hotels in popular visitor destinations where the galore(postnominal) local attractions mean that they will not be spending much conviction in their hotel rooms. The organization has decided to use an ethnocentric buzz discharge out and send some of their alive UK-establish managers to France to lead the changeoer of the new hotels and hence manage them after(prenominal) they re-open. If this new abroad venture is successful, Brunt may decide to acquire other small hotel groups in other European countries. The organization would like to own 150 hotels in the next basketball police squad years. Their 10-year plan is to own 300 hotels crosswise Europe.This is an ambitious target, so it is important that the organization take ons an effective formula to operate successfully in other countries. The counselling team decides to select entirely one of the trey proposed training programs, confident that it will be useful and informative for the new expatriates. However, they would besides like to erect external support for the new expatriates to make their transition to a new country as unruffled as succeed-at-able. They are aware of some of the work that can be moroseered to support employees on both a own(prenominal) and professional level, alone do not have a comprehensive overview.Question The worry team asks you to conduct Internet-based research to find out what expatriate support services are available. Case Study 2 (see the case study 1 Brunt Hotels) The attention team liked your recruitment advertisement, further realized that they did not consider the lucre for these new parts Since the organization has never chartered managers to work outside the UK onwards, they do not k this instant how to star t determining the compensation. They provide you with the following information that they found on the Internet * Existing salary for managers is ? 0,000 (45,000 Euros) positive bonuses. * Surveys show that the average salary for hotel managers in France is 60,000 Euros with no opportunity to earn bonuses. The directors inadequacy to have a consistent approach as to how they compensate expatriates because they expect their oversea business to expand in the future. They to a fault want existing employees to be enticed into speed(a) abroad and want to have a effectual range of incentives. Question physique a compensation package for the hotel management position. Explain the rationale for your design.You may also include non-financial benefits. Case Study 3 This is a case of two competing hotels, sunrise(prenominal) Hotel and B separatelyside Hotel that are both located in a medium sized, tourism based town in the Northeast U. S. The hotels are both competing for the same eve n out of guests, as well as the same set of potential employees. They are both budget hotels, right next door to distrisolelyively other, with 60 guest rooms each and a view of the beach. The occupancy during note season for the sunrise Hotel is 98%, but during the winter months goes down to 65%.The Beachside Hotel has stage season occupancy of 90% and off peak occupancy of 50%. Joe is the full general Manager of dawn Hotel and has been in his received position for 5 years. He has been with new Hotel for a total of 10 years. He worked his way up at cockcrow Hotel from cause desk agent to appear desk supervisor, and eventually to Assistant full general Manager before he became the General Manager. He does a grave job of screening potential employees for his front desk area of the hotel because he realizes the greatness of that area of the hotel, especially in tourist areas.He also has incentives set up for dainty functioning of the front desk agents and training an d tuition programs designed to give everyone information that will help them do their job better. in that location is a sense of teamwork at Sunrise Hotel and that helps everyone want to do a good job. His guest satisfaction ratings for his hotel are boilers suit excellent. On a rating musical scale of 110, his hotel averages a 9. The average duration of tenure of his employees is 4 years, and his current front desk supervisor was promoted from within, on with his Assistant General Manager.Because of the small size of the hotel, Joe is actually elusive with all of the hiring decisions and helps to give training programs himself, along with his leadership team. The employee turnover at the Sunrise Hotel is 25% overall and that is primarily when hourly employees graduate utmost school or college and leave the Sunrise Hotel for a locomote somewhere else. Brian is the General Manager of the Beachside Hotel and deals with a very different situation. Brian was brought in from ot her hotel in the same hotel group almost 6 months past.He was told by his boss that he needed to fix this hotel so that it would start having better customer satisfaction ratings and more return guests. Despite the fairly high occupancy noted during peak seasons, the off peak season occupancy is only 50%. Also noted by his boss, the occupancy should be as good as the Sunrise Hotel. Brian has been with his hotel group now for 2 years and he came out of the accounting and finance department in his old hotel. He has a great understanding of the numbers in the live industry, but has not been involved with the benignant resource aspects of the job.The turnover of hourly employees at Beachside Hotel is 120% and that means that Brian is constantly running the hotel short handed and with new employees. The Beachside Hotel has been doing the hiring through a kind-hearted resource practitioner in the hotel that was put in the position because she really could not handle dowry guests at the front desk very well. bloody shame was promoted to mankind resources a year ago after she had one too many altercations with the guests at the front desk. The owner of the hotel cute to make sure that she would not make any of the other guests angry, so he promoted her to a human resources practitioner.Since that time, she has been busy stressful to keep up with hiring and she has had no time for training employees. Because she is so busy, paychecks often have a go at it out to employees late, there are no policies written down for employees to use as a take out for performance, customers are toughened badly by new and seriously trained employees, and the departments of the hotel do not progress very effectively and therefore everyone blames everyone else when things go wrong. The average length of tenure of the front desk agents at the Beachside Hotel is 3 months and the customer satisfaction rating at the Beachside is a 6 out of a 10 possible rating.Most of the front d esk agents that are hired come from other hotels in the area after they quit or are fired. Brian is not involved in the hiring for the hotel at all, and does not get involved with training and development. He spends most of his days looking at the financial reports for the hotel and analyzing average daily rate, occupancy rates, and REVPAR. Brian knows that he has many problems to deal with and so he goes to the Sunrise Hotel to observe things over there for a while. He sees a happy crew and talks to Joe about how he is making that happen.Joe is happy to help, but wants Brian to go back and observe his employees foremost and come up with ways that he specifically can help guide Brian. Questions 1. What could Brian learn from Joe in terms of the human capital aspects of running a hotel? 2. What human resource planning initiatives could be undertaken by either the Sunrise Hotel or Beachside Hotel in order to help with the overall performance of their respective organizations? Availab le from Monday, 3 celestial latitude 2012, 0700 AM Due date Monday, 3 December 2012, 1230 PM