Human Resource Project

Group 192

NAME: Cheșcu Sînziana-Elena, Grosu Raluca-Elena, Magla Olga

ACADEMIC SESSION: 2020-2021
SUBMISSION DATE: 20.10.2020
COURSE NAME: Human Resources

LECTURER: Carmina Gal

WORD COUNT:

BA(HONS) International Hotel Business Management

 Radisson Blu is a five star, hotel-chain hotel with stylish living spaces for business
and leisure. Our hotel has 80 rooms and hosts over 24 000 guests annually who are
served and hosted by 160 employees. Because of the pandemic situation the number
of employees has been reduced to 100. In the F&B department, because room-service
orders have been increased considerably and the demand in the restaurant – reduced,
we were forced to close two of our restaurants and now only three are still working: one
of them is a fine dining restaurant, a Japanese restaurant and the Breakfast only.

One of the employees who is very important to keep is Alexandra, who is working in the
F&B department as a manager.

Alexandra works as at Radisson Blu Hotel for 5 years; she is passionate about
customer service and to provide an excellent customer service. She started working as
a waitress 5 years ago and after she proved her dedication and expressed a positive
attitude at her job, after 2 years she has been promoted to a higher level and got a
supervisor position. After improving her skills in our company and building a good
relationship with the team, providing a better customer service, another two years has
been a proof that she is worth the manager position in the F&B department. Alexandra
has now the following duties: leading and inspiring the team, recruiting and training the
employees, managing food and beverage operations according to the high standards
and the budget; establish targets, policies and procedures, schedules, reporting the
sales results and productivity.

The first method of performance appraisal is behavioral checklist:

The pro is the simplicity of the format and its focus on actual work-relate tasks and
behaviors.

The con is that there is no detailed analysis or detail on how the employee is actually
doing, nor does it discuss goals.

Alexandra has made long-term improvements in the company by implementing creative

ideas regarding the establishment; she was also involved in such projects as changing
the layout of the location with important elements regarding interior design which made
the customers feel more welcomed. An another important aspect is the implementation
of marketing strategies which conducted to the promotion and made the restaurant
more well-known, such as organizing events which included public figures and bloggers
in order to promote the local. Providing them the best service had a positive impact. In
order to contribute to the growth of the company and to bring the standards at a high-
level, she managed to train the employees and to create a highly-skilled team by being
a good example herself.
 Performance Evaluation

Employee Name : Alexandra Gilbert

General Manager Assistant Name: Jane Roberts

Learning skills: Relations with colleagues and

 Learns very fast and accurate
□ Average in learning
□ Quite slow to learn
□ Very slow to learn
Attitude:
supervisors:
□Exceptionally well accepted
 Works well in a team
□ Gets along satisfactorily
□ Difficult in communicating
□ Works poorly with others
Dependability:

 Enthusiastic, going the extra mile,  Completely dependable

curiosity □ Usually dependable
□ Very interested and dedicated □ Sometimes careless
□ Shows minimum effort □ Unreliable
□ Not interested

Productivity: Quality of Work:

 Highly productive  Excellent

□ Moderate □ Very good
□ Not productive at all □ Average
□ Poor
Interpersonal Relations: Judgment:

 Outstanding □ Exceptionally mature

□ Good  Above average in making
□ Poor decisions
□ Usually makes the right decision
□ Often uses poor judgment
□ Consistently uses bad judgment

Communication Skills: Attendance:

 Outstanding  Regular
□ Good □ Moderate
□ Poor □ Irregular
Performance areas which should be improved:

When it comes about weaknesses, Alexandra has to work in the productivity area
regarding her extremely high expectations with whom her staff members are not able to
keep up.

As a solution to improve her overreacting behavior, Alexandra should be more open to

her staff members’ opinion, listen to their needs and understand capability to perform
their job in the company, paying attention to their boundaries – weekly focus groups in
which every employee can express their opinion.

A second aspect that needs high impact changes is the relation with her teamwork. As
she is a very independent person, sometimes she does not take in consideration her
 colleagues opinion and take decisions all by herself, which is not beneficial and brings
some complaints from the staff members.

As a solution she should trust her teammates, respect their efforts and ideas, also the
key to strengthen the team relationships is her ability to offer and accept constructive
criticism- team buildings where she can improve her performance of her team by
discovering their traits and abilities which should be improved. Any teambuilding
exercise has the purpose to encourage collaboration instead of competition.

Retention plan:

1. Employee compensation 
In order to make Alexandra feel important and appreciated, we offer her discounts at
our hotel-chain all other Europe and monthly vouchers at boutiques that are in
collaboration with us.

2. Wellness offerings 

Free access to our gym and Spa for the wellbeing of our employees, because we are
aware that a good mental health is important for their productivity, ability to learn, for
creating relations with other colleagues and guests.

3. Communication and feedback 

Keeping open lines of communication is a formal way of describing a practice that’s
essential for employee retention. Your direct reports should feel they can come to
you with ideas, questions and concerns, and they expect you to be honest and open
with them about improvements they need to make in their performance. Make sure
you connect with each staff member on a regular basis — don't let performance
issues build up pending the annual review. 

We are always in touch with Alexandra and we are very open to any ideas, concerns,
questions or improvements that she can make in her performance. We connect with her
on a regular basis because we don’t want to let the performance issues build up
throughout the year’s overview.

4. Training and development 

We make a priority and we invest in Alexandra’s and other employee’s professional

development and we always find new opportunities for their growth. We assure that
Alexandra travels and attends in conferences in exchange countries so she can learn and
bring new creative ideas for our company’s growth.

5. Recognition and rewards systems 

As we want our hotel employees to stay permanently focused and motivated at work,
we are willing to invest small prizes to reward their work. Since Alexandra proved to be
such a hardworking, persevering employee we decided to offer her: an extra day off,
vouchers, tickets for every holiday, a gift card to her favorite shop or a sincere email so
she can realize how much we value her hard-work in our company so whenever she go
the extra mile in her job we make sure that we motivate her.

6. Work-life balance 

We don’t expect that Alexandra can work long hours and be always at our beck and
call. We are aware that work-life balance is a necessity for increasing job satisfaction.
We encourage Alexandra that she can take vacation time and if there is any case
where her projects, events last longer we can offer her late arrivals the other day.

7. Flexible working arrangements 

We offer to Alexandra a flexible environment where she can choose her day/night
shifts.

8. Perks

Our company decided to offer important technology and mean of transportation in order
to get safe to the work and have less physical contact with other people. We offer to our
employee a smartphone, the company’s car and a home security system.

9. Annual performance reviews

Even if we have verified Alexandra’s job satisfaction we managed to discuss together

and to decide short-term goals and long-term goals to have a vision of her future in our
company. We are aware though that we should never make promises that we can’t
keep but we can make potential advancement together.

10. Birthday day-off

Giving our employee a day-off per year on her birthday, to increase the job satisfaction
of our employee.

11. Health insurance

As it is a difficult situation regarding COVID-19, we adjusted the health insurance which

also provides free COVID tests and proper medication in order to cover all of the
expenses.

Arguments for choosing the format

We chose to use this format in order to be both efficient and fully understood by all
hotel employees and at the same tine to be able to keep in touch with each of them
during the pandemic period.
We also tried to describe the evolution that our employee Alexandra has had in our
hotel over time and all the positions that she has occupied throughout her evolution.

Another aspect that we managed to specify is the one represented by the pandemic
period and the way it affected the activity of our hotel and we also managed to provide
some solutions in order to be at as high standards as possible.

We managed to express all of these aspects in a comprehensive way, but at the same
time we tried not to get lost in specifying certain unimportant details, as we want the
main ideas to be fully understood by all employees of our hotel.

In an objective way, all of the strategies have been analyzed in a realistic and practical
way where the retention plan, areas that can improve our company has been reviewed
with great feedbacks; therefore the results have given to us more value in the company
where we managed to see our weak points but also to highlight our strong ones.

Reasons for this being adapted to COVID 19 restrictions 

Due to the COVID 19 restrictions, we are aware that we need to implement some
changes in our company. For the safety of our employees, they have to respect hand
hygiene, physical distance, avoiding touching the eyes, nose and mouth. If our
employees present specific symptoms of COVID-19 they have to ask for medical advice
and to stay home for the safety of the team. We are promoting hand hygiene and
provide for our customers and employees hand sanitizer. We held training with the
Front of the House staff where they had been informed about COVID-19 new
restrictions so they can perform the task safely.

In the HR department we have to minimize the contact between the employees and the
HR. As a solution, we have to schedule our daily meetings online and the meetings that
have a higher importance for our company we will make it monthly instead of weekly,
where we will keep the 1, 5 m distance between ourselves.