Hotel Paris Case Study

Summary:
 The Hotel Paris International (Hotel Paris)- Started 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.

Questions:

1. Draw a more simplified and abbreviated strategy map for the Hotel Paris.
Specifically, summarize in your own words an example of the hierarchy of
links among the hotel’s HR practices, necessary workforce competencies and
behaviors, and required organizational outcomes.

Hierarchy of links among hotel’s HR practices-

Necessary workforce competencies and behaviors-

 The hotel’s required employees competencies and behavior would include “
High-quality front-desk customer service,” “greeting guest at front door,”
and “processing guest’s room service meals efficiently” ALL REQUIRED
MOTIVAED, HIGH-MORALE EMPLOYEE.

 Now HR manager’s 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.

Required organizational outcomes-

2. Using Table 3-1 and Figure 3-9, list at least 15 metrics the Hotel Paris could
use to measure its HR practices.

Metrics Hotel Paris can use to measure its HR practices -

1. Job Analysis- Employees updated with job description
2. Employee Benefits - Employee satisfied with benefits.
3. Pay – Workforce eligible for merit/incentive based pay.
4. Recruitment- Average number of qualified applicants per person.
5. Selection- Average number of employees hired based on validated
selection test.
6. Training- Average number of hours of training of new employees.
7. Appraisal- Average number of employees receiving a regular performance
appraisal.
8. Use of teams- Average percentage of workforce routinely working in all
teams; semiautonomous, cross functional or project teams.
9. Self-directed teams- Percent of semiautonomous or autonomous work
teams in the company.
10. Operational Information sharing- Employees receive relevant operating
performance information.
11. Financial information sharing- Employees receive relevant financial
performance information.
12. HR to employee ratio- The measure is used to determine how well
the HR department delivers services to the rest of the staff.
13. Annual overall turnover rate- How many employees leave firm in a year.
14. Cost per hire- Refers to the total cost of bringing the new employee to the
company, including the expense of recruitment process, equipment,
travel costs, administrative costs and benefits.
15. HR expenses- Refers to hiring, salaries, benefits, talent management,
training, succession planning, workforce engagement, and employee
wellness planning.

SUBMITTED BY:
PRINA CHOPRA
PGDM R&BA- 1ST YEAR
ROLL NUMBER- 433/2019