Please take it seriously you need to develop a recruitment advertisement for your case study position. You are not constrained in terms of the format you use to design your recruitment advertisement, however, the content must: (1) convey a strong employer brand (ATTENTION) (2) provide an adequate description of the job purpose and content (INTEREST) (3) identify an appropriate balance of essential and desirable KSAS (INTEREST) (4) convey a balanced and realistic employee value proposition (EVP); (DESIRE) (5) clearly identify the actions that job applicants should take (ACTION) Criteria For Recruitment advertisement (this is assessed using the AIDA model) ATTENTION: The advertisement is eye catching. A descriptive title is provided that captures one's attention. The first paragraph of the advertisement captures the reader's attention by providing concise information about the job. Overall the advertisement is professionally presented and does a good job of promoting of positive employer brand. INTEREST: The advertisement provides potential applicants with a realistic preview of the job content. This is presented in a concise manner and is not a mere duplication of the job description. The ad contains an appropriate balance of essential and desirable KSAs. Other job information is included where relevant. . DESIRE: The recruitment message communicates a balanced and realistic employer value proposition, drawing on both instrumental and symbolic aspects of the EVP. The EVP has emotive appeal but does not oversell the organisation in an unrealistic manner. . ACTION: The advertisement provides clear contact information and outlines the actions job applicants should take to progress the recruitment process Case Study - The Hotel MoonLight Hotel MoonLight is part of an international hotel chain by the same name. Founded in 1951 in Florence, Italy, the vision was a modest dream of founder Alfredo Ricci, who wanted to own a family hotel business based on exceptional service quality. Since then the hotel has achieved a 5* status and opened its doors in more than 80 countries. The list of celebrities that are amongst their regular guests include opera singer Placido Domingo, the Duke and Duchess of Cornwall and pop sensation Adele. The company has always focused on developing and maintaining a culture based on a Golden Rule revolving around the adage that reflects mutual respect: Treat others as you wish to be treated". New faces are warmly welcomed, and familiar ones are greeted with a smile of recognition - everyone is treated equally. This rule extends from their guests to employees and suppliers, to mention some. This approach has contributed to the creation of a brand that people equate with exceptional experiences and life-long memories that follow them. In 2018, MoonLight took the strategic decision to expand into New Zealand and open its newest addition to the collection, MoonLight Christchurch. The city of Christchurch has gone through a major regeneration of its central business district since the 2011 Earthquakes and become a vibrant and attractive place to visit. Moonlight Christchurch opened its doorsto the public in December 2018 with 70 luxury room and suites and a Michelin Star restaurant, amongst others. Management has put a lot of effort into the development of an HR plan that spans from recruitment and selection to management of staff with the aim of ensuring that the high quality of service and consistency that the brand is renowned for globally is maintained. The General Manager, Jane Stevens, worked closely with local recruiters and her Front Office manager, Sofia Stefano, to pick the brightest and smartest in the industry to create a winning team. They have collaboratively managed to create an organisational culture where people enjoying work and one that employees are proud of. Thus, the December 2018 opening was a success, and the hotel was off to a bright start./ Until March 2020, tourism was New Zealand's largest export industry and delivered $41 billion to the country. This figure translated into 3.8 million visitors annually. The industry directly employed more than 225,000 people, many of whom were migrant workers. This all changed in March 2020 when the world was hit by a global pandemic with unprecedented consequences effecting peoples' lives and how businesses are run. The hotel, as many others, had to make some inevitable and very uncomfortable decisions around employee numbers. Occupancy rates plummeted to below 20% and without reducing overheads, including labour costs, management knew they would not survive. Sofia stayed on to oversee the implementation of restructuring and laying-off many of their long-term employees before returning to her homeland to be with her family and loved ones in these difficult times. One year on, the hotel functions with a skeleton staff. In addition, as many foreign nationals, Sofia decided to This meant that General Manager Jane faces the task of finding a replacement of someone whose industry knowledge, attention to detail and people skills were unprecedented. The Position First and foremost, the Front Office Manager position Sofia left vacant requires someone with the right education and years of experience in managing a team that is the "Face" of a 5*, luxury hotel and who will report directly to Jane. In addition, regular reporting and presentations, facilitated by ZOOM meetings, to the Board of Directors will be also required. Whether open to international visitors or not, the hotel has to maintain the superior quality and expectations of their often demanding guests. Guest satisfaction is one way that success is measured at MoonLight. Receptionists are expected to hand out feedback cards to departing guests during check-out. These cards function as surveys of service quality and satisfaction with various facilities & services, including the front Office. This feedback is also used to identify areas of service that require improvement In addition, the Front Office Manager role will incorporate new responsibilities and accountabilities. Because of cost cutting measures and restructuring, the Reservations Department that oversees room and venue bookings, has been absorbed into the Front Office management. Jane knows that whoever fills the position will have to be a service superstar, a multitasker, who not only understands the hotel industry but is knowledgeable and experienced in the running of both of these departments (Front Office and Reservations). As the Front Office manager, she/he will have to motivate, develop and train staff who serve as the "face of the hotel, thus critical to guest satisfaction. As the Reservations manager, having revenue management skills will be imperative. Being effective in setting prices and managing occupancy will have a big impact on the financial viability of the business. Thus, the position will require someone who can wear two hats, be flexible and a multitasker who can prioritise amongst the competing tasks and the associated time pressures. The hotel being a 24/7 operation, the manager needs to be able to design rosters and work schedules to cover service needs on a continuing basis. While the position will be ongoing in terms of managing the two departments, a major part of the role will involve providing training programs to the Front Office and Reservations Department employees. The hotel can no longer outsource this function. The role includes developing and delivering training, in addition to the ongoing management and motivation of employees. This will require good relationship management, coordination and working well as a team. Jane knows that the new manager will need excellent communication skills, whether dealing with employees internally or guests externally. It is well known that work in a luxury hotel while very rewarding, can also be very demanding. For example, resolving issues around guest demands that may be unrealistic, requires a delicate approach and very specific skills. Furthermore, motivating employees who are not only anxious because of the pandemic but also worry about their job security, needs someone who can identify with how others feel and can easily build rapport and lift spirits. While Hotel MoonLight is a medium size organisation, it does not have a dedicated Human Resources Department. It does, however, have a Human Resource manager, Eileen Brown, who performs most of the HR functions, including recruitment. While Jane will be responsible for the final selection decision, she would like to include Eileen in the selection process for the Front Office Manager role. The new position will be a full-time, permanent role and it will attract a salary in the range of $63,000 to $65,000 per annum, depending on the level of skills and experience of the successful applicant. The role is built around a 40 hours/week schedule; however these hours need to be flexible, especially if there is an event booked in the hotel or in peak periods, may require working some irregular hours. The new employee will be provided with a cell phone and a laptop to accommodate flexible working whenever necessary