Task $1-$SHRM

Case Study

Based in central London the European Club was founded in $1900.$ The club is a non$-$profit charity whose good works for the last $100+$ years include offering scholarships for gifted children from poorer countries the opportunities to study in the The UK$.$ The Charity is governed by a Board of Trustees who also form part of the Board of Directors. The CEO sits on the Board of Directors whilst the General Manager and The Club Secretary reports to the CEO. The vision and mission statement is $$High$-$quality hospitality at affordable prices.$$ A statement of values has been an agenda item for almost a year but has not been actioned. Revenue for the charity is derived from the operation of the central London ClubHouse $($situated in a fashionable street in Mayfair London W$1)$ containing a very $$dated$$ and largely unused waiter service cocktail bar called The Fox and Hound, a $50-$seat restaurant called The Dining Rooms, four function rooms $($no in$-$built meeting room equipment$),$ and $50$ bedrooms which hires club members for a highly subsidized amount of just $75$ per night. Many of these rooms have not been refurbished in quite a while.The building itself has a certain faded grandeur but requires some much$-$needed planned and reactive renovation and maintenance to furniture, fixtures and fittings. Some of the systems in the ClubHouse, including reservations and front office, are still on Excel spreadsheet functions. A manual process creates reservations for the bedrooms, restaurant bar, and function rooms. There is$,$ however, an online payment system used, but there are three separate systems, one for each department. Wifi is available throughout the ClubHouse. Many of the staff have been there for many years, and how things operate has stayed the same for a long time. Whilst familiar and comfortable with the current ways of doing things, the staff often complain about the time it takes and the inefficiency of the systems in place. There is a very defined hierarchy and staffing structure in the departments. The organizational chart below details the restaurant, bar and event management departments.

Staff are not encouraged to make decisions without reference to the Head of Department, nor are they encouraged to put forward new ideas for enhancing or improving practice. Any changes to practice are often from the top down, and staff opinions are rarely sought.

Morale, as measured by a small yearly staff survey, appears low, and many of the younger staff leave after just a couple of months, citing lack of opportunities and poor training as causes. The survey also shows that staff are unhappy with their manager and feel they

need to get praised or rewarded when they do a good job.The previous CEO had been with the charity for some $30$ years and very much left the management of the club to the General Manager, who also retires later this year. The The new CEO of the charity believes that there is a lot more that might be achieved and good works undertaken if the operation itself makes more money to invest in the charitable works, and she firmly believes that the organization is underperforming and inefficient.Membership of the club has been falling steadily over the past five years and now stands some $50\%$ of its original membership. A recent member survey shows significant complaints about the conditions of the facilities, especially the restaurant and bar, which the members use to entertain as well as the drop$-$in customer service as well as the general lack of organization.

The CEO has approached you and wants to employ your HR consultancy services to address the strategic HR issues around a modernization plan for the restaurant and bar facilities of the club.

The modernization and renovation program will include the following:

$1.$ The refurbishment of The Fox and Hound Bar, the Dining Room, and the function rooms

$2.$ Training and development of all staff on the new processes connected to the Bar, Dining Room and function rooms.The refurbishment has been given to an architectural firm that will employ its contractors and manage all the building work. They have promised to work to the project deadlines. Naturally, this will mean the club members pay more for the services; however, this will bring the charges in line with similar institutions and facilities. The CEO's biggest concern is how to undertake this project with the minimum disruption to

members and staff. It is only an option to shut the club down partially during the task. Business as usual, as much as possible, must be maintained.

Task $1$ Presentation and Briefing Report.

Instructions:

The CEO has asked you to prepare a $15-$minute presentation and accompanying briefing report for the Board of Directors $$selling$$ your consultancy services. You must still pitch for the contract, as the two other board members will be involved in the decision. Apply theoretical concepts, give examples, and Prepare a presentation with speaker notes and a Brief