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Translating Strategy into HR Policies and Practices Case*,$ *The accompanying strategy map for this chapter is in MyManagementLab . and the overall map on the inside back cover of this text outlines the relationships involved Improving Performance at the Hotel Paris did employees who did not have career plans. The CFO therefore gave The New Career Management System the go-ahead to design and institute a new Hotel Paris career manage- The Hotel Paris's competitive strategy is "To use superior guest service ment program to differentiate the Hotel Paris properties, and to thereby increase the Lisa and her team knew that they already had most of the building length of stay and return rate of guests, and thus boost revenues and blocks in place, thanks to the new performance management system profitability." HR manager Lisa Cruz must now formulate functional they had instituted just a few weeks earlier. For example, the new per- policies and activities that support this competitive strategy, by eliciting formance management system already required that the supervisor ap- praise the employee based on goals and competencies that were driven the required employee behaviors and competencies. Lisa Cruz knew that, as a hospitality business, the Hotel Paris was by the company's strategic needs, and the appraisal itself produced new goals for the coming year and specific development plans for the uniquely dependent upon having engaged, high-morale employees. In a factory or small retail shop, the employer might be able to rely on di- employee. These development plans had to make sense in terms of both the company's and the employee's needs and preferences. rect supervision to make sure that the employees were doing their jobs. But in a hotel, just about every employee is "on the front line." There In addition to the new performance management elements al- ready in place, Lisa and her team created an online Hotel Paris Ca- is usually no one there to supervise the limousine driver when he or she reer Center." With links to a choice of career assessment tools such as picks up a guest at the airport, or when the valet takes the guest's car, or the Self-Directed Search (www.self-directed-search.com) and wizard- the front-desk clerk signs the guest in, or the housekeeping clerk needs based templates for developing one's own career plan, the site went to handle a guest's special request. If the hotel wanted satisfied guests, far toward providing the Hotel Paris's employees with the career as- they had to have engaged employees who did their jobs as if they sistance that they required. Also on the site, a new International Job owned the company, even when the supervisor was nowhere in sight. Openings" link made it easier for Hotel Paris employees to identify But for the employees to be engaged, Lisa knew,the Hotel Paris had to positions for which they might be qualified. The results exceeded make it clear that the company was also committed to its employees. Lisa and the CFO's expectations. Virtually every employee produced From her experience, she knew that one way to do this was to a career plan within the first 6 months. The appraisal interviews of- help her employees have successful and satisfying careers, and she was ten turned into animated, career-oriented development sessions, and therefore concerned to find that the Hotel Paris had no career manage- soon the various measures of employee commitment and guest ser- ment process at all. Supervisors weren't trained to discuss employees' vice were trending up. developmental needs or promotional options during the performance appraisal interviews. Promotional processes were informal. And the Questions firm made no attempt to provide any career development services. 10-22. Many hotel jobs are inherently 'dead end'; for example, maids, laundry workers, and valets either have no great that might help its employees to develop a better understanding of aspirations to move up, or are just using these jobs temporar- what their career options were, or should be. Lisa was sure that en- ily, for instance, to help out with household expenses." First, gaged employees were key to improving the experiences of the hotel's do you agree with this statement? Why, or why not? Second, guests, and that she couldn't boost employee engagement without list three more specific career activities you would recommend doing a better job of attending to her employees' career needs. In two Lisa implement for these employees hotels she began encouraging supervisors to at least engage in career- 10-23. Using what you learned in this chapter of Dessler Human oriented appraisals with their subordinates, on a pilot project basis. Resource Management, build on the company's new system For Lisa and the CFO, their preliminary research left little doubt by recommending two more specific career development about the advisability of instituting a new career management system activities the hotel should implement. at the Hotel Paris. Based on their pilot project, employees in those Hotel 10-24. What other specific career development activities would you is hotels who had been working under the new career management recommend in light of the fact that the Hotel Paris's hotels directive were more engaged, received more complimentary letters and employees are dispersed around the world? from guests, and received higher performance appraisal ratings than