You work in the head office of a rapidly growing UK based budget hotel chain which has a focus on providing high quality, but basic services. The HR Director is aware that the hotel chain has been experiencing problems with the resourcing of staff in both managerial and reception roles. This has been attributed to the unsociable hours, as well as the extensive responsibility of the roles. Staff turnover in both these roles is much higher than the sector’s average and a great concern for the organisation.
The hotel chain also has discrimination cases pending which when reviewing turnover and current staffing it is suggested that there is a large numbers of females leaving both roles and practically all managers are now male. Current reception staff is working extra shifts to cover shortages of staff. The reward package is above the norm for this segment of the sector. The reception and management roles are made up of full time and part time permanent staff as the hotel has a commitment to staff and to the high quality services they provide. Contracts have mobility clauses (staff may be required to work in any of the hotels within their region) which have only recently been utilised. Shift hours are fixed although the days/nights staff are required to cover frequently change.
The organisation is concerned and your new HR Director has asked you to produce a proposal in the form of a 3,000 word report which draws on examples of organisational practice and academic literature to provide a rationale for a new resourcing and retention strategy.
The writer may choose the strategy.
Your proposal should provide the HR Director with a critical analysis and evaluation of the following:
• Recruitment, Selection and Induction practices which are: effective, efficient, lawful and professional and are appropriate to each of the roles in question
• Proposals on how the company can analyse and use information on employee turnover as the basis for developing robust staff retention strategies.
The analysis and evaluation should provide a rationale for new resourcing, talent management and retention strategies which will enhance employee retention and thus facilitate employee diversity, and support of flexible working initiatives but should also consider how to retirement, redundancy and dismissal fairly, efficiently and in accordance with the expectations of the law, ethical and professional practice.
Use academic sources to support your answer.’ (3,000 words)
Instructions to students:
This is an academic report and student answers should be based on the integretaion of both academic theory and best practice. Theory used in the report should be backed up by the use of full and consistent citation, both in text and in a full reference list provided at the end of the report (the Business School Referencing guide can be found at http://unihub.mdx.ac.uk/Assets/business.pdf).
General: To be worthy of a Pass, Merit, or Distinction grade, the report should be clearly structured, well-written, with a clear and concise introduction, analysis and synthesis of concepts, evidence and practice, and academic underpinning, that support the line of argument. The report should also include correct and relevant references to M-level literature (journal articles, government reports, theoretical sources, consultancy reports, research reports, textbooks, etc).
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