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134 PART 2 RECRUITMENT, PLACEMENT, AND TALENT MANAGEMENT

TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE


THE HOTEL PARIS
CASE A brief analysis, conducted with her company s CFO,
Job Descriptions reinforced that observation. They chose departments across
The Hotel Paris s competitive strategy is To use superior the hotel chain that did and did not have updated job
guest service to differentiate the Hotel Paris properties, descrip- tions. Although they understood that many other
and to thereby increase the length of stay and return rate of factors might be influencing the results, they believed
guests, and thus boost revenues and profitability. HR that the relationships they observed did suggest that
manager Lisa Cruz must now formulate functional policies having job descriptions had a positive influence on
and activities that sup- port this competitive strategy by various employee behaviors and competencies. Perhaps
eliciting the required employee behaviors and competencies. having the descriptions facilitated the employee selection
As an experienced human resource director, the Hotel process, or perhaps the departments with the descriptions
Paris s Lisa Cruz knew that recruitment and selection just had better managers.
processes invariably influenced employee competencies She knew the Hotel Paris s job descriptions would have
and to include traditional duties and responsibilities. However,
behavior and, through them, the company s bottom line. most should also include several competencies unique to
Everything about the workforce its collective skills, each job. For example, job descriptions for the front-desk
morale, experience, and motivation depended on attract- clerks might include able to check a guest in or out in 5
ing and then selecting the right employees. minutes or less. Most service employees descriptions
In reviewing the Hotel Paris s employment systems, she included the competency, able to exhibit patience and
was therefore concerned that virtually all the company s guest supportiveness even when busy with other activities.
job descriptions were out of date, and that many jobs
had no descriptions at all. She knew that without accurate Questions
job descriptions, all her improvement efforts would be in In teams or individually:
vain. 1. Based on the hotel s stated strategy, list at least four
After all, if you don t know a job s duties, impor- tant employee behaviors for the Hotel Paris s
responsibilities, and human requirements, how can you staff.
decide who to hire or how to train them? To create human 2. If time permits, spend some time prior to class
resource policies and practices that would produce observing the front-desk clerk at a local hotel. In any
employee competencies and behaviors needed to achieve case, create a job description for a Hotel Paris front-
the hotel s strategic aims, Lisa s team first had to produce a desk clerk.
set of usable job descriptions.

KEY TERMS
talent management, workflow analysis, 108 position analysis
104 business process reengineering, questionnaire (PAQ),
job analysis, 105 108 114
job description, 105 job enlargement, 109 Standard Occupational
Classification (SOC), 121
job specifications, 105 job rotation, 109
competency-based job
organization chart, 107 job enrichment, 109 analysis, 129
process chart, 107 diary/log, 114

ENDNOTES
1. Daimler is now expanding this plant; see 5. Ibid. 9. One writer calls job analysis, The hub of
www.autoblog.com/2009/03/23/rumormi 6. ww w.si l k roa d tec h . co m , accessed Dec- virtually all human resource
ll- mercedes-benz-expected-to- ember 10, 2007. management activities necessary for the
expand- alabama-plant, accessed March 7. Software Facilitates Talent Management, successful func- tioning organizations.
http://m busi.com/ accessed August 20, Product News Network, May 18, 2007. Singh, Job Analysis for a Changing
2011. 8. For a good discussion of job analysis, see Work-
2. Survey: Talent Management a Top James Clifford, Job Analysis: Why Do place, Human Resource Management
Con- cern, CIO Insight, January 2, 2007. It, and How Should It Be Done? Review 18 (2008), p. 87.
3. Michael Laff, Talent Management: From Public Personnel Management 23, no. 2 10. Lindsay Chappell, Mercedes Factories
Hire to Retire, Training and Development, (Summer Embrace a New Order, Automotive
November 2006, pp. 42 48. 1994),
w w w.p pp.
a q. c321
o m / i340;
n d exand Job Analysis,
.c fm ?FuseAction= News, May 28, 2001. See also, www.
autoblog.com/2009/03/23/rumormillme
4. w w w . t a l e n t m a n a g e m e n t 1 0 1 . bulletins.job-analysis, accessed February 3, rc e d e s - b e n z - e x p e c t e d - t o-
com, ex pa nd al -
accessed December 10, 2007. 2009. abama-plant, accessed March 25, 2009,