International Human Resources Management Discussion Paper
Read the case study below. There are FOUR (4) questions in this question paper. Answer ALL questions in the Answer Booklet provided. (60 MARKS) International HRM Case Study: Expanding the Business Brunt Hotels, PLC, owns more than 60 hotels throughout the United Kingdom. They recently acquired a small hotel chain headquartered in France. Brunt’s Chief Executive decided that half of the new hotels in France would be retained and rebranded as part of the Brunt Hotels Group; the other half will be sold. This will support Brunt’s strategic objective of growing the organization slowly to make sure that new ventures are well supported and opened on time and on budget. Brunt’s hotels are considered budget accommodations; they are functional, clean and reasonably priced. Most guests stay for one to three nights and are a combination of business and leisure travelers. The hotels are typically situated in downtown locations that are easily accessible by mass transit. Tourists are attracted to these hotels in popular visitor destinations where the many local attractions mean that they will not be spending much time in their hotel rooms. The organization has decided to use an ethnocentric approach and send some of their existing UK-based managers to France to lead the changeover of the new hotels and then manage them after they re-open. If this new overseas venture is successful, Brunt may decide to acquire other small hotel groups in other European countries. The organization would like to own 150 hotels in the next five years. Their 10-year plan is to own 300 hotels across Europe. This is an ambitious target, so it is important that the organization finds an effective formula to operate successfully in other countries. The organization has never owned hotels outside the UK before and has hired a team of independent management consultants to advise them on how to proceed. They provided the consultants with the following information during their initial meeting: – A majority of their existing managers said they would like a chance to work abroad; – None of their existing managers speak French fluently; – They will allow four weeks to rebrand the hotels International Human Resources Management Discussion Paper.
The new hotels must be ready to open after that time; – They expect to recruit a large number of staff for the new French hotels because more than 70 percent of the employees from the acquired organization left; and – They will require their managers to be flexible and move between countries if any problems arise. All answers must be supported with examples and application ideas. Business expansion is always a challenge especially when it involves a merger and acquisition with another brand from another country. Based on the above article, analyze FOUR (4) priorities to be completed during the four weeks rebrand period and ensure the hotel can be up and running according to the timeline. (15 Marks) Imagine that you are the appointed independent management consultant, and the hotel management asked you if they should look only at internal candidates who are parent country nationals (PCNs) or recruit host country nationals (HCNs) as a Project Manager to lead the expansion. This decision is based on the FOUR (4) priorities that you have identified above. Discuss the following proposals: a. Only PCNs should be hired; b. Only HCNs should be hired; and c. A combination of and should be hired (15 Marks) Based on the above opinion, the hotel management decided that because this is their first venture into a country outside the UK, they want to use PCNs to set up the new hotels and that only internal or existing candidates from their current organisation should be considered. They think that this is important so they can incorporate the organisation’s values. However, they believe that once the hotels are up and running, HCNs could be hired. Write an internal recruitment advertisement to be shared with all managers for them to apply for the Project Manager position. Your advertisement should include, at a minimum, the following information: a. Job Scope: Main responsibilities of the position; b. Experience: Skills and years of service; and c. Competencies: Expected behaviors to be demonstrated based on Ownership and Trust values. (15 Marks) The hotel management team liked your recruitment advertisement, however, since the organisation has never hired managers to work outside the UK before, they do not know how to start determining the package on top of the basic salary. Design a compensation package for the Project Manager position. Explain the rationale for your design. You may also include non-financial benefits. (15 Marks) International Human Resources Management Discussion Paper
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Answer: The four priorities to be completed during the four-week rebrand period to ensure the hotel can be up and running according to the timeline are as follows: Rebranding and Renovating the Hotel Properties: The first priority should be to rebrand and renovate the hotel properties to reflect the Brunt Hotels brand image. This can include updating the hotel signs, guest rooms, lobby, and other public areas to reflect the Brunt Hotels’ functional, clean, and reasonably priced image. The renovation process should be completed quickly to ensure the hotels can be opened on time. Hiring and Training Staff: The second priority should be to hire and train staff to ensure that they are ready to serve guests when the hotels open. Given that more than 70 percent of the employees from the acquired organization left, the recruitment process will need to be carried out quickly to fill the vacancies. Staff training should focus on the Brunt Hotels’ service standards, policies, and procedures to ensure that they align with the organization’s culture. Establishing Operational Processes and Systems: The third priority should be to establish operational processes and systems to ensure that the hotels can run efficiently and effectively. This includes implementing systems for reservations, check-in, and check-out, as well as accounting, payroll, and other administrative tasks. It is important to ensure that these processes and systems are compatible with Brunt Hotels’ existing systems, to ensure consistency across all locations. Ensuring Compliance with Local Laws and Regulations: The fourth priority should be to ensure compliance with local laws and regulations in France. This includes ensuring that the hotels meet all health and safety regulations, as well as local labor laws. The Brunt Hotels’ managers will need to be trained on the local laws and regulations to ensure that they are aware of any differences between the UK and France. By prioritizing these four activities during the four-week rebrand period, Brunt Hotels will be able to ensure that the hotels can be up and running according to the timeline. These activities are critical to establishing a successful hotel business in France and will form the foundation for future growth in other European countries International Human Resources Management Discussion Paper.
Answer 2- As the independent management consultant, I would recommend a combination of PCNs and HCNs to be hired for the project manager role, considering the following four priorities: Language and cultural familiarity: Given that none of the existing managers speak French fluently, it would be beneficial to recruit HCNs who are familiar with the local language and culture. This would facilitate communication with local staff, customers, and stakeholders, leading to smoother operations and better customer service. However, PCNs can bring the company’s culture and values to the new hotels, helping to maintain consistency across locations. Timeframe for rebranding: The organization only allows four weeks to rebrand the hotels, which is a tight timeline. Hiring an HCN who is already familiar with the local market and regulations could expedite the process, reducing the risk of delays. However, PCNs can bring in the company’s standard operating procedures and practices, ensuring consistency across all hotels, which is crucial for maintaining the brand’s reputation. Staff recruitment: The company expects to recruit a large number of staff for the new French hotels, and it may be challenging to find enough qualified PCNs to fill all the managerial positions. By recruiting HCNs, the company can benefit from their local market knowledge, which would enable them to attract the best candidates, especially for non-managerial roles. HCNs can also help the organization navigate the local labor laws and regulations, which could be complex and different from the UK. Flexibility to move between countries: The organization has made it clear that they expect their managers to be flexible and move between countries if any problems arise. While PCNs can bring in the company’s culture and values to new hotels, they may face challenges in adapting to the local culture and regulations, leading to a lack of flexibility. In contrast, HCNs are more likely to have a better understanding of the local market and be more flexible, making it easier for them to work in different countries. Therefore, a combination of PCNs and HCNs would be the best approach. The PCNs can bring in the company’s culture, values, and standard operating procedures, while the HCNs can provide local market knowledge, language proficiency, and regulatory expertise. This would enable the organization to operate smoothly and effectively in the new market, helping them achieve their expansion goals.
Internal Recruitment Advertisement: Project Manager Position Job Scope: Brunt Hotels, PLC is seeking an experienced and motivated Project Manager to oversee the rebranding and reopening of our newly acquired hotels in France. As a Project Manager, you will be responsible for leading the changeover of the new hotels and managing the operations after the reopening. Your primary objective will be to ensure that the hotels are ready to open on time and within budget, and that they meet the Brunt Hotels Group’s high standards for customer satisfaction. Experience: The ideal candidate will have a minimum of five years of experience in the hospitality industry, with at least two years of experience in project management. The candidate should be able to demonstrate a track record of successful project delivery within budget and on time. Fluency in French is not a requirement, but it would be advantageous. Competencies: At Brunt Hotels, PLC, we value Ownership and Trust. As a Project Manager, you will be expected to embody these values by taking ownership of the project’s success and demonstrating a high level of integrity and trust in your interactions with colleagues and stakeholders. Specifically, we expect the successful candidate to: Take ownership of the project from start to finish and ensure that all tasks are completed on time and within budget. Demonstrate a high level of trustworthiness and integrity in all interactions with colleagues and stakeholders. Collaborate effectively with all team members to achieve the project’s objectives. Show resilience and flexibility in the face of unexpected challenges. We strongly encourage our existing managers to apply for this exciting opportunity to work abroad and contribute to our strategic objective of growing the organization. To apply for this position, please submit your CV and a cover letter outlining your experience and how you would embody the Ownership and Trust values to the HR department by the closing date of March 15th, 20XX International Human Resources Management Discussion Paper.
Designing a compensation package for the Project Manager position in Brunt Hotels, PLC, requires consideration of several factors, including the company’s budget, the cost of living in France, the availability of local talent, and the level of experience and skills required for the job. In addition to the basic salary, the compensation package may include non-financial benefits such as health insurance, retirement plans, and career development opportunities. The basic salary for the Project Manager position should be competitive enough to attract and retain high-performing professionals with the required expertise and experience. One approach to determining the basic salary is to conduct a salary survey of comparable positions in the industry and in the local market. For instance, the organization can consider using online platforms such as Glassdoor or PayScale to obtain data on average salaries for similar roles in France. In addition to the basic salary, the compensation package may include performance-based incentives such as bonuses or profit-sharing. These incentives would motivate the Project Manager to achieve or exceed the company’s goals and objectives. For example, the Project Manager could receive a bonus for achieving a specific occupancy rate within a certain period. The organization may also provide non-financial benefits that would help attract and retain top talent. For instance, they could provide health insurance, paid time off, and retirement plans. These benefits would demonstrate the organization’s commitment to the well-being and long-term career development of its employees. Another non-financial benefit could be career development opportunities such as training, coaching, and mentoring. These opportunities would help the Project Manager develop new skills and competencies that would be useful for the job and the organization as a whole. Overall, the compensation package for the Project Manager position in Brunt Hotels, PLC, should be competitive, fair, and reflective of the skills and experience required for the job. The package should also include non-financial benefits that would help attract and retain top talent and demonstrate the organization’s commitment to its employees’ well-being and career development.
Brunt Hotels, PLC, is a budget hotel chain with over 60 hotels in the United Kingdom. The company has recently acquired a small hotel chain in France, and they plan to retain half of the hotels and rebrand them under the Brunt Hotels Group, while the other half will be sold. The CEO’s objective is to grow the organization slowly to ensure that new ventures are well supported and opened on time and on budget. Brunt’s hotels are typically situated in downtown locations accessible by mass transit, and they cater to a mix of business and leisure travelers who usually stay for one to three nights. Brunt Hotels plans to use an ethnocentric approach and send some of their existing UK-based managers to France to lead the changeover of the new hotels and manage them after reopening. The organization expects to own 150 hotels in the next five years and 300 hotels across Europe in ten years, and they have hired management consultants to advise them on how to proceed. They have allowed four weeks to rebrand the hotels and require their managers to be flexible and move between countries if necessary. Although a majority of their existing managers are willing to work abroad, none of them speak French fluently, and the company anticipates recruiting a large number of staff for the new French hotels since over 70 percent of the acquired organization’s employees left. Therefore, the company needs to find an effective formula to operate successfully in other countries, as they have never owned hotels outside the UK before International Human Resources Management Discussion Paper