only Q3 due in 24 hours

tHIS COURSE IS ABOUT HUMAN RESOURCES MANAGEMENT

only answer question3!!!!!

Q3

Beachside Hotel Human Capital Dilemma

This is a case of two competing hotels, Sunrise Hotel and Beachside Hotel that are both

located in a medium sized, tourism based town in the Northeast U.S. The hotels are both

competing for the same set of guests, as well as the same set of potential employees. Both

are budget hotels, right next door to each other, with 60 guest rooms each and a view of the

beach.

Sunrise Hotel

The occupancy during peak season for the Sunrise Hotel is 98%, but during the winter

months goes down to 65%.

Joe is the General Manager of Sunrise Hotel and has been in his current position for 5

years. He has been with Sunrise Hotel for a total of 10 years. He worked his way up at

Sunrise Hotel from front desk agent to front desk supervisor, and finally to Assistant

General Manager before he became the General Manager. He does a good job of screening

potential employees for his front desk area of the hotel because he realizes the importance

of that area of the hotel, especially in tourist areas.

He also has incentives set up for excellent performance of the front desk agents and training

and development programs designed to give everyone information that will help them do

their job better. There is a sense of teamwork at Sunrise Hotel and that helps everyone want

to do a good job .His guest satisfaction ratings for his hotel are overall excellent. On a rating

scale of 1 – 10, his hotel averages a 9.

The average length of tenure of his employees is 4 years, and his current front desk

supervisor was promoted from within, along with his Assistant General Manager. Because

of the small size of the hotel, Joe is actually involved with all of the hiring decisions and

helps to give training programs himself, along with his leadership team. The employee

turnover at the Sunrise Hotel is 25% overall and that is primarily when hourly employees

graduate high school or college and leave the Sunrise Hotel for a career somewhere else.

The Beachside Hotel

Brian is the General Manager of the Beachside Hotel and deals with a very different

situation. Brian was brought in from another hotel in the same hotel group about 6

months ago. He was told by his boss that he needed to “fix” this hotel so that it would

start having better customer satisfaction ratings and more return guests. Despite the

fairly high occupancy of 90% during peak seasons, the off peak season occupancy is

only 50%. Also noted by his boss, the occupancy should be as good as the Sunrise Hotel.

Brian has been with his hotel group now for 2 years and he came out of the accounting

and finance department in his old hotel. He has a great understanding of the numbers

in the lodging industry, but has not been involved with the human resource aspects of

the job. The turnover of hourly employees at Beachside Hotel is 120% and that means

that Brian is constantly running the hotel shorthanded and with new employees.

The Beachside Hotel has been doing the hiring through a human resource practitioner

in the hotel that was put in the position because she really could not handle serving

guests at the front desk very well. Mary was promoted to human resources a year ago

after she had one too many altercations with the guests at the front desk. The owner of

the hotel wanted to make sure that she would not make any of the other guests angry,

so he promoted her to a human resources practitioner. Since that time, she has been

busy trying to keep up with hiring and she has had no time for training employees.

Because she is so busy, paychecks often come out to employees late, there are no

policies written down for employees to use as a guide for performance, customers

are treated badly by new and poorly trained employees, and the departments of the

hotel do not communicate very effectively and therefore everyone blames everyone else

when things go wrong.

The average length of tenure of the front desk agents at the Beachside Hotel is 3 months

and the customer satisfaction rating at the Beachside is a 6 out of a 10 possible rating.

Most of the front desk agents that are hired come from other hotels in the area after they

quit or are fired. Brian is not involved in the hiring for the hotel at all, and does not get

involved with training and development. He spends most of his days looking at the

f i n a n c i a l reports for the hotel and analyzing average daily rate, occupancy rates, and

RevPAR (Revenue Per Available Room).

BEACHSI D E

Brian knows that he has many problems to deal with and so he goes to the Sunrise

Hotel to observe things over there for a while. He sees a happy crew and talks to Joe

about how he is making that happen. Joe is happy to help, but wants Brian to go

back and observe his employees first and come up with ways that he specifically can

help guide him.

1. Identify 4 HR functional and their processes that need to change at the Beachside
Hotel to start achieving better results. Be sure to explain why. (20 points).

2. Why is Brian struggling? Identify 3 reasons. Why is Joe so successful? Identify 3
reasons. (15 points).

3. Identify 3 Training and Development programs that should utilized at the Beachside
Hotel to aid specifically in occupancy rates and turnover rates. Explain. (15 points).

4. Is Brian’s focus on the financial performance of Beachside helping or hurting?
Explain. (10 points).