...Strategy Map for the Hotel Paris. Utilize the hierarchy of links that includes the following areas: (a) Hotel’s HR policies and practices; (b) Necessary employee competencies, behaviors, and skills; and (c) Three (3) required strategic goals or outcomes. See Figure 3-6 in your text for guidance. 2. HR Metrics. Based on Figure 3-9 and Table 3-1, identify the four (4) most appropriate metrics the Hotel Paris should use to measure its HR practices. Be sure to provide support for your selected metrics. 3. Recruitment Sources. Based on the hotel’s required employee competencies behaviors, and skills, stipulate the three (3) most effective recruiting sources (internal and/or outside sources) the Hotel Paris should utilize. Be sure to provide support for your selection of recruiting sources. 4. Measurement of Recruiting Effectiveness. What approach would you suggest the hotel use to measure the effectiveness of its recruiting efforts? Support is expected. 5. Employee Tests: Personality. The Hotel Paris has employees in several job categories: front-desk clerk, valet, door greeter, security guard, service positions (housekeeping and food service), and assistant manager. Select two (2) of the above jobs and provide examples of two (2) personality test items you would suggest the hotel use to select employees for these jobs. Provide specific support for your suggestions. 6. Employee Testing. Based on your analysis of the Hotel Paris’ situation in prior...
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...Case Study Professor K Seung Joon Choi 32122606 Won Seuk Cho 32122603 Minh Nguyen 32145346 Yong Beom Park 32122594 4-29 Based on the Hotel Paris's competitive strategy "to use superior guest service to differentiate the Hotel Paris properties, I suggest these employee behaviors important for the Hotel Paris's staff to exhibit. 1. Employees show positive energy and be friendly with guests all the time, always look and talk to guests with a smile. Welcome guests with warm greetings, and end conversation with 'thank you'. 2. Employees remain calm and be supportive to guests regardless of situation. Know the standard of behaviors for various situations. Example: when guests are not happy, when guests have problems, etc. 3. Employees are ready to help/back up one another if needed, ready to collaborate to deliver superior value to guests. 4. Employees know how to deal with the unexpected, be aware of when, where, and who to call for help depending on the situation. For example: Know how to provide first-aid, call ambulance, how to evacuate people in case of fire, etc. 5. Employees are knowledgeable, know general information about the city, be able to suggest tourist information, where to eat, shop, as well as leisure activities and events going on in the city. Employees are encouraged to know a second/third language. 6. Employees know how to go beyond what is asked in a gentle and proper way to make memorable stay for guests. Example: Provide flower bouquet for wedding couples, small...
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...' Academy ol Management Executive, 2002, Vol. 16, No. 4 Four Seasons goes to Paris floger HalloweU, David Bowen, and Carin-Isabel Knoop Europe is different from North America, and Paris is very different. I did not say difficult. I said diffeient. —A senior Four Seasons manager Executive Summary Four Seasons Hotels and Resorts opened its first French property in 1999. This article presents that opening as a case study to illustrate a perspective on how a company with a strong and highly successful organizational culture might approach a new national culture when that cuhure is both distinct and intense, as is the case in France. Managers can henefit from the case by understanding this approach to organizational and national culture, which the authors believe represents a useful framework for global management. The article begins with a discussion of the linkage between corporate cuifure and competitive advantage for service organizafions. It then describes the corporate support structure and the philosophy that Four Seasons developed over two decades to support its international expansion and to manage the type of challenges its French property posed. Finally, it describes how the firm went about transforming that property into one of its crown jewels. The Linkage Between Service Culture and Competitive Advantage The enduring success of service organizations such as Southwest Airlines, The Walt Disney Company, Wal-Mart, and USAA (among others) is frequently ...
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...THE HOTEL PARIS CASE - The New Training Program The Hotel Paris’ competitive strategy is to use superior guest service to differentiate the Hotel Paris properties, and to thereby increase the length of stay and return rate of guests, and thus boost revenues and profitability. HR manager Lisa Cruz must now formulate functional policies and activities that support this competitive strategy by eliciting the required employee behaviors and competencies. As she reviewed her company s training processes, Lisa had reasons to be concerned. For one thing, the Hotel Paris relied almost exclusively on informal on-the-job training. New security guards attended a 1-week program offered by a law enforcement agency, but all other new hires, from assistant manager to housekeeping crew, learned the rudiments of their jobs from their colleagues and their supervisors, on the job. Lisa noted that the drawbacks of this informality were evident when she compared the Hotel Paris s performance on various training metrics with those of other hotels and service firms. For example, in terms of number of hours training per employee per year, number of hours training for new employees, cost per trainee hour, and percent of payroll spent on training, the Hotel Paris was far from the norm when benchmarked against similar firms. Indeed, as Lisa and the CFO reviewed the measures of the Hotel Paris s current training efforts, it was clear that(when...
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...Ritz-Carlton opened in 1898 in Paris and since then a lot of changes took place which led the company to the nowadays success. • Training methods and the introduction of globally accepted standards are important to ensure quality • Advantages are high customer and employee satisfaction • Disadvantages are the lack of individuality and high costs • Training reduction would support employees individuality Table of Content: Introduction - 4 - Short Historical Overview - 4 - Ritz-Carlton’s Training Methods - 5 - Advantages and Disadvantages of Ritz-Carltons’ Training Methods - 7 - Conclusion - 9 - Reference-List - 10 - Introduction: Ritz-Carlton, belonging today to Marriott, implemented a lot of different training strategies during the last 30 years which led the company to success with increasing customer satisfaction, lower employee turnover and even winning prices for their training. The Case-Study “Ritz-Carlton’s Human Resource Management Practices and Work Culture” introduces exactly these training methods and focuses on the advantages, but disregards the disadvantages which could have a huge impact on the future success of the company. With this report we want to point out these training methods, both sides of the medal with advantages and disadvantages and come at the end to a realistic approach for a solution. Short Historical Overview: The history of the Ritz-Carlton Hotel goes back to 1898 when Cesar...
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...Joe Smith FSA 207 Menu Planning and Equipment Selection 1/30/13 Auguste Escoffiér [pic] Georges Auguste Escoffier is the father of modern french cuisine and is recognized as the finest master chef of the 20th century. Throughout his cooking career he catered to royalty and established the kitchens of many fine hotels such as: The Grand Hotel Monte Carlo, Hotel Ritz Paris, The Savoy and Grand Hotel Rome. He also was the first chef to undertake in-depth study of techniques for canning and preserving meats and vegetables. His culinary arts included the study of seasonal items, lighter sauces and mother sauces for kitchens. During his time he teamed up with professional chefs at hotels and developed a superior reputation for haute cuisine. Haute cuisine is characterized by particular preparation and careful presentation of food, at a high expense level, accompanied by rare and exclusive wines. He also developed the first a la carte menu. A la carte menu’s specify the price of each item. He simplified the art of cooking by getting rid of food displays and elaborate garnishes by reducing the number of courses served. He also simplified kitchen organization throughout every company he worked for. He combined the staff into a single unit from its previously adapted sections, that reduced the duplication of labor. In concluding, Escoffier's most noted career achievements are revolutionizing and modernizing the menu, alonge with the art of cooking and the organization...
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...Unit 5 Case Study – Question 1 pg 380 “The only problem the Ritz-Carlton faces, is continuous improvement, the goal of their company is to have customer satisfaction at 100%. If a guest’s experience does not meet expectations, the Ritz-Carlton risks losing that guest to competition” (Heizer & Render, 2011). Ritz was the initial hotel corporation to with the Malcolm Baldrige National Quality Award and only hotel company twice honored with this award from the Department of Commerce. Solitary method the business has put additional sense following it excellence labors is to systematize its workers into labor groups. Ritz-Carlton considers so as to a supplementary well-informed and knowledgeable member of staff is within a healthier point to formulate pronouncement in the unsurpassed concern of the institute. Ritz-Carlton encompass beyond hesitation believes each vicinity within process, they contain succeed countless awards. They hold recognized to ceaselessly obtain improved their fineness major attitudes, and they gratify their guests with the furthermost respect. This inn is absolutely on my listing of hotels to reside in. In categorize for this hotel to attain excellence, they require to congregate their prepared objective. A winning superiority course of action beginning by revenue of an managerial background that promotes superiority, leave following from side to side an considerate of the attitude of set, and after that good-looking personnel in the required performance...
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...Case Analysis: The Ritz-Carlton Hotel Company Summary of Case Situation In the case “ The Ritz-Carlton Hotel Company,” McManus and Sucher (2005) mentioned that Ritz-Carlton Hotel is a five-star luxury hotel and resort which operates 81 luxury hotels and resorts in major cities and resorts in 26 countries worldwide. The company was founded in 1898 by Cesar Ritz, who had a vision to create a legendary service combined with exceptional luxury experience. Ritz-Carlton is well known as service leadership since they have an unusual and notable commitment to providing luxurious quality service to guests. Also, they are the only service company in America that has won the Malcolm Baldridge National Quality Award twice. Not only a commitment to its guests Ritz Carton had made, but also members, employees and communities they had pursued an excellence for. More precisely, Ritz-Carlton's unique culture promises to providing a good working environment by making its employees feel their importance. Based on the case, McBride, general manager of the new Ritz-Carlton in Washington, D.C., is responsible for opening the second Millennium Partners-owned Ritz-Carlton, in Georgetown, at the end of 2001. However, Collins, manager of hotels for Millennium Partners, pressured him about new ideas of luxury service and hotel-opening process. At this point, McBride needs to reexamine the "Seven Day Countdown", the traditional hotel-opening process, but the question is should he change Seven Day Countdown...
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...Ritz Carlton & Mayo Clinic Answer 1. The Ritz-Carlton doesn’t just “match-up” to its competitive hotels in its market, it actively exceeds the expectations of the guests in that competitive set. How does the Ritz do this? I think the 2 main steps the Ritz have taken to ensure their guest success has been taking care of their internal customers and by doing that they are taking care of their external customers, this makes for very happy guests. The second step is that they are empowering their staff to satisfy customers’ needs and make them loyal to the Ritz name. By using the credo, “We are Ladies and Gentleman Serving Ladies and Gentleman” It gives the staff a sense of pride in their presentation, themselves and who they work for. The Ritz-Carlton takes the time to ensure their staff is well trained and therefore reduces turnover, this helps the morale of the staff and offers opportunities for them to move up within the organization. The key differences are how you train and treat your staff as well as how they are empowered. By the Ritz-Carlton empowering their staff members to be on the lookout to create remarkable or “wow” moments for the guest, is one sure way to be on top of anticipating guest needs. Once one of these moments is created the guest has automatically become a walking billboard to promote the amazing deed the staff of the Ritz has performed and how they will refuse to stay anywhere else. Not all of their competitors have that going for them. Answer...
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...Making You Say Wow - Ritz-Carlton Question 2 The challenge the company faced in changing the culture was the feedbacks and feelings of the customers who used to have a type of contact with the employees. With changing the corporate culture, the Ritz-Carlton managers were not sure about if the customers would be satisfied or not. It was a risked challenge because of the type of customers the Ritz-Carlton hosts because they are very demanding and exacting. To maintain this new culture, the managers reinforce the knowledge of the employees about company values and service techniques. Employees constantly learn about the company values, during the 15-minute “lineup” sessions at each hotel property; this helps to maintain the company culture. Moreover, the new employees are selected according to their knowledge, their passion, their will to serve other people. The Ritz-Carlton only selects dedicated and motivated employees to represent the company cultures and values Question 3 A person with a friendly attitude and a positive outlook would be the happiest in the Ritz Carlton environment. Someone who is not afraid of change and is dedicated to making the customers happy. The new employees would best learn the culture of Ritz Carlton environment by going through the day-to-day rituals, interacting with other staff members and customers. I also happen to agree with the new Ritz Carlton approach, which is allowing their staff to communicate with customers in a more natural...
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...In 1909, Gabrielle Chanel opened a shop on the ground floor of Étienne Balsan's apartment in Paris—the beginnings of what would later become one of the greatest fashion empires in the world.[1] The Balsan home was a meeting place of the hunting elite of France and the gentlemen brought their fashionable mistresses along, giving Coco the opportunity to sell the women decorated hats. During this time, Coco Chanel struck up a relationship with Arthur 'Boy' Capel, a member of the Balsan men's group. He saw a businesswoman in Coco and helped her acquire her location at 31 Rue Cambon in Paris by 1910.[1] There was already a couture shop in the building, and so Coco was not allowed in her lease to produce couture dresses.[1] In 1912, Coco Chanel opened her first millinery shop in Paris and in 1913, Chanel introduced women's sportswear at her new boutique in Deauville and Biarritz, France. Chanel's designs tended to be simple rather than opulent in look. She detested the fashions of women who came to these resort towns.[1][3] World War I affected fashion. Coal was scarce and women were doing the factory jobs that men had held prior to the war; they needed warm clothing that would stand up to working conditions. Chanel fossella's designs from this era were affected by the new idea of women's sports. During World War I, Coco opened another larger shop on Rue Cambon in front of the Hôtel Ritz Paris.[1] Here she sold flannel blazers, straight linen skirts, sailor tops, long jersey sweaters...
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...Ractaletobostandoconet Farandobetakiseloos CACM 131 December 17, 2012 Georges August Escoffier Georges August Escoffier was born on October 28, 1846, in Villeneuve-Loubet, France. He was the son of Jean-Baptiste Escoffier and his wife was Madeleine Civatte. His father was the villages blacksmith, farrier, locksmith, and maker of agricultural tools. Escoffier originally wanted to become a sculptor but he was forced to give up that dream at the age of thirteen, \ After he celebrated his first Holy Communion Escoffier was told without choice that he was going to be a cook. Escoffier started to work as a kitchen apprentice at his uncle's Restaurant Francais in Nice. He realized the significant role a good cook could play in society. Escoffier's uncle also taught him how to buy for a restaurant. Escoffier learned all of the responsibilities in a restaurant, After completing his four year apprenticeship Escoffier worked for two years at various restaurants in Nice such as Cercle Massena and Les Freres Provencaux. In April of 1865 Escoffier was recommended by M. Bardoux to work at his up-scale Parisian restaurant Le Petit Moulin Rouge in Paris.He worked his way up the ranks of the kitchen until the Franco- Prussian war in 1870. When the Franco-Prussian war broke out Escoffier was called to be an army cook in the Rhine Army General Headquarters. He was shipped to Metz, where he was in charge of the Second Division's food supply with his good friend, Bouniol....
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...Ritz-Carlton is a hotel; and like every hotel Ritz-Carlton faces the problem of providing customers with best quality service. Hotel business is one of the very few difficult businesses of the world, as no consumer buys any physical product, but the consumer in fact pays for an experience. To come up with the right combination of elements that can create a lifetime experience for a customer is not an easy job to do. (Heizer & Render, 2011). A very famous hotelier Cesar Ritz created the Hotel, late after the death of Mr. Cesar, Mr. Albert Keller bought and franchised the hotels, under the name of “Ritz Carlton Investing Company”. The logo that we see today is the modified form of what Mr. Cesar had initially created. Today Ritz-Carlton that runs as the subsidiary of “Marriot International” owns a chain that includes around 84 luxury hotels and beach resorts in almost 26 countries of the world. Ritz-Carlton has always been famous for its quality luxury experience, but it has always been difficult for the hotel to keep a track of the quality that is being provided to the consumers. Quality is something that cannot be quantified and the management has to rely completely on the employees for ensuring the quality service (Heizer & Render, 2011). Ritz-Carlton follows the process of self-examination; it studies a number of its services on the basis of the process flow and the time it takes. The hotel uses “statistical measurement” to draw the conclusions (Heizer &...
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...Question 2 The challenge the company faced in changing the culture was the feedbacks and feelings of the customers who used to have a type of contact with the employees. With changing the corporate culture, the Ritz-Carlton managers were not sure about if the customers would be satisfied or not. It was a risked challenge because of the type of customers the Ritz-Carlton hosts because they are very demanding and exacting. To maintain this new culture, the managers reinforce the knowledge of the employees about company values and service techniques. Employees constantly learn about the company values, during the 15-minute “lineup” sessions at each hotel property; this helps to maintain the company culture. Moreover, the new employees are selected according to their knowledge, their passion, their will to serve other people. The Ritz-Carlton only selects dedicated and motivated employees to represent the company cultures and values Question 3 A person with a friendly attitude and a positive outlook would be the happiest in the Ritz Carlton environment. Someone who is not afraid of change and is dedicated to making the customers happy. The new employees would best learn the culture of Ritz Carlton environment by going through the day-to-day rituals, interacting with other staff members and customers. I also happen to agree with the new Ritz Carlton approach, which is allowing their staff to communicate with customers in a more natural manner rather than the scripted...
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...Analysis of Ritz Carlton’s Success Abstract For over 100 years The Ritz-Carlton has set the standard for luxury and lifestyle hotel service. The chain has expanded to 81 properties in 27 countries and employees 38,000 people while continuing to win quality and service awards, receive consistent accolades from independent reviewers and maintain strong financial performance. This paper analyzes the underlying factors associated with this consistently superior performance and in particular how this is accomplished on a global scale. Through a well-defined set of values and philosophies and consistent application proven leadership and management methods, The Ritz-Carlton truly has developed into the gold standard of luxury hotel accomodations. Analysis of The Ritz-Carlton’s Success The Ritz-Carlton proudly announces on their website: You can't be a legend without a great story... The Ritz-Carlton has been recognized with numerous awards for being the gold standard of hospitality. Now with 81 properties in 27 countries and 38,000 employees, The Ritz-Carlton continues to achieve this superior service level regardless of the workforce or culture of a country in which it operates. The hotel chain accomplishes this through a combination of culture, policy, procedure and management methods that they refer to as The Gold Standards. In fact they lay out these standards for the world to see. Not only are the Gold Standards outlined on their web site; they even go so far as...
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