Assignment: Report with recommendations for YOOWAY Hotel
Background:
Yooway hotel group own more than 60 hotel throughout the UK, mostly in the large urban centres of London, Birmingham, Glasgow, Leeds, Bristol and Liverpool. It currently has slightly ovee 1000 employees. The group are considered somewhat budget accommodation. They are functional, clean and reasonable priced. The rooms are generally of a reasonable size, with the uaual basic facilities one would expect in a modern hotel. The company has recently acquired a small hotel chain headquartered in France called Hôtel d’amour. Yooway’s CEO decided that half of the new hotel in France would be retained and rebranded as part of Yooway Hotel group and the other half will be sold.
Hôtel d’amour currently have 40 hotels and employs around 1500 people. The headquartered in Rheims, in the Champagne region, to the east of Paris. 50％staff left
The challenge:
The company has never expanded like this before. The board of directors are taking advice on a range of issues, from marketing, logistics, and Human Resources.
You are to act as a HR consultant which will write advice to YOOWAY , making appropriate suggestions and recommendations to the YOOWAY board of directors.
Specifics of the position of the company
YOOWAY wants to rebrand and reopen the French hotels that they will keep within 6 weeks.
Many YOOWAYs hotel managers say that they would like to work abroad.
None of the existing managers speak French fluently.
Over 50% of the staff have left the French hotel, so YOOWAY will also need a recruitment strategy.
3 Questions to consider:
1. What should their long-term strategic approach be for resourcing their management team within the French subsidiary company? (1500 words)
2.What differences in HR policy and practice should the board consider when expanding their business to France (and potentially elsewhere in continental Europe)?
3.What are the wider socio-political and cultural circumstances which the board should consider?
The report: some ideas to consider
What should their long-term strategic approach be for resourcing their management team within the French subsidiary company?
What differences in HR policy and practice should the board consider when expanding their business to France (and potentially elsewhere in continental Europe)?
What are the wider socio-political and cultural circumstances which the board should consider?
This assessment has 3 parts:
Part 1: International staffing
What should their long-term strategic approach be for resourcing their management team within the French subsidiary company? What are the advantages and disadvantages of this approach?
• Paragraph 1: Outline your recommendation for YOOWAY.
i. Resourcing: Should it take a ethnocentric, polycentric, geocentric, regiocentric approach or combination of 2 or more? Hotel style to use?
ii. No. of management suggested? Estimated cost?
iii. Time Frame – immediate (6weeks), short trrm and long term
All above should have source and evidence to support
• Paragraph 2: Give reasons (realistic company and evidence) for your recommendation.
• Paragraph 3: What are the disadvantages of this approach (support with evidence from literature).
Implications of the choice:
• Paragraph 4: The challenges that YOOWAY will have to address by using expatriates (including culture shock, individual factors, nonwork factors, language factors, etc).
• Paragraph 5: Types of actions that YOOWAY should take to minimise challenges & risks for the expatriate & the organisation (selection processes, training programmes, etc). Use evidence.
Strategic planning – What are the alternatives?
-Let’s argue that we don’t want local managers / professionals (HCNs)… what else can we do?
-Self-initiated expatriates (SIEs) – (Howe-Walsh & Schyns, 2010)
-Short-term assignments (Tahvanainen, Welch and Worm, 2005) (1-12 months)
– (Euro) commuters (Ralph, 2015).
Part 2: HR issues
What differences in HR policy and practice should the board consider when expanding their business to France (and potentially elsewhere in continental Europe)?
(Consider: Performance management/appraisal, employee relations/trade unions, pay & reward which may be different in France than Britain).
• Para 1: Outlining why the company should consider recruitment as important.
• Para 2: Cultural differences in recruitment in France.
• Para 3: Institutional (legal) considerations in recruitment in France.
• Para 7: Convergence-divergence / best practice or best fit?
• Para 4: Outlining why the company should consider PM as important.
• Para 5: Cultural differences in PM in France.
• Para 6: Institutional (legal) considerations in PM in France.
• Para 7: Convergence-divergence / best practice or best fit?
All above with sourc3 and evidence to support
Question 3: Other issues.
What are the wider socio-political and cultural circumstances which the board should consider?
This is an open question where you can discuss things that interest you and that you think the board of directors should know:
1.Cultural differences
2.Regulatory / Institutional differences
3.Convergence – divergence / control – autonomy
4. ESG
All above with source and evidence to support