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Translating Strategy into into HR Policies and Practices Case*:$ The accompanying strategy map for this chapter in mytab Management the overall map on the inside back cover of this text outlines the relationships involved Improving Performance at the Hotel Paris The New Training Program for Lisa and her team to design a comprehensive package of training The Hotel Paris's competitive strategy is "To use superior guest service programs for all Hotel Paris employees. They retained a training sup to differentiate the Hotel Paris properties, and to thereby increase the plier to design a 1-day training program composed of lectures and length of stay and return rate of guests, and thus boost revenues and audiovisual material for all new employees. This program covered the profitability - HR manager Lisa Cruz must now formulate functional Hotel Paris's history, its competitive strategy, and its critical employee policies and activities that support this competitive strategy, by eliciting capabilities and behaviors, including the need to be customer oriented the required employee behaviors and competencies With a combination of lectures and video examples of correct and As she reviewed her company's training processes. Lisa had marvy incorrect behaviors, the behavior modeling part of this program aimed reasons to be concerned. For one thing, the Hotel Paris relied almost to cultivate in new employees the company's essential values, includ- exclusively on informal on-the-job training New security guards ing, we endeavor to do everything we can to make the guests' stay attended a 1-week program offered by a law enforcement agency. 100% pleasant but all other new hires, from assistant manager to housekeeping crew, The team developed separate training programs for each of the learned the rudiments of their jobs from their colleagues and their hotel's other individual job categories For example, it retained a Supervisors, on the job Lisa noted that the drawbacks of this informal Special vendor to create computer based training programs, com ity were evident when she compared the Hotel Paris's performance on plete with interactive scenarios, for both the front desk clerks various training metrics with those of other hotels and service firms. For and telephone operators As with all the new training programs. example, in terms of number of hours training per employee per year. they had these translated into the languages of the countries in number of hours training for new employees, cost per trainee hour. which the Hotel Paris did business. The team chose to stay with and percent of payroll spent on training, the Hotel Paris was far from on-the-job training for both the housekeeping and valet/door person the norm when benchmarked against similar firms job categories, but formalized this training with special handbooks As Lisa and the CFO reviewed measures of the Hotel Paris's current for each job category's supervisory staff. For assistant managers, training efforts, it was clear that when compared to similar companies) the team developed a new videoconference-based online training Some changes were in order. Most other service companies provided at and development program. In this way, the new managers could least 40 hours of training per employee per year, while the Hotel Paris interact with other assistant managers around the chain, even as offered, on average, no more than 5 or 6. Similar firms offered at least they were learning the basics of their new jobs. Lisa and the CFO 40 hours of training per new employee, while the Hotel Paris offered, were not at all surprised to find that within a year of instituting the at most. 10 Even the apparently "good" metrics comparisons simply new training programs, scores on numerous employee capabilities masked poor results. For example, whereas most service firms spend and behavior metrics (including speed of check-in/out percent of about 8% of their payrolls on training, the Hotel Paris spent less than employees scoring at least 90% on Hotel Paris's values quiz. and 1%. The problem, of course, was that the Hotel Paris's training wasn't percent room cleaning infractions) improved markedly. They knew more efficient, it was simply nonexistent from previous analyses that these improvements would, in turn, drive Given this and the commonsense links between (1) employee improvements in customer and organizational outcomes, and stra- training and (2) employee performance, the CFO gave his go-ahead tegic performance. Questions 8-24. Based on what you read in this chapter, what would you have suggested Lisa and her team do first with respect to training, particularly in terms of the company's strategy? Why? 8-25. Have Lisa and the CFO sufficiently investigated whether training is really called for? Why? What would you suggest? 8-26. Based on what you read in this Dessler Human Resource Management chapter and what you may access via the Web, develop a detailed training program for one of these hotel positions: security guard, housekeeper, or door person