Neus Gracia Garcia Cohort May 20 5CHR 56696251

Neus Gracia Garcia
CIPD Membership number: 56696251

Cohort May 20 5CHR
Submission date: 9th August 2020
Unit: Business issues and the contexts of Human Resources
CIPD Diploma level 5 in HR
Word Count: 4483
CIPD Membership number: 56696251 May 20 5CHR
2.1: Analyse the forces shaping the HR agenda
Currently, I’m an internal Talent Executive (TE) for Company X (CX). CX was conceived in 1964 as
an Irish family business hotelier. Followed by five additions to the collection between 1984 and 1999
where the company merged with Company Y (CY). In 2008 CX parted ways with CY and refurbished
the hotels to become a luxury brand in Ireland, UK and USA. My role as a TE wasn’t part of the
strategy until 2017; as an HR Outsourcing would be in place allowing the HR department to focus on
Core Business whilst bringing their expertise to reduce the time to fill, alongside managing Applicant
Tracking Systems (ATS) and acknowledging the Talent supply trends. Currently, each hotel reports
to the HR Director for the whole of CX but has its HR team on-site composed of an HR Manager, an
HR Officer and an HR assistant. However, the talent team (TT) has two teams one in UK and one in
Ireland with a total of four TEs that report to the Talent Manager (TM) for the group and consequently
to the HR Director.
CX adopts a Bureaucratic structure where specializations across all the different departments from
Finance to Marketing and Food and Beverage (F&B) as an example. There is impersonal rationality
and hierarchy established through the processes applicable to the whole group which promotes
fairness and career progression but also can come across as an adamant design. (VLC 2020)
CX is not following only one HR model that fits all. Instead would be:
Harvard
A soft HR model is applied in the HR agenda as a part of CXs’ culture internal factors as Beer et Al
(1984) established. HR Framework is determined by the influence of stakeholders and situational
factors. Employees are considered as stakeholders, as they are seen as an asset to be developed;
and encouraged to take part in business decisions. CX has an internal team in each hotel where the
members have a variety of different roles within the hotel and all are aiming to create a better
environment by promoting their wellbeing for the employees such as seasonal parties, kids Christmas
party with a special visit from Santa Claus, wellbeing week, sports day, Proud to Lead development
programme (PTL), etc. External factors that affect the model are situational factors such as laws,
workforce market, and business strategies, etc. They are tackled by influencing the working
conditions, such as straight patterns, and flexibility of work shifts if required, a Citrix system that
enables all the team to access their desktop from anywhere so a work-life balance is available, an
opportunity to have a development plan unique to our group such as PTL and craft courses
encouraging the cocktail bartenders to attend competitions. CX is looking for commitment and loyalty
whilst focusing on the employee as a customer, attracting, retaining and developing the right talent,
alongside becoming an employer of choice. (VLC 2020) (Galton College 2020) (Kammar 2020)
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Michigan
A hard HR model that is based on treating the team as a resource, to carry out a specific task such
as our junior roles, especially in F&B are seen as a resource to aid the business strategy such as
kitchen porters, runners and room attendants. Therefore, this workforce is not involved in the business
decisions which can turn into high turnover and absenteeism in those teams, affecting the rest of the
group. Perhaps, it’s still a cost-effective approach for junior roles and a faster decision making as
management takes all the decisions and pass the message across the teams; but it might seem an
ineffective recruitment practice as recruitment is based on employee capability matching employees
to business needs, not taking into account their wellbeing and succession plan desires. These
specifications are clarified over the interview process, and then appraisals are scheduled at the
specific intervals over the employee journey with the company, alongside rewards based on
performance are conceived in-house as either Proud Points or Bitcoins that can be exchanged for
experiences in the Group or a paid day off (VLC 2020) (Galton College 2020). The Management
structure influences the HR agenda as an internal factor. (Francis 2013) (Griffin 2019)
Internal Factors
Internal factors are elements that can be curbed by the organisation, as mentioned above are as
follows: (Kammar 2020) (VLC 2020) (Joseph 2020) See CX’s HR Agenda in Appendix 1.1.
Organisational culture
CX has previously been recognised as a Great Place to Work (GPTW), for actions as described in
the Harvard Model. HR agenda is affected by the culture that is nurturing the development of the team
by:
 Appraisals through the employee journey such as 1 month, 3 months and periodically every
six months since the onboarding into the company, HR has to maintain a tracking system and
see if any concerns arise.
 Applications for a role would be advised internally first and if a suitable candidate wasn’t found
only then HR would advertise externally. HR would be the point of contact for internal
employees and also would ensure the appointment of a new hire internally or externally has
been selected following the process and taken a fair decision.
 PTL is an internal development programme that has been established with the aim to develop
the team further in their career, allowing them to grow personally and professionally. HR will
maintain track of the employees enrolled in PTL and their progression plan.
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 Apprenticeships are promoted through the whole group and employees are encouraged to
pursue them. HR will be the contact between the provider and the employees and will keep
track of their progression.
Management structure
As mentioned in the Michigan Model, CX has a tall management structure whilst adopting a
Bureaucratic structure as quoted above. HR agenda is affected by: (Francis 2013) (Dana Griffin 2019)
(VLC 2020)
 Communication is driven via the management and HR has to ensure all the members can
reach that information.
 Training is provided in a mix of HR, Learning and Development team (L&D) and line
management, so HR has to ensure consistency and a track is maintained.
 Recruitment where the structure has several decision-making processes, the TT will inform
HR of the different stages but in several cases, the candidate might accept a different offer as
CX might take too long to go through the process.
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1.1: Assess a range of different factors which impact on an organisation’s business

and its HR function
As mentioned in the 5DVP assessment. By conducting a SWOT analysis, the business can pre-empt
threats and opportunities whilst being aware of the weaknesses and strengths of the specific project.
Nonetheless, resembling Porter´s Five Forces (Porter 1980) and PESTLE Analysis (Aguilar 1967) it
reviews the surroundings of the project from a social, political, competitors, technological, economical
and legal aspect which might affect the business as an external factor to minimise the future impact
whilst also highlighting the opportunities and increasing the strengths by working on the weaknesses.
(CIPD 2020) (Leatherbarrow & Fletcher 2019) (VLC 2020).
See SWOT from 5DVP in the Appendix in 1.3.
PESTLE is an exceptional tool to evaluate the external factors that will impact the business. HR reacts
to external factors and then sets up a strategy in most cases. However, in cases such as Covid19,
there was no time to create a strategy and the HR department had to proceed in an extremely agile
manner.
See a PESTLE analysis in the appendix 1.2, where we briefly mentioned the below external factors:
Political
CX employs over 700 people in the UK with a varied range of roles across the hotels. Due to Brexit’s
end of transition on 31st December 2020, HR will require a workforce planning strategy to be
determined by the new Employment laws, and it will be vital due to the new visa requirements from
1st January 2021. This will be a proactive strategy even if it’s reacting to a political circumstance.
Hospitality´s workforce is diverse, at one of the London hotels, currently, we employ 41 nationalities.
Therefore, is an industry that has a strong multinational structure, especially for junior roles. HR will
consider different recruitment processes from approaching colleges and offering internships,
alongside apprenticeships. Also, we will create a stronger succession plan to be able to promote
within the company. (Aguilar 1967) (VLC 2020)
Social–Cultural
Covid19 impacted all sorts of circles in society, throughout aspects mentioned in PESTLE. Due to
lockdown, the hotels had to close immediately in March; only to reopening now some of the F&B
outlets. Covid19 influenced the HR agenda in the Social-Cultural aspect as is critical to ensure
engagement is created and maintained with teams furloughed or working from home, both teams
have different needs. Driving the welfare across both teams and ensuring Mental Health is a key
priority whilst complying within the law in terms of the furloughed teams is essential in the HR agenda.
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Currently, over 80% of the team still furloughed receive a bi-weekly email to keep in touch. Also, we
have received a call every month to keep us updated and ensure our wellbeing. (Aguilar 1967) (VLC
2020)
Technological
Due to the sudden lockdown in March, teams that weren’t furloughed and worked on-site needed to
work from home as per government guidelines. HR had to organise and provide all the required
technology to ensure those 30 roles wouldn’t be disrupted. I’m a cluster role, so had to temporarily
return my laptop so it could be rearranged for those who needed. Those items were distributed to the
team such as Reservations and Sales that would be working from home to maintain the flow of work.
The company was hit by a sudden stop but coordinated all the teams to be as productive as possible,
including the IT teams creating network points and assisting everyone remotely to access their Citrix
session in order to access their desktop. (Aguilar 1967) (VLC 2020)
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2.2: Compare different tools for analysing the business environment
FIVE FORCE SWOT

 Analyse the market and its  Analyse own position in the market
competitors  Observe both internal and external
 Reinforce the need to look behind factors
Advantages
the immediate affecting factors  Promotes rational and strategic
 Calculate the appealing ratio of the reflection of the business
business in the current market
 Isn’t intended for a product or  Established in the current business
company within several industries situation, doesn’t look into the future
 Only looks at external factors  Overall judgment, the analysis
Disadvantages
 Other affecting factors that are non- outcome can be bias
market related are ignored  The absence of a framework can
lead to having insufficient data
As mentioned in 1.1. several analytical tools are used to create a strategic plan whilst Porter’s Five
Forces (PFF) study the competitive market as it assess external factors, SWOT evaluates the internal
capabilities also by looking at the internal factors. Both tools will be more efficient if they complement
each other instead of used as a single tool. (Aguilar 1967) (VLC 2020) (Beattie 2019) (CIPD 2020)
(Leatherbarrow & Fletcher 2019)
SWOT is an acronym for strengths, weaknesses, opportunities, and threats and is used for a
company, product and a person’s self- assessment in many cases as a brainstorm. The internal
factors can be acted on within the business, whilst the external are risk and positive influences that
can affect the business in the near future. SWOT is similar to the PFF as they look at the competitors
and how they affect the business. However, PFF is looking exclusively to evaluate the competition by
looking at Industry rivalry, the threat of new entrants, threat of substitutes, bargain power of suppliers
and bargaining power of customers by analysing the market while looking at a product or company
and if will it be viable. However, PFF concentrates on a product that is solely based in one industry
and struggles with the new environment where a product or company may be part of several
industries, whilst SWOT would be an overall analysis, but it can be biased if performed by one person
only. (Kokemuller 2020) (VLC 2020) (Hall 2019)
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2.3: Explain the key stages in strategy formulation and the implementation and the role of HR
As Ulrich mentioned, “HR structure must match the business structure”. HR will develop their business savvy so that an organisational strategy
will be delivered whilst ensuring awareness of where we are, where we want to be and how to get there as is seen in the below table: (VLC 2020)
HR’s role Example

Find the root of the problem that we are
In recent years we faced a lack of workforce in London for a qualified Chef’s role. As part of the TT, I drafted
facing and assess via a SWOT and PFF
a SWOT and PFF to assess internal and external factors that might have a repercussion in this obstacle in
Analysis the possibilities and the market, Review
our recruitment strategy. Consequently, we execute market research to review the competitor’s actions
what competitors are doing to solve those
alongside a review in pay, work conditions and market needs or offers.
issues.
The team prior to passing the probation period has a 1-week notice period, which increases to 1-month
notice once the six months’ probation period is surpassed. We want the time to hire (TTH) currently at 35
Influence the direction of the planning. In
days average to be reduced to key performance indicators (KPI), which is 21 days. This is due to the
this case, it would be creating the planning
Formulation difference in the time a Chef leaving until a suitable candidate is found. A threat is created and possible
with SMART objectives to be able to
domino effect as the team having to work more hours due to the understaffed workforce. We are aiming to
present it to the management.
reduce the TTH by 15th January 2021, which would represent 5 months. Set up all the steps to achieve a
successful outcome.
TM presents the strategy to the HR Director and CEO, this project requires an investment due to reducing
Review the objectives and timescales
the hours from 48h per week to 40h. However, will increase the retention rates due to being competitive
Evaluation within the resources. Assess if HR can
within the market and consequently affecting the bottom line with the cost of hiring and training a new
achieve it within the time frame scheduled.
member.
HR will need to reflect the data from the
SWOT and PESTLE analysis to pre-empt
TT to approach culinary schools to reach an agreement to receive two apprentices for each hotel every six
any possible problems such as branding
months alongside becoming the employer of choice upon their end of education. We will review the pay
and previous agreements culinary schools
Implementation scale in comparison with the market and enforce a pay bracket from an initial salary to pass probation and
might have with competitors. Also, will be
once they became an expert, to be determined by appraisals, alongside reducing the shift patterns to
reviewing the information facilitated on the
straight shifts with reduced hours from 48h to 40h per week.
GPTW questionnaire that is filled by
everyone on an annual basis.
HR will require to have a track with set
HR will review on a monthly the retention rate and TTH KPIs. Consequently, act accordingly to the
Control milestones in order to comply with the
outcomes.
required timescale.
2.4: Examine HR’s contribution to business ethics and accountability.
Ethics and accountability are seen on numerous occasions throughout the CIPD Map and HR
competencies as the behaviours and skills vital to becoming an HR Professional.
An example which will involve ethics and accountability would be HR establishing a whistle-blower as
currently an “HR open door policy” is provided but some employees are concerned of consequences.
By having an anonymous box where incidents were reported and investigated by HR, ethics will be
advocated in line with business culture and policies; by consistently investigating those incidents HR
will be validating accountability, which will reflect in an increase of engagement in the business. (VLC
2020)
Business Ethics
CIPD’s code of conduct (CC) sets the standard of ethics in HR, where it’s expected to act with fairness
and transparent process whilst maintaining confidentiality alongside GDPR, moral and ethical values.
HR act as a role model by ensuring the CIPD CC is pursued at all-time providing integrity and discrete
manners in work actions. The TT advocates business ethics with a fair and ethical recruitment
process, ensuring the decisions are in line with those values and evidence-based. HR drives ethics
in all the processes and culture without bias and promoting integrity as per CC, not due to
repercussions on the business or brand. (VLC 2020)
Accountability
Accountability represents the level of responsibility to ensure ethics, work expectations and principles
are delivered out efficiently as an individual and organisation, alongside being aware of the
repercussions that the whole team is liable in case those are not followed. The disciplinary process
in place applies to all the team members that infringe the policies including the CC managed by the
HR team. If ACCAS reviewed the HR process and the system was not always followed, it would be a
clear example that accountability isn’t followed. (VLC 2020)
3.1 (a): Evaluate business performance and the role of HR in business planning and
the change management agenda.
Financial Non- Financial

Covers LQA
Occupancy GPTW
CX is a family business established in 1964. To assess the efficiency of the business metrics that are
financial and non-financial are used as follows.
Covers
In fact, the only part that has opened since lockdown is some of our F&B outlets where the covers
are recorded through the system and reviewed on a daily, weekly, monthly and yearly basis. This
indicator gives us a financial record which is also registered on the daily reports. Consequently, HR
can forecast sales and be able to do workforce planning alongside the sales percentage estimated.
Prior to Covid19, covers average between 200 and 300 per day with daily takings of up to £4000; now
the average covers are between 90 and 200 per day with daily takings of up to £7000. Takings
increase has been achieved due to considering other influencing factors such as creating a smaller
menu, better organisation of bookings and accordingly a quicker service and reduced food wastage.
Occupancy
It’s a CX policy to never overbook the hotels; always run on a 90% rooms’ occupancy throughout the
year. This clear KPI can be forecast like the covers due to daily, weekly, monthly and year to year
analysis which assess unique events through the years such as Wimbledon or Fashion Week.
Occupancy KPIs are achieved on several occasions, corroborating the consistency in sales and
returning guests. The reopening of the hotels was expected at the end of July with a 20% occupancy,
although due to a lack of bookings the opening has been delayed to 4 th September. This information
will assist to anticipate the levels of workforce required at any time.
Guest Surveys
Leading Quality Assurance (LQA) is an audit used as an index for guest satisfaction and standards
of service. As Ulrich mentioned, “customers of HR are the business clients”. By ensuring the guest
have the best experience possible we can identify a lack of training alongside reward the consistency
in KPIs reached. CX benchmark of LQA audit is at 85%, below that rate performance management
for an individual or a team will be a consequence and HR training and monitoring will be provided.
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GPTW
CX’s culture revolves around its employees and carries out a yearly review to analyse where it can
enhance, alongside the current levels of satisfaction. This report showcases a piece of information
that is relevant to HR not only to comprehend the areas where it’s confident, also the areas where
improvement would be recommendable. GPTW is a worldwide award that is allocated to companies
where the teams are thrilled to work in such organisations; we’ve been delighted to receive it for the
last three consecutive years. This indicator can be used when analysing staff turnover as a
quantitative guide.
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3.1 (b): Evaluate business performance and the role of HR in business planning and
the change management agenda
Business planning is a strategy where the company declares the procedures that are going to
establish, targeting objectives and possible threats to those aims. HR is crucial to be present on those
stages to ensure the goals are in line with the vision and values; whilst can contribute with data of
employee engagement, performance and productivity. HR business planning (HBR) applied by
Walton (1999), and Burgoyne (1988) acknowledge seven steps where HR would sit from “no
systematic HR” to “Strategic leverage of HR Processes to enhance the core competencies of the
organisation”. Currently, the TT sits within the third step which is “Integrated and co-ordinated HR
tactics” as TT is aware of the company policy and ensure participation but have no voice within the
board. Talent concentrates in finding the right fit for the business and should be more involved in the
planning; as an example, TT will be responsible for the strategy of new workforce with Brexit in 2021;
therefore, can bring the current challenges of the market to the attention of the board and stakeholders
in order to anticipate the trends or risks that could be affecting the workforce planning for 2021. (VLC
2020)
The HR role is not only compulsory in the planning of a new strategy, but also to drive the new
changes and be a role model as it appears in the HR New Map as a key behaviour. Kubler designed
a visual which demonstrate the stages the employees might go through, the reactions from the HR
and management to emotions are particularly relevant to drive the change. (VLC 2020)
Shock/denial
Shock is the first stage where the team might not agree to the changes. In 2019 the Staff Canteen
got refurbished and HR received a mix of different views, unexpectedly, people were concerned, didn’t
agree with the need for this change. HR has an open-door policy and welcomed the staff members
at any time to provide all the answers to their questions alongside explaining the reasons behind that
change, including the arrangements scheduled for the canteen to be accommodated in a conference
room, whilst the works were taking place.
Anger
Anger follows shock which in this specific circumstances an employee was clearly upset the canteen
would be closed so she couldn’t take her breaks at times desired and in the table she enjoyed. HR
planned the breaks for the staff and coordinated with the conferences and the kitchen team to have
an area and an alternative menu. Organisation, clear communication and empathy are critical steps
to take at this point.
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Depression
Depression appeared when the canteen refurbishment took longer than initially expected. Some
employees had negative feelings and resemble a lack of interest in the positive outcome that will
result from this project. HR had to lead by example as a role model, engaging in the beneficial
outcomes of the new space, and the menu that had been requested several times in the GPTW
survey.
Bargaining
Bargaining happened once the refurbishment was completed, the new canteen was inaugurated, with
the majority of the employees ecstatic to the new environment, we still had an apathetic employee
that was trying to negotiate to have the old chairs as didn’t like the new look for the area, whilst
intending to adjourn the unavoidable outcome. HR needs to provide encouragement to the employees
and make them comfortable with the transition. In this specific case as the cuisine provided was going
to get a new and healthier menu HR had the consideration of ensuring previous dishes that were
popular before to keep them in the new menu, so employees might feel more comfortable with the
new changes.
Acceptance
Acceptance, the final stage where employees approved the new space, some desisted on challenging
the change and the overall engagement improved. HR focused on promoting the improvements and
recollected a series of events in the new space.
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3.2: Assess and utilise different sources of business and contextual data for
planning purposes
To generate an analysis such as PESTLE, SWOT, PFF, etc. on the business we require to use both
internal and external sources, which can originate from internal reports, accounts datasheets,
Government guidelines, employment laws and other statistics such as customer analysis. (VLC 2020)
Human metrics
Human metrics compromises the internal information collected by the HR department such as
absence, clock in/out reports, staff turnover, GPTW. Those indicators guide and reflect as a whole in
the productivity of the team as an individual alongside as a department and as propriety, as cited in
3.1a they can be evaluated in weekly, monthly or year to year basis. Staff turnover is seen increased
when there is a change of management and often linked to absence in that department. If those
factors are anticipated HR can act proactively instead of reactively to ensure the productivity is not
damaged and neither is the engagement or brand. Human metrics are pivotal in considering the
workforce likely to leave and monitor if there is a pattern, so can act accordingly to reduce the staff
turnover.
Advantages Disadvantages
 Can be subjective
 Historic data
 If no proactive HR actions are taken
 Identify gaps in accountability
data can be of no use
Accounts
Accounts is a financial indicator that reflects the business position in the market, can be used to
forecast the future and review the past. The accounts department is one of the core departments of
the business; it’s always connected to HR via payroll. Payroll is driven by the budgets the departments
are assigned in line with the sales reflected on the past and the future forecasts. An example would
be a year on year we expect to be on 95% rooms’ occupancy during Fashion Week. Through an
analysis of previous years, we will be able to forecast this year’s budgets and facilitate the payroll
percentage for every department such as housekeeping, reception, or F&B. Financial information
acquired from accounts that analyse sales from hourly to yearly are vital evidence so the right
workforce planning is designed and staffing levels are ready and operate at all times as per business
needs.
 Able to calculate ROI from financial data  Ambiguous if not aware of changes
 Allows to compare and position the  Non-financial data not taken into
business in the market account
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Market research – competitors
Market research is a vital data that can only be obtained as external evidence, it’s crucial to have a
better understanding of our competitors as it reflects on PFF. In recruitment, to find the best fit in
terms of talent, TT will require to have an understanding of what are the steps that competitors might
provide such as salary, benefits and career progression. Market research data evolves constantly, in
order to be an employer of choice and to have a good retention rate, HR must be an expert on the
market and review on a regular basis to be competitive and pre-empt possible staff turnover due to
better packages elsewhere or new openings with attractive opportunities.
 Aids in analysing brand in the market  Subjective and not consistent data
 Evaluates competitors  Might have outdated data
Legislative
Legislative data is a vast source which is fundamental in the HR environment, from law employment
to GDPR and Furlough guidelines to Brexit and others as important. In most cases, these regulations
and guidelines will be instructed directly from the Home Office. HR adapted agile throughout the
Furlough Scheme as a consequence of Covid19 were acted reactively. However, the hospitality
industry is highly dependent on an international workforce. Hence, Brexit guidelines provided have
been enforced by HR and encouraged the team to request the Settlement Status, assisting where
required. Although, by acquiring legislative data which is crucial for the workforce strategy planning
in 2021, HR act in a proactive manner, by strengthening the retention, succession plan, incorporating
apprenticeships and traineeships, alongside L&D cooperation in creating new courses for team
members new to the industry.
 HR acts reactively in events such as
 Clarity in business requirements from a
Furlough Scheme
law point of view
 Not specific to one industry or business
 Reliable source
type
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16
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Appendix
 1.1 CX’s HR Agenda
 Managing change: due to covid19 work from home increased, assist the workforce in the new
normality, alongside increased of video use in the organisation across all meetings and interviews.
 Succession plan alongside Brexit workforce strategy: plan a strategy for organic growth,
becoming an employer of choice alongside organising a strategy for the new guidelines affecting
the workforce regarding visas.
 Learning in the Flow of work: previously strategy implemented due to GDPR coming into effect
in March 2018; upon the staged return of the workforce to the hotels a new strategy will need to
be implemented to provide safety around covid19.
 Financial workforce planning: covid19 will force redundancies to take place and a new strategy
about workforce planning for the team that returns to work.
 Operational strategies: as a result of the Working from home guidelines from the government a
strategy had to be drafted within days and restructure all the IT to all employees at home that were
not furloughed. Therefore, the next step would be restructuring and see if the workforce could work
from home which will improve the work-life balance and therefore the employee welfare.
 1.2 PESTLE Analysis
External Factor Impact in HR

HR will need to create a new workforce planning
Brexit and new immigration
Political strategy due to the new visa requirements from 1st
policies
January 2021
Covid19 and the
HR will need a workforce strategy as a restructure is
Economic consequence of reduced
needed and redundancies are being prepared
occupancy in the hotels
HR needs to ensure engagement is created and
Covid19 and the furlough maintained whilst driving welfare across the teams and
Social – Cultural
scheme ensuring Mental Health is a key priority but complying
within the law
HR to arrange laptops and network access to
Covid19 and Work from
Technological everyone in order for team members to be able to work
Home
from home following government guidelines
The current team is across different countries so when
Brexit and travel bans and
Legal HR creates a workforce planning is done to reopen the
quarantine
hotels will need to be taken into account
Business objective to drive all the hotels through green
strategies, HR have to communicate all the new
Environmental Green Hotels policy
policies and maintain a programme through the
employee journey
18
 1.3 SWOT Analysis from 5DVP - (Humphrey 1960 - CIPD 2020 - Avado 2020).
Strengths Weaknesses
 Doyle Collection Hotels is a  New programme, so HODs are

strong Irish Hotelier still getting used to the
requirements from the
 Second year for the Programme programme as the Graduates
would only spend 3 months
 24 months Graduate Programme maxim in their departments
that includes 3 months in every across different roles
department Operational and
Support role  Graduates are constantly
changing departments so it
 Graduates spend 3 months in doesn’t allow them to settle in a
Washington as part of their department.
programme; as a consequence
have a depth knowledge of how a  Resistance from in-house teams
hotel operates and possible for the fast track into
consequences of any actions in Management
all the respective departments
 Graduates might be suitable for a
support or operational role
Opportunities Threat
 Increasing brand awareness  Doyle Collection Hotels are not

as well-known as other bigger
 Reducing turnover by developing Hotelier brands
the Graduates into a managerial
position  Brexit – RTW
 Approaching the best candidates  Covid-19; not as many applicants

in the market from the best as previous years
Hotelier schools/Universities
 ROI not able to be seen until the
 Able to outsource candidates programme finish in 2 years
directly from Careers Fair for
Junior roles that might be passive  Graduates may leave prior the
at the time of meeting end of the programme
19

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2.1: Analyse the forces shaping the HR agenda

1.1: Assess a range of different factors which impact on an organisation’s business

See SWOT from 5DVP in the Appendix in 1.3.

2.2: Compare different tools for analysing the business environment

FIVE FORCE SWOT

HR’s role Example

Financial Non- Financial

Market research – competitors

 Avado (2020) – Accountability in action. Accessed on 15th July 2020. Available at

 1.2 PESTLE Analysis

External Factor Impact in HR

 Doyle Collection Hotels is a  New programme, so HODs are

 Increasing brand awareness  Doyle Collection Hotels are not

 Approaching the best candidates  Covid-19; not as many applicants

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