Human Resource Management ( pls help fast )

TOPIC: MANAGING GLOBAL HUMAN RESOURCES CASE STUDY: IMPROVING PERFORMANCE AT "THE BOROBUDUR HOTEL" The Borobudur Hotel's competitive strategy is, "To use superior guest service to differentiate The Borobudur Hotel properties, and to thereby increase the length of stay and return rate of guests, and thus boost revenues and profitability." HR manager Putri Bestari must now formulate functional policies and activities that support this competitive strategy and boost performance by eliciting the required employee behaviors and competencies. With hotels in 11 cities in Asia and United States, Putri knew that the company had to do a better job of managing its global human resources, Putri knew for example, there were no formal means of identifying or training management employees for duties abroad (for those going either to Asia or to United States). As another example, recently, after spending upward of $200,000 on sending a U.S. manager and her family abroad, they had to return her abruptly when the family complained of missing their friends back home. Putri knew this was no way to run a multinational business. She turned her attention to developing the HR practices her company required to do business more effectively internationally. On reviewing the data, it was apparent to Putri and the CFO that the company's global human resource practices were probably inhibiting the The Borobudur Hotel from being the world-class guest services company that it sought to be. For example, high-performing service and hotel firms had formal departure training programs for at least 90% of the employees they sent abroad; the The Borobudur Hotel had no such programs. Similarly, with each city's hotel operating its own local hotel HR information system, there was no easy way for Putri, the CFO, or the company's CEO to obtain reports on metrics like turnover, absences, or workers' compensation costs across all the different hotels. As the CFO summed it up. "If we can't measure how each hotel is doing in terms of human resource metrics like these, there's really no way to manage these activities, so there's no telling how much lost profits and wasted efforts are dragging down each hotel's performance." Putri received approval to institute new global human resources programs and practices. In instituting these new programs and practices, Putri had several goals in mind. She wanted an integrated human resource information system (HRIS) that allowed her and the company's top managers to monitor and assess, on an ongoing basis, the company's global performance on strategically required employee competencies and behaviors such as attendance, morale, commitment, and service-oriented behavior. To address this need, she received approval to contract with a company that integrated, via the Internet, the separate hotels HR systems, including human resource and benefits administration, applicant tracking and rsum scanning. and employee morale surveys and performance appraisals. She also contracted with an international HR training company to offer expatriate training for The Borobudur Hotel employees and their families before they left for their foreign assignments and to provide short-term support after they arrived. That training company also helped create a series of weeklong Managers' Seminars." Held once every 6 months at a different hotel in a different city, these gave selected managers from throughout the The Borobudur Hotel system an opportunity to meet and to learn more about the numerous new HR programs and practices that Putri and her team had been instituting for the purpose of supporting the company's strategic aims. With the help of their compensation specialist, Putri and her team also instituted a new incentive program for each of the company's local managers, to focus their attention more fully on the company's service-oriented strategic aims. By the end of the year, the The Borobudur Hotel's performance on metrics such as percent of expatriates receiving pre-departure screening, training, and counseling were at or above those of high-performing similar companies. She and the CFO believed, rightly, that they had begun to get their global HR system under control. Questions 1. Provide a one-page summary of what individual hotel managers should know in order to make it more likely incoming employees from abroad will adapt to their new surroundings. 2. Choose Training and Development HR practice the Borobudur Hotel should use, and explain why you believe they could take this program abroad, and how you suggest they do so (max. 2 pages) 3. Choose Performance Management and Appraisal HR practice that you believe is essential to the company specifically for achieving its high-quality-service goal, and explain how you would implement that practice in the firm's various hotels worldwide (max 2 pages)