Hotel Paris Case Study

Translating Strategy into HR Polices

&Practices Case

History:
The Hotel Paris International (Hotel Paris). Starting as a
single hotel in a Paris suburb in 1990,
 Now it comprises a chain of 9 hotels
With 2 in France, one each in London and Rome, and
others in New York, Miami, Washington, Chicago and Los
Angeles.
As a corporate Strategy, Hotel Managers and Owners want
to continue to expand geographically.
They believe doing so will let them capitalize on their
reputation for good service by providing multi-city
alternatives for their satisfied guests.
The problem is that their reputation for good services has
been deteriorating.
MANAGEMENT DECIDE THE STRATEGY:
The Hotel Paris International will use superior guest
services to differentiate the hotel Paris properties and so
thereby increase the length of stays and return rate of
guests thus boost revenues and profitability.

Objectives:
Satisfied guests for providing good services
Differentiate the hotel Paris properties
Longer stay, Longer return
High quality services


Q.01 Draw a strategy map for hotel Paris.

Specifically, summarize in your own words an
example of hierarchy of links among the hotels
HR practices, necessary workforce
competencies and behavior, and required
organizational outcomes?
The strategy map of hotel Paris
Is to producing the satisfied guests
(Requires attending to all those activities where there is an
opportunity to affect the guests experience.
 Activities include getting the guest from airport and
checked in,
Cleaning the room
Picking up baggage and getting the guest checked out

Hirarchy
Employees Competencies and Behavior

The hotels required employees competencies and behavior

would include High-quality front-desk customer service,
greeting guest at front door, and processing guests
 room service meals efficiently ALL REQUIRED
MOTIVAED, HIGH-MORALE EMPLOYEE.
Now HR managers task is to identify the human resource
policies and activities that will enable the hotel to produce
their crucial workforce competencies and behavior.
For example, she decides to institute practices to improve
the disciplinary fairness and justices in the company, with
the aims of improving employee morale.
Finally, Lisa decide to computerize the all these cause-and-
effect links among the HR activities, the work force
behaviors, and the organizational outcomes, scorecard
software to present results on digital dash board.

Metrics of hotel paris

Job analysis:
Employee with updated job
description

Benefits:
Employee satisfied with benefits

Pay:
Workforce eligible for merit pay

Ethics:
Employee able to quote ethics code
Appraisal:
Employees getting feedback appraisals
completed at time.