Managing Human Resources

 ASSIGNMENT INSTRUCTIONS Module Title: Managin" rel="nofollow">ing Human Resources Level: 5 Word Limit: 1,700 words WRITING YOUR ASSIGNMENT: • The Harvard Referencin" rel="nofollow">ing System must be used. • Where the assignment comprises more than one task, all tasks must be submitted in" rel="nofollow">in a sin" rel="nofollow">ingle document. • You must number all pages. SUBMITTING YOUR ASSIGNMENT: • You must submit your assignment usin" rel="nofollow">ing Turnitin" rel="nofollow">in software and obtain" rel="nofollow">in a receipt. ASSESSMENT DETAILS Instructions: This assessment builds upon the case study you were given for the mid-term assessment. You should read the additional in" rel="nofollow">information contain" rel="nofollow">ined in" rel="nofollow">in this fin" rel="nofollow">inal assessment in" rel="nofollow">in the context of the in" rel="nofollow">information given in" rel="nofollow">in the earlier case study. In this assessment you are bein" rel="nofollow">ing asked to produce a portfolio (collection) of various documents. This will contain" rel="nofollow">in various supportin" rel="nofollow">ing notes and other evidence that can be submitted either in" rel="nofollow">in hard copy or electronically (see below). In Task 1 you are bein" rel="nofollow">ing asked to play the role of the Head of HR and for Task 2 you are bein" rel="nofollow">ing asked to be the Managin" rel="nofollow">ing Director. You must ensure that the content of all documents reflects the different perspectives of the different authors and in" rel="nofollow">intended audiences. Include reference to any relevant theories, models or concepts from the module (or your own research) where you consider this useful or important. You MUST submit all documents via Turnitin" rel="nofollow">in. Advice on any uncertain" rel="nofollow">inty regardin" rel="nofollow">ing submission formats is freely available from your tutor. Case Study – Huntsman Hotels plc Huntsman Hotels, PLC, owns more than 60 hotels throughout the United Kin" rel="nofollow">ingdom. Huntsman’s hotels are considered budget accommodations; they are functional, clean and reasonably priced. Additional in" rel="nofollow">information about UK hotel standards is available at https://www.qualityin" rel="nofollow">intourism.com/quality-schemes/hotels/ Most guests stay for one to three nights and are a combin" rel="nofollow">ination of busin" rel="nofollow">inessmen durin" rel="nofollow">ing the workin" rel="nofollow">ing week and leisure travellers at weekends and durin" rel="nofollow">ing the holiday seasons. The hotels are typically situated in" rel="nofollow">in downtown locations and the city centres are easily accessible by public transport. Tourists are attracted as many of the hotels are in" rel="nofollow">in popular visitor destin" rel="nofollow">inations where the many local attractions mean that they will not be spendin" rel="nofollow">ing much time in" rel="nofollow">in their hotel rooms. Due to fierce competition in" rel="nofollow">in the hotel in" rel="nofollow">industry from groups such as Travelodge, Premier Inns and Ibis, there has been a shortage within" rel="nofollow">in the in" rel="nofollow">industry of managerial staff leadin" rel="nofollow">ing to difficulties in" rel="nofollow">in staffin" rel="nofollow">ing. This has impacted on Huntsman particularly badly and restricted the growth plans of the company. In some cases, this has led to bookin" rel="nofollow">ings bein" rel="nofollow">ing cancelled at short notice due to illness which seems to have become a growin" rel="nofollow">ing problem for Huntsman, damagin" rel="nofollow">ing their reputation and causin" rel="nofollow">ing frustration amongst staff. This has necessitated the use of agency staff on occasion. The Managin" rel="nofollow">ing Director of Huntsman is Giuseppe Salieri who also owns 51% of the shares. He is a well-known busin" rel="nofollow">inessman and entrepreneur with various busin" rel="nofollow">iness in" rel="nofollow">interests, havin" rel="nofollow">ing made his sizeable fortune in" rel="nofollow">in fin" rel="nofollow">inancial in" rel="nofollow">investment. He in" rel="nofollow">inherited the company from his father back in" rel="nofollow">in 2007 havin" rel="nofollow">ing identified a need for a well-run budget hotel chain" rel="nofollow">in to serve the needs of busin" rel="nofollow">iness people in" rel="nofollow">in and around London, but, in" rel="nofollow">in the light of the subsequent recession, has sin" rel="nofollow">ince expanded the operation to in" rel="nofollow">include hotels in" rel="nofollow">in the other major cities in" rel="nofollow">in the country. He has bold expansion plans and has a reputation as a shrewd in" rel="nofollow">individual, takin" rel="nofollow">ing swift action where he believes there to be any underperformance or lazin" rel="nofollow">iness. Managin" rel="nofollow">ing people is not his strength unfortunately, and consequently he has had a high turnover of staff, especially in" rel="nofollow">in his senior management team. Jacques Marechal , their newly appoin" rel="nofollow">inted Head of HR, has been recruited from arch rival Ibis to help address the problems. He has worked in" rel="nofollow">in the UK and on the contin" rel="nofollow">inent. He is faced with a formidable task, especially sin" rel="nofollow">ince he is aware that Huntsman has a poor reputation for managin" rel="nofollow">ing its people, and has already experienced first-hand low morale and problems with workforce plannin" rel="nofollow">ing. He knows he has a short time to identify the key issues and to come up with some solutions before he becomes the next one to be fired. He has particular concerns about their recruitment & selection processes, as there have been two recent tribunal cases where substantial damages were paid out due to discrimin" rel="nofollow">ination and other irregularities. He also hopes to build in" rel="nofollow">in some contin" rel="nofollow">ingency in" rel="nofollow">into the staffin" rel="nofollow">ing model, so that staff can be re-deployed in" rel="nofollow">into different roles when shortages occur. The organisation has a flat structure with most key decisions bein" rel="nofollow">ing made by Giuseppe himself. Managers tend to be aloof and are viewed as somewhat elite by the other employees, a view rein" rel="nofollow">inforced by in" rel="nofollow">internal communication driven from the top. It is semi-unionised with many staff bein" rel="nofollow">ing members of the GMB whereas managers are largely not unionised. There have been sporadic in" rel="nofollow">industrial disputes with Huntsman in" rel="nofollow">in the past although recently relations have been improvin" rel="nofollow">ing. There is no formalised wage structure and any rises have been made on an ‘ad-hoc’ basis either because there was a perceived need to reward loyalty or to prevent someone from leavin" rel="nofollow">ing. There have been accusations of favouritism by some disgruntled employees towards Giuseppe’s in" rel="nofollow">inner circle, main" rel="nofollow">inly family members who hold several top positions in" rel="nofollow">in the company as well ownin" rel="nofollow">ing as the majority of the remain" rel="nofollow">inin" rel="nofollow">ing company shares. Junior staff tend to get blamed if thin" rel="nofollow">ings go wrong and there is a ‘them and us’ culture. Giuseppe has four main" rel="nofollow">in aims 1. To in" rel="nofollow">increase the competitive advantage of his organisation in" rel="nofollow">in the UK 2. To expand in" rel="nofollow">into Europe, particularly the EU. 3. To develop strategic partnerships with other hotel organisations 4. To in" rel="nofollow">invite a takeover by a larger group in" rel="nofollow">in the next few years as another of his busin" rel="nofollow">iness ventures is in" rel="nofollow">in need of an in" rel="nofollow">injection of capital, and he sees a need to make his shares attractive to potential in" rel="nofollow">investors. The company recently acquired a small hotel chain" rel="nofollow">in headquartered in" rel="nofollow">in Marseille. Giuseppe decided that half of the new hotels in" rel="nofollow">in France would be retain" rel="nofollow">ined and rebranded as part of the Huntsman Hotels Group; the other half will be sold. Giuseppe has decided to send some of his existin" rel="nofollow">ing UK-based managers, main" rel="nofollow">inly family members, to France to lead the changeover of the new hotels and then manage them after they re-open. He knows that he has in" rel="nofollow">insufficient managerial staff to cover the new enterprise and needs to recruit more, in" rel="nofollow">in order to support Huntsman’s strategic objective of growin" rel="nofollow">ing the organization slowly to make sure that new ventures are well supported and opened on time and on budget. If this new overseas venture is successful, Huntsman may decide to acquire or partner with other small hotel groups in" rel="nofollow">in other European countries. Giuseppe would like to own 150 hotels in" rel="nofollow">in the next five years. His 10-year plan is to own 300 hotels across Europe. This is an ambitious target, so it is important that the organization fin" rel="nofollow">inds an effective formula to operate successfully across the group. The organization has never owned any hotels outside the UK before, Jacques knows that none of their existin" rel="nofollow">ing managers speak French fluently. He has only four weeks to rebrand and staff the hotels. The new hotels must be ready to open after that time. He will be expected to recruit a large number of staff for the new French hotels, because more than 70 percent of the employees from the acquired organization left. Managers and staff will need to be flexible and move between countries if any problems arise. In their company literature, the organization states that their core values are to: • Provide excellent levels of customer service to all guests. • Provide a clean and comfortable environment for guests and staff. • Recruit and retain" rel="nofollow">in excellent staff. • Support and develop staff so they can reach their full potential. • Contin" rel="nofollow">inuously strive to improve all aspects of the busin" rel="nofollow">iness. • Ensure that all hotel buildin" rel="nofollow">ings, fixtures and fittin" rel="nofollow">ings are well-main" rel="nofollow">intain" rel="nofollow">ined in" rel="nofollow">in a proactive manner. Task 1 a. Adoptin" rel="nofollow">ing the role of the newly appoin" rel="nofollow">inted Head of HR, prepare an in" rel="nofollow">informal memo of 1000 words for in" rel="nofollow">internal staff only that presents the need for change on THREE key HR issues of your choosin" rel="nofollow">ing. Balance your discussions with content designed to overcome any resistance to change and to keep employees on your side. A brief mention of in" rel="nofollow">international issues would be appropriate 45 marks Suggestions: - 2-3 British references to be used / HR specific terms/ quotes; - the same 3 key HR issues from the previous assignment can be used b. Followin" rel="nofollow">ing some research, design a one-page job advertisement for a new deputy hotel manager in" rel="nofollow">in the UK that is compliant with current legislation. Include any other elements that you see fit in" rel="nofollow">in order to present the job accurately and in" rel="nofollow">in an attractive manner without misrepresentin" rel="nofollow">ing the vacancy. (about 200 words) 20 marks Task 2 Adoptin" rel="nofollow">ing the role of the Managin" rel="nofollow">ing Director Giuseppe Salieri design a 10-min" rel="nofollow">inute (about 500 words) PowerPoin" rel="nofollow">int presentation in" rel="nofollow">intended for potential in" rel="nofollow">investors and existin" rel="nofollow">ing shareholders to convin" rel="nofollow">ince them of your plans to change the management of HR in" rel="nofollow">in Huntsman (e.g You should talk about share prices, security, future challenges, dividends). You will centre on improved organisational efficiency achieved through leadin" rel="nofollow">ing HR management, and the benefits that the changes will brin" rel="nofollow">ing to the company and its profitability. You will need to convin" rel="nofollow">ince them that their share in" rel="nofollow">investment and future dividends are safe, whilst preparin" rel="nofollow">ing them for some possible difficult decisions along the way. Many members of your audience will be highly knowledgeable so you will need to in" rel="nofollow">include key phrases, and you should assume they have a reasonable understandin" rel="nofollow">ing of HR prin" rel="nofollow">inciples. 35 marks Suggestions: - no more than 10 slides be used. The content is more important than the presentation itself, although it should be clear and legible. - use 7x7 rule: no more than seven lin" rel="nofollow">ines of text and no more than seven words in" rel="nofollow">in each of those lin" rel="nofollow">ines.