...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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...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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...Hotel Paris Case Paper #1 Introduction In order for companies to grow, profit, succeed, and perform exceptionally, they must find a way to rise above other competitors while pleasing their customers at the same time. However, in order for a company to perform well, it must have the right people working for them; people that are trained, disciplined and dedicated. That’s where human resources come into place. This particular division is responsible for motivating, recognizing, and training the right people for the job. All companies have some sort of strategy that must be formed in order to reach these short term and long term goals and it involves managers at all organizational levels. When it comes to Hotel Paris, a human resources management system was created to help Hotel Paris achieve its strategic goals. Hotel Paris (International) started in 1990 in the suburbs of Paris. It now consists of nine hotels located in France, London, Rome, New York, Miami, Washington, Chicago, and Los Angeles. One of the main strategies is to expand geographically, provide excellent service, and improve their reputation which would lead to satisfied guests and the ability to expand. So, with approval from the top management team and board of directors, they decide: “The Hotel Paris International will use superior guest services to differentiate the Hotel Paris properties, and do thereby increase the length of stays and the return rate of guests, and thus...
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...Lisa Cruz should use the steps below to improve the level of ethics in the company (Hotel Paris). The first step would be to set the bar, getting leadership to buy in on the code of ethics. With the leadership partaking in on training and setting the example, employees can fall into place. But first and foremost the code of ethics has to be in place. Lisa will have the backing and support if issues should arise from employees working for Hotel Paris. With a code of ethics in place setting the bar is paramount with the selections process for employees. The second step encourages a complaint reporting. If Lisa had particular individuals in charge of complaints from the guest that are staying at the hotel issues can be resolved. If the employees are confronted about their behavior and how the customers are being treated this will help Lisa. The third step would be a data intake and analysis interviews along with a focus group. A focus group of employees and leadership that have been previously hired can give some insight on Lisa and the HR department can conduct interviews. During the focus group Lisa can find out the negative and positives aspects of the conduct and behavior of current and past employees. This will help Lisa to filter out particular types of people during the interviewing process. This will help with the longevity of the code of ethics with potential employees. 2. Based on what you read in this chapter, create an outline form a strategy map showing...
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...|PART TWO RECRUITMENT AND PLACEMENT | | | | | |CHAPTER | |T Seven | | | | | | | | | |Interviewing |7 | | |Candidates | | | |Lecture Outline | | | |Strategic Overview |In Brief: This chapter gives an overview of types of | | |Basic Features of Interviews |interviews and their features. It discusses common | | |Types of Interviews ...
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...2013 IEEE International Multi-Disciplinary Conference on Cognitive Methods in Situation Awareness and Decision Support (CogSIMA), San Diego User assistance by situational, task- and model-based process information filtering in interactive, semi-automated human-automation systems Marcel Langer and Dirk S¨ ffker o Chair of Dynamics and Control University of Duisburg-Essen Duisburg, Germany Email: {marcel.langer; soeffker}@uni-due.de Abstract operators representing (human or technical) actions. Tasks are described by defining final situations that need to be reached and process information are fused to a situation vector representing the actual state of the entire system. Suitable information is identified by comparison of differences in future situations and used for the detection of valuable information with respect to the defined (sub)task. The hierarchical task analysis [4] of a semi-automated molding process using No-Bake-Technique is additional discussed as an illustrative application example that is completely mapped into the SOM-framework. Furthermore, the results of a user study of selected functionality of the developed process guiding and supervision assistance system are presented. Nowadays, the integration of users into technical systems becomes necessary due to reasons of automation concepts that are not capable of completely integrating process knowledge and manufacturing skills for full automation of technical processes. In such interactive, semi-automated systems human...
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...Chapter 1 What is Statistics? True/False 1. A population is a collection of all individuals, objects, or measurements of interest. Answer: True Difficulty: Easy Goal: 2 2. A sample is a portion or part of the population of interest. Answer: True Difficulty: Easy Goal: 2 3. To infer something about a population, we usually take a sample from the population. Answer: True Difficulty: Easy Goal: 2 4. The techniques used to find out something about a population, such as their average weight, based on a sample are referred to as descriptive statistics. Answer: False Difficulty: Easy Goal: 2 AACSB: MD 5. There are four levels of measurement-qualitative, quantitative, discrete, and continuous. Answer: False Difficulty: Easy Goal: 5 6. Ordinal level of measurement is considered the "lowest" level of measurement. Answer: False Difficulty: Easy Goal: 5 7. A store asks shoppers for their zip code to identify market areas. Zip codes are an example of ratio data. Answer: False Difficulty: Easy Goal: 5 AACSB: REF 8. Ordinal level of measurement implies some sort of ranking. Answer: True Difficulty: Easy Goal: 5 9. Data that can only be classified into categories is nominal data. Answer: True Difficulty: Easy Goal: 5 10. The words descriptive statistics and inferential statistics...
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...cleaner-spotters can be ... What would a Hotel Paris help wanted ad look like?Given the hotel's stated employee preferences, what recruitment sources would you suggest they use and ... What would a Hotel Paris help wanted ad look like?Given the hotel's stated employee preferences, what recruitment sources would you suggest they use and ... What would a Hotel Paris help wanted ad look like?Given the hotel's stated employee preferences, what recruitment sources would you suggest they use and ... What would a Hotel Paris help wanted ad look like?Given the hotel's stated employee preferences, what recruitment sources would you suggest they use and ... What would a Hotel Paris help wanted ad look like?Given the hotel's stated employee preferences, what recruitment sources would you suggest they use and ... What would a Hotel Paris help wanted ad look like?Given the hotel's stated employee preferences, what recruitment sources would you suggest they use and ... What would a Hotel Paris help wanted ad look like?Given the hotel's stated employee preferences, what recruitment sources would you suggest they use and ... What would a Hotel Paris help wanted ad look like?Given the hotel's stated employee preferences, what recruitment sources would you suggest they use and ... What would a Hotel Paris help wanted ad look like?Given the hotel's stated employee preferences, what recruitment sources would you suggest they use and ... What would a Hotel Paris help wanted ad look like?vGiven the hotel's...
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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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...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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...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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...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.[2] 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 good 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.[2] There was already a couture shop in the building, and so Coco was not allowed in her lease to produce couture dresses.[2] 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.[2][5] 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.[2] Here she sold flannel blazers, straight linen skirts, sailor tops, long jersey sweaters...
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...1. What factors contributed to EuroDisney’s poor performance during its first year of operation? What factors contributed to Hong Kong Disney’s poor performance during its first year? The first year for EuroDisney was disastrous due to several bad decisions taken by the management as well as some external factors. The primary reason for the failure was its high cost. Hotel rooms at the park were charging rates comparable to luxurious hotels. People found it cheaper to fly to Disney World Florida and get an additional benefit of enjoying the weather. Hong Kong Disneyland faced different issues. Firstly, people were not familiar with the characters since Disney was banned for 40 years in China. The park was small, with just a few rides compared to other Disneyland's, therefore customers were not interested. Despite these issues, it fared better since it incorporated a lot of Chinese culture. 2. To what degree do you consider that these factors were (a) foreseeable and (b) controllable by EuroDisney, Hong KongDisney, or the parent company, Disney? Many of these factors were foreseeable such as the cross cultural ignorance, world fair in Sivelle and Barcelona Olympics in 1992 that attracted more tourists, ban on alcohol consumption despite the fact that French cannot have meal without wine and difference in Attitude of American tourists/parents and European ones. Controllable elements include mistaken assumptions, pricing policies and initial pricing. Also, early advertising...
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...I have traveled all over the world, but the country that I have longed the most to visit with my husband is France, especially French cities like Provence or Paris. Le Pamplemousse, is a classic French restaurant that has been in operation since 1976 in Las Vegas (Le Pamplemousse 2015). The ambiance of this restaurant is absolutely amazing with its dim lighting, candle lit tables, tuxedo dressed waiters, and a relaxing fireplace that crackles in the main dining area which creates a great backdrop to the quiet French music that was delicately playing loud enough to enjoy, but soft enough for friends and couples to talk. The décor is very vintage French, and the scents of French classic dishes coming from the kitchen immediately make patrons...
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