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HRM Case No. 6

case 6 in HRM

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21 views2 pages

HRM Case No. 6

case 6 in HRM

Uploaded by

Movie 2U
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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CASE STUDY No.

FOR HUMAN RESOURCE MANAGEMENT GROUP ASSIGNMENT

Improving Performance at the Hotel Paris

The New Interviewing Program

The Hotel Paris’s competitive strategy is “To use superior guest service to differentiate
the Hotel Paris properties, and to thereby increase the length of stay and return rate of guests,
and thus boost revenues and profitability.” HR manager Lisa Cruz must now formulate
functional policies and activities that support this competitive strategy, by eliciting the required
employee behaviors and competencies.

As an experienced HR professional, Lisa knew that the company’s new testing program
would go only so far. She knew that, at best, employment tests accounted for perhaps 30% of
employee performance. It was essential that she and her team design a package of interviews
that her hotel managers could use to assess—on an interactive and personal basis—
candidates for various positions. It was only in that way that the hotel could hire the sorts of
employees whose competencies and behaviors would translate into the kinds of outcomes—
such as improved guest services—that the hotel required to achieve its strategic goals.

Lisa received budgetary approval to design a new employee interview system. She and
her team started by reviewing the job descriptions and job specifications for the positions of
front-desk clerk, assistant manager, security guard, valet, door person, and housekeeper.
Focusing on developing structured interviews for each position, the team set about devising
interview questions. For example, for the front-desk clerk and assistant manager, they
formulated several behavioral questions, including, “Tell me about a time when you had to
deal with an irate person, and what you did,” and “Tell me about a time when you had to deal
with several conflicting demands at once, such as having to study for several final exams at

1
the same time, while working. How did you handle the situation?” They also developed a
number of situational questions, including “Suppose you have a very pushy incoming guest
who insists on being checked in at once, while at the same time you’re trying to process the
check-out for another guest who must be at the airport in 10 minutes. How would you handle
the situation?” For these and other positions, they also developed several job knowledge
questions. For example, for security guard applicants, one question her team created was,
“What are the local legal restrictions, if any, regarding using products like Mace if confronted
by an unruly person on the hotel grounds?” The team combined the questions into structured
interviews for each job, and turned to testing, fine-tuning, and finally using the new system.

Questions

1. For the jobs of security guard and valet, develop five additional situational, five
behavioral, and five job knowledge questions, with descriptive good/average/poor
answers.
2. Combine, (based on what you learnt in Human Resource Management) your
questions into a complete interview that you would give to someone who must
interview candidates for these jobs.

Chapter 7: Interviewing Candidates from Gary Dessler, (2020). Human Resource


Management. 16th ed. Pearson, USA

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