Human resource Management Fall 2020

Professor: Dr. Aghaz

case study on:

Improving performance at the Hotel Paris
Mondelez Bakes Development into its talent strategy

Yasaman Najafian
Emelia Riahi
Kamelia Soltan
 • Improving

01
Performance at the
Hotel Paris
The New Career
Management
Hotel Paris System
Hotel Paris

our office
The Hotel Paris
history

• Starting as a single hotel in a Paris suburb in 1990, the

Hotel Paris is now a chain of nine hotels, with two in
France, one each in London and Rome, and others in
New York, Miami, Washington, Chicago, and Los
Angeles.
• As a corporate strategy, the Hotel Paris’s management
and owners want to continue to expand geographically.
• They believe doing so will let them capitalize on their
reputation for good service, by providing multicity
alternatives for their satisfied guests.
 The strategy

• Top management, with input from the HR and

other managers, chooses a new competitive
strategy and formulates new strategic goals.
• It decides: The Hotel Paris International will use
superior guest services to differentiate the Hotel
Paris properties, and to thereby increase the
length of stays and the return rate of guests, and
thus boost revenues and profitability.
• All Hotel Paris managers including the director of
HR services must now formulate strategies that
support this competitive strategy.
 competencies and behaviors
must our hotel’s employees

• high-quality front-desk customer service

• taking calls for reservations in a friendly manner Lisa
• greeting guests at the front door HR manager
• processing guests room service meals efficiently of Hotel Paris
 step back and get control
of the Hotel Paris’s new career
management system(Training program).
The Hotel Paris’s new training program

 comprehensive package of training programs for

all Hotel Paris employees
 1-day training program composed of lectures and
audiovisual material for all new employees
 As with all the new training programs, they had
these translated into the languages of the countries
in which the Hotel Paris did business
 on-the-job training
 computer-based training programs
 videoconference-based online training and
development program
 Questions:
• Based on what you read in this chapter, what do you suggest Lisa
and her team do first with respect to training? Why?

Lisa should review employee performance evaluation forms to determine where are the
deficits .Customer feedback can also be helpful to determine needs in specific types of
training.

• Have Lisa and the CFO sufficiently investigated whether training is

really called for? Why? What would you suggest?

No, although there are large differences in such measures as spending as a percent age
of payroll, that in itself does not mean training is lacking. On the job training costs little
and may be taking place on an informal, and therefore unmeasured, basis. Additionally,
such things as employee tenure may be having an effect on training costs
if Hotel Paris employees have been there for many years, they may require less training
than the employees of a hotel which has high turnover .Lisa needs to analyze the need
for training more thoroughly.
www.proposaltemplate.com PAGE 011
Questions :

• Based on what you read in this Dessler Human Resource

Management chapter and what you may access via the Web,
develop a detailed training program for one of these hotel positions:
security guard, housekeeper, or door person?

Working as a housekeeper at a hotel is not as easy as it seems. One has so much to

learn and to get right from the start in order that guests entering their room in the evening
do not feel that the room has been used before, but instead feel that they are the first to
enter the room and sleep on their bed sheets. Housekeeping is involved in using many
different products and equipment and the work can be physically demanding. Staff can be
involved with customers who have not left their room for the day, customers checking in
early or late, guests on stay over who have come back to their roomearly so they can
have a lie down. Or, Training for a job as a valet parking attendant is a matter of
practicing to be a careful and intelligent driver. Most valet companies require the
candidate to have experience as a valet in.
Questions :

The training program for housekeeper and door person

Types of staff training : On-the-job training

Employees professional quality is the key of hotel services, the rules and
principles of work are taught in this kind of training, besides, courtesy,
manners and techniques of handling interpersonal relations are taught as
well.
This kind of training aims to train employees to learn the best way to do the
work in the most quickly and effective way.
 •Managing & Dealing with Conflict
Questions : •Physical Intervention & Restraint Training
•Designing & Writing Standard Operational
Procedures
The training program for •Emergency & Contingency Planning
•Conducting an Effective Security Site Survey
security guard •Threat Response Measures
•Hardening of Security
• Introduction to Hotel Security •Searching Personnel, Vehicles and Rooms
•Role of a Hotel Security Officer and General •Suspicious Packages & Bomb Threats
Duties •Area Cordoning Procedures
•Legal Powers and Limitations •Dealing with Various Incidents
•Ethics and Conduct •Incident Control & First Response
•Access Control •Security Patrol & Security Posts
•Communications and Public Relations •Final Examination.
•Report Writing
•Fire Prevention, Fire Control & Fire Hazards
•The law of Arrest, Search & Seize
•Civil & Criminal Liability
•Sources of legal authority & limitations
•Sexual Harassment Law, Policies, Procedures
 02
Mondelez • Mondelez Bakes
Development into
International Its Talent Strategy
 Mondelez International, Inc. is an
American multinational confectionery,
food, holding and beverage and snack
food company based in Chicago, Illinois.
About the MDLZ
 HOW THEY CAN KEEP GROWING?

With famous brands and customers in

160 countries, the company needs a continuing
supply of management talent to keep the
business growing.
Across Mondelēz International around the
world, there are 3 values:
“ Love our consumers and our brands
Grow every day
Do what’s right ”
The leaders' recognition of this leads to training
and "world-class career experiences."
 " It’s impossible to overestimate the importance of learning and
development at Mondelez International. Not only is it a catalyst for
change that helps us achieve our goals and become more
successful as a business, but it also leads to more enriching
careers for our people."

Quoted on the company's website

" different people learn best in different ways "

F1 social-impact program
aimed at developing building on the company's
greater business insight purpose statement to
among its finance "create more moments of
professionals joy"
 F1 PROGRAM

Many factors are driving the company’s results, but perhaps overlooked are some internal
employee-education efforts. Among them, F1, a multifaceted program designed to open up
broader career opportunities for finance professionals and bolster retention, stands out.

The centerpiece of F1 is the Financial Acumen Skills Training (FAST) program, a 12-week
educational experience for high-potential junior and senior finance managers. FAST is built
around a computerized business simulation in which teams of participants compete with one
another to turn around a fictitious, failing company and set it on a path to growth and profits. A key
goal of FAST is to encourage collaboration among the company’s finance managers, who are
dispersed among more than 160 countries. Teams, which are purposely constructed with
geographically far-flung members, communicate via teleconferencing and virtual networks.
 F1 PROGRAM

FAST is operated by TRI, a finance education company that

has worked with many of America’s biggest corporations to
accelerate the development of finance professionals. But in
some respects the program at Mondelez is unique
“[Mondelez’s] finance leaders are much more involved than
&
those at other companies,”
“This is not an outsource situation, where TRI comes in and
runs a program for them. Since we started talking to
Mondelez in 2015, they’ve wanted to own the program. They
also provide a coach for each team, and nobody else does
that. They are very hands-on.”
 Gladden was himself a longtime GE executive and
later the finance chief of Dell (where he
also worked with TRI) at the time the technology
company went private in 2013. At Mondelez,
where he arrived in early 2014, he says he
“demands” that senior finance leaders be engaged
in providing mentorship and coaching for FAST
teams. In fact, it’s a component of their annual
performance discussions. “When we made a
commitment as a leadership team to reinvest in
talent,” Gladden tells CFO, “I said, ‘Look, it’s got to
start with us. The best development programs
always have senior leaders right in the middle of
Brian Gladden them.’ We’re making sure the teams understand
that we have a commitment to their development
Mondelez CFO and careers for the long term.”
“Some unbelievable talent may be sitting in pretty remote locations that
we sell into. We don’t always get exposure to them, and this is a way to
see that talent. If the junior ones are just as capable in this kind of
program, then I think they’re capable of doing bigger jobs sooner”

Brian Gladden
 social-impact program

Mondelez International believes it has a corporate

social responsibility plan that will help drive its
business. As one component, the company’s Cocoa
Life program works with more than 90,000 cocoa
farmers in Ghana, Ivory Coast and other countries to
develop a sustainable network of cocoa into the
future.
 social-impact program

Since 2013, the Mondelēz International Foundation’s Joy

Ambassador program sends employees to serve and learn in
cocoa-farming communities which are part of the Cocoa Life
program in Ghana. This two-week skills-exchange journey, in
partnership with VSO, gives Joy Ambassadors first-hand
&
knowledge of the challenges and opportunities in securing a
sustainable cocoa supply. In turn, Ambassadors share their
diverse business skills with cocoa farmers — from marketing,
manufacturing, finance, law and more — to help accelerate the
impact of Mondelēz International’s cocoa sustainability efforts.
 “Our Ambassadors gain a deeper understanding of our cocoa
supply chain first-hand, grow as leaders and come back to their
teams with fresh insights and inspiration from this life-changing
experience.”

Sarah Delea, President of the Mondelēz International Foundation

 Questions:

• What kinds of value could Mondelez International reasonably

expect to get from the development programs described in this
case?

Mondelez International can reasonably expect to get from the development

programs described in the case better employee performance through skill
development and training. The company gives the opportunities to
employees for career growth and learning. It helps them in improving their
knowledge, teamwork and problem solving skills for performing better,
increased commitment and motivational levels.

www.proposaltemplate.com PAGE 030

Questions :

• How might a career management process increase the value of

these development programs?

Career management process can increase the value of these development

programs as the employees have greater control of their career progression
and idea about long term goals and objectives. The career management
process increases the value of these development programs as it is more
systematic and organized. The employee gets more chance to plan their skill
development, learning and long term goals as per their capabilities and take
necessary measures for filling the gaps with skill upgradation, training,
experience and learning.