superior guest service to diferentiate the Hotel Paris properties, and to thereby increase the length of stay and return rate of guests, and thus boost revenues and proftability. H manager !isa "ru# must no$ formulate functional policies and activities that support this competitive strategy, by eliciting the re%uired employee behaviors and competencies. &s a longtime H professional, !isa "ru# $ell a$are of the importance of efective employee recruitment. 'f the Hotel Paris didnt get enough applicants, it could not be selective about $ho to hire, it $asnt li(ely that the hotels $ould en)oy the customer* oriented employee behaviors that the company strategy relied on. +he $as therefore disappointed to discover that the hotel Paris $as paying virtually no attention to the )ob of recruitment prospective employees. 'ndividual Hotel managers slapped together help $anted ads $hen they had positions to fll, and no one in the chain had any measurable idea of ho$ many recruits these ads $ere producing or $hich recruiting approaches $or(ed the best ,or $or(ed at all-. !isa (ne$ that it $as time to step bac( and get control of the Hotel Pariss recruitment function. &s they revie$ the details of the Hotel Paris .s current recruitment practicies , !isa "ru# and the frms "/0 became increasingly concerned. 1hat they found, basically, $as the recruitment function $as totally unmanaged. The previous H director had simple allo$ed the responsibility for recruitment to remain $ith each separate hotel, and the hotel managers, not being human resources professionals, usually too( the path of least resistance $hen a )ob became available, such as by placing help $anted ads in their local papers. there $as no sense of direction from the Hotel Pariss head%uarters regarding $hat sorts of applicants the company preferred, $hat media and alternative sources of recruits its managers should use, no online recruitment, and no measurement at all of recruitment process efectiveness. The company ignored recruitment*source metrics that other frms used efectively, such as number of %ualifed applicants per position, percentage of )obs flled from $ithin, the ofer*to*acceptance ratio, acceptance by recruiting source, turnover by recruiting source, and selection test results by recruiting source. 't $as safe to say that achieving the Hotel Pariss strategic aims depended on the %uality of people that it attracted to and then selected for employment at the frm. 1hat $e $ant are employees $ho $ill put our guests frst, $ho $ill use initiative to see that our guests are satisfed, and $ho $ill $or( tirelessly to provide our guests $ith services that e2ceed their e2pectations said the "/0. !isa and the "/0 both (ne$ this process had to start $ith better recruiting. The "/0 gave her the green light to design a ne$ recruitment process