Career Planning And Management

BAHRIA UNIVERSTIY
MARIAM MANZAR
BBA – 8C
REG # 7592
CAREER PLANNING AND MANAGEMENT

REPORT ON HOTEL PARIS CASE STUDY

DATE: 31ST DEC 2008
SUBMITTED TO
SIR M. A. BUTT

1
 Career Planning And Management

ACKNOWLEDGEMENT

I am thankful to Almighty Allah, to whom all the praises belong to and to my

teacher Mr. M.A. Butt who provided us with the opportunity of making this
report and guided us in its compliance.

2
 Career Planning And Management

TABLE OF CONTENT

INTRODUCTION …………………………… APPENDIX ……………………………………

………………….. …………………….

HISTORY OF THE CASE ……………………

………………..
4
SWOT ANALYSIS ……………………………
…………………… 5

MISSION ……………………………………… 6
…………………… 8
STRATEGIC FOCUS OF HRM ……………… 9
……………….
10
PERFORMANCE MANAGEMENT
STRATEGY …… 11

CAREER MANAGEMENT STRATEGY …… 12

……….........
14
RECOMMENDATIONS ………………………
………………..

3
 Career Planning And Management

INTRODUCTION

I as an external HR consultant have been asked to observe the situation at

Hotel Paris, to do the SWOT analysis and for making the performance
management and career development strategies for Hotel Paris . Things are
being managed fairly at Hotel Paris but still there are few areas that needs
intense improvement. Hotel Paris does not have a career development
strategy at place for its employees.

This report will explain the history of Hotel Paris, what is their HRM strategy,
the SWOT analysis, how the performance management system at Hotel Paris
works, and what improvements does the management needs.

4
 Career Planning And Management

HISTORY OF THE CASE

The Case is about Hotel Paris which is located in USA. The situation the case
is portraying is of year 1997 and at that time it had 300 executives employed
along with the total of 500 workers. The competitive strategy of Hotel Paris is
“ to use superior guest service to differentiate the Hotel Paris properties, and
to there by increase the length of stay and the rate of return of the
customers, and thus boost the revenue and profitability”.

This can be best done if the employees are well trained and satisfied by the
company. Lisa the HR manager at Hotel Paris is facing a dilemma that the
company doesn’t have career development strategies neither the proper
performance management strategies in place to serve their employees well
and Lisa has the job to develop these strategies to make the company
competitive and to have high morale and committed employees to serve the
company.

Hotel Paris is also facing competition so they need to develop their

competitive edge with high quality service to the guests.

5
 Career Planning And Management

SWOT ANALYSIS
Following is the swot analysis of the Hotel Paris:

STRENGTH :

• Company is maintaining good company relationship with

suppliers/vendors.

• Hotel Paris is maintaining good and cocktail relationship with collective

bargaining agent.

WEAKNESS:

• Customers have become savvy and Hotel Paris needs improvement in

retaining the previous customers.

• Hotel Paris is operating in competitive environment and needs

improvement in strategically positioning the Hotel.

• Hotel Paris needs improvements in Vision, Mission and objectives.

• Marketing management needs improvement.

• Financial management needs improvement.

6
 Career Planning And Management

• HRM areas needs significant improvement virtually all the functional

fields

a) Career management planning and development is not existing.

• Hotel Paris needs improvement in operations systems, process and

procedures.

OPPORTUNITY:

• Economic conditions definitely reflect favorable position for USA.

• The company is implementing the laws inclusive of its components/

articles.

• Political environment portrays conducive situation in USA.

• Hotel Paris is reasonably equipped to internalize technological

changes.

7
 Career Planning And Management

• International environment apparently seeing reasonably favorable for

the Hotel Paris.

THREAT:

• Society experiences social shift in terms of members of the society has

become more savvy and invariably seek out value.

• Consistently new laws are being passed including HRM areas in the
hotel and property industry.

• Hotel and property industry witnessing reasonable change related to

technology.

8
 Career Planning And Management

MISSION OF THE ORGANIZATION

The Hotel Paris mission should be :

“ To Provide Exceptional Hospitality Services To Our Valued

Guests And We Will Carry Out Our Vision Through Our

Commitment To Our Core Values “

The core values of Hotel Paris should be are :

1. INTEGRITY

Hotel Paris will maintain the highest standard of conduct in all of their
actions.

2. TEAMWORK

Hotel Paris will work together in a coordinated effort to achieve their

goals.

3. INDIVIDUAL WORTH

Hotel Paris recognize and respect their individual team members and
their contributions

9
 Career Planning And Management

4. CONSISTENT STANDARD OF EXCELLENCE

Hotel Paris will consistently provide their guests with a superior quality
product and make a conscious daily effort to be better than their
competition.

5. PERSONALIZED GUEST SERVICE

Hotel Paris will meet the specific need of each guest with a
professional, friendly, prompt, courteous and enthusiastic attitude from
all staff at all times.

STRATEGIC OBJECTIVES OF HRM

The strategic objectives of HRM in Hotel Paris should be:

• Focus on career management strategy

• Focus on performance management and performance appraisal

strategy

• Strategic focus on all HRM functions.

10
 Career Planning And Management

PERFORMANCE MANAGEMENT STRATEGY

Performance management is a critical to making sure that Hotel Paris

continue to improve the services that it provides to the customers. Although
significant progress has been made in delivering effective performance
management, there is a recognition that more still needs to be done.

Hotel Paris have installed a performance management system for the

evaluation of its employees but the system required improvement. The

11
 Career Planning And Management

performance management system and the performance appraisal system at

Hotel Paris is traditional, bureaucratic, informal and they do not have a
proper interview process for the appraisals that means that during the
process the competencies and skills of the employees are not considered
they are promoted on the basis of references or other sources. This creates a
lot of problem among employees because the employee who are skilled and
have the competency to do the work and needs to be promoted is left behind
and the employee who doesn’t have the required skill for the specific job is
promoted creates jealous feeling among the employees and some times this
leads to the counterproductive employees in this case employees engage in
the activities which are unhealthy for the other employees as well as for the
companies reputation.

So the Hotel Paris should:

• Maintain an effective and fully-integrated performance management

framework.

• Develop the functionality of Performance Eye to support flexible and

robust performance management.

• Embed a performance management culture.

• Work with the employees to develop transparent performance

management arrangements.

CAREER DEVELOPMET STRATEGY

12
 Career Planning And Management

Hotel Paris doesn’t have a career development strategy for its employees
which gives employees a chance to learn about their skills, interests,
competencies and knowledge and through this process they are able to
choose one career for themselves that best suits their competency level.

Supervisors at Hotel Paris are not trained enough to monitor or communicate

effectively with the staff, understand their requirements or make them
understand how they have to do things. To provide best services Hotel Paris
needs to care for its employees, have to train the supervisor so that they can
communicate and understand the employees.

Career development is required by the Hotel Paris management for the

betterment of its employees. They need committed and high morale
employees so that the employers might be able to rely or trust his
employees that they are working properly because in hotel business as all
employees are on the front line a supervisor wont be able to monitor his
employees all the time. Hotel Paris wants to give the best customer services
to their guests and it is possible only if the employees are well trained, they
know what to do, how to do, how to communicate with the guests, how to
resolve their complaints, what type of feedback they should give, this is only
possible if the employees are satisfied by the companies attitude toward
them if the company shows that it cares about them, help them build their
careers, understanding their problems and giving them training in the areas
where it is required.

So Hotel Paris can provide best services if its employees are trained and
satisfied.

13
 Career Planning And Management

RECOMMENDATIONS

• Employees at Hotel Paris needs ORIENTATION PROGRAM in place so

that they know to which supervisor they have to report, what are the
designations of other people in the company.

• Hotel Paris should have FORMAL MENTORING programs for its

management, starting from the supervisors to the front line staff so
that supervisors can understand the needs of employees and
employees can perform their duties up to the mark.

• Hotel Paris need to have CAREER MANAGEMENT SYSTEM installed

to help employees build their careers, make plans for their future, and
identify their skills , knowledge, competencies and interests. Career
management is a process for individuals to identify career aspirations
and individual development needs in an effort to develop skills to
achieve personal objectives. The elements required for a effective
career management system are:

 Assessment tools
 Process to allow individuals to see how their competencies
and skills fit with the organization's goals
 Methods for goal setting and action planning

14
 Career Planning And Management

• Hotel Paris should arrange CAREER WORKSHOPS for all employees

so that they identify what skills and competencies they have and also
learn that how they can work with people with different backgrounds,
with different thinking, opinions and perceptions.

• Hotel Paris needs TRAINING PROGRAM so that the employees know

how to cater the customers more effectively because it depends upon
the employees services that how long guests who like to stay in the
hotel or would like to come again.

• Hotel Paris should also have PERFORMANCE APPRAISAL for career

planning so that the right employee can be appraised or promoted.

• DIVERSITY MANAGEMENT is also required to create flexibility in

employees to work with the people from different backgrounds,
speaking different languages and having diverse opinions.

15
 Career Planning And Management

APPENDIX
Appraising performance of the subordinates is a crucial process. The
supervisor has to monitor their performance and evaluate it if it is up to the
mark or not, identify what are the issues that needs to be discussed with him
and give him the feedback regarding his or her performance standards. Hotel
Paris also need to appraise the performance of his employees to attain a high
level of commitment and loyalty of its employees.

Performance appraisal is required for four major reasons:

• From a practical point of view, most employers still base pay and
promotional decisions on the employee’s appraisal.

• Appraisals play an integral role in the employer’s performance

management process. It does little good to translate the employer’s
strategic goals into specific employees goals.

• The appraisal lets the boss or supervisor develop a plan for correcting
deficiencies and to reinforce the things the subordinate does right.

16
 Career Planning And Management

• Appraisals should serve a useful career planning process. They provide

an opportunity to review the employee’s career plans in the light of his
or her exhibited strengths and weaknesses.

Following are the steps in appraising the performance of the subordinates:

DEFINING THE JOB : making sure that your subordinate agrees on his or
her duties and job standards.

APPRAISING PERFORMANCE: Comparing your subordinate actual

performance to the standards that have been set.

FEEDBACK SESSION: Here the supervisor and the subordinate have to

discuss the subordinates performance and progress.

17