Case study

Name: Haram Iqbal

Student ID: 19800642

Unit Day & Time: Monday, 6-9 pm

Lecturer: Ketan Menon

Title: Discuss how the COVID-19 pandemic challenges described

above impact the following HR activities for the hospitality industry

and make recommendations for improvement.

Executive Summary:

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In the workplace, keeping positive working connections with employers and employees is
essential, especially in trying times like the epidemic. In order to ensure efficient
administration within industries, industrial relations, which involve exchanges between
workers, employers, and trade unions, are extremely important. connections have been
strained by the pandemic because of sudden closures, layoffs, and concern about the future.
Conflicts might arise because of poor communication and a lack of job security. For example,
Qantas and Crown Resorts in Australia encountered issues with labour relations. There were
protests and disputes as a result of Qantas' issues with workers unions over job losses and
salary freezes. When they had to halt casino operations, Crown Resorts had disagreements
with unions on the security of employment and working standards.

The epidemic has affected workforce planning, forcing many organizations to change their
personnel levels due to a drop in demand. For example, to adjust to shifting demand, the
hospitality operator Accor had to fire staff members and change work schedules.
Additionally, businesses have looked into cross-training workers to take on additional
responsibilities and hybrid work arrangements. During the pandemic, there have been
changes in work design or job design. To guarantee fewer individuals were on-site at once,
businesses implemented job rotation, which involved switching roles among employees.
Maintaining job happiness while handling the added tasks is difficult. Due to social distance,
recruitment and selection procedures have also changed to virtual interviews and tests. HR
departments faced difficulties managing an increase in online applications and efficiently
evaluating candidates.

Organizations can use tactics like open communication, involving workers in decision-
making, and setting up platforms for feedback to solve these issues. Additionally, businesses
can emphasize worker well-being, provide training and assistance, and apply techniques for
job enrichment. The Job Characteristics Approach and technology-driven hiring practices can
increase worker satisfaction and simplify business processes. For businesses to prosper both
during and after the epidemic, preserving labour relations, modifying personnel planning,
optimizing work design, and improving recruitment procedures are crucial. Businesses can
successfully handle future obstacles by adhering to frameworks like the Four-Stage Crisis
Management Model, which helps organizations plan for uncertainty and learn from past
mistakes.

Table of Contents:

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Introduction……………………………………………….………...Page 4

Industrial relations………………………………………………... Page 4-5

Workforce planning………………………………………………. Page 5-7

Work design……………………………………………………….…. Page 7-8

Recruitment & selection………………………………………………Page 9

Recommendations………………………………………………….…Page 10-12

References……………………………………………………………Page 13-16

Appendix……………………………………………………………..Page 17

Introduction:

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The COVID-19 pandemic had an extraordinary effect on the world economy, causing
unexpected closures and difficulties in the hospitality industry. Due to government
restrictions like lockdowns, social withdrawal, and travel restrictions designed to stop the
virus' transmission, the hospitality industry had to overcome substantial obstacles. These
actions caused a significant drop in demand and the temporary closure of several hospitality
enterprises. The hospitality sector is experiencing a delayed rebound as regulations are
gradually relaxed, which has forced businesses to change how they operate to put health and
safety first. This situation has raised certain challenges for HR to overcome communication
challenges, elimination of jobs and issues with recruitment. This paper shall discuss the
impacts on human resource activities within the hospitality industry in Australia and shall
come up with recommendations to tackle those issues by providing models and frameworks
that can help HR to overcome the challenges of the pandemic.

Industrial relations:

The importance of maintaining industrial relations is crucial, industrial relations is the

relationship between employees and an employer, and this also includes trade unions
(Gardner, Margaret, Gill, Thomas and Thomas, 1995). Analysing the behaviours and
interactions is a part of industrial relations to ensure the smoothness of management within
the industry. During the pandemic, relationships between employees and employers have
been affected by the closures, staff reductions, and unpredictability of future events (Das,
2023). It is crucial to have worries about communication, stable employment, wellness and
security, Fear and job uncertainty may lower employee morale. If workers feel that there is a
lack of communication or insufficient security protocols, workplace conflicts and
disagreements may develop (Cristiani, Alvaro and Jose, 2018). Therefore, Effective
communication is necessary to maintain employee comprehension and cooperation while
making quick adjustments in reaction to the pandemic.

An example of this can be seen in Australia, the situation of Qantas a company that offers
hospitality services and suffered issues with industrial relations, Due to the impact that the
pandemic had, Qantas declared severe job layoffs, The conditions of these job cuts, which
included redundancies and wage freezes, were the subject of disagreements and talks between
the corporation and several employee unions. Qantas announced intentions to eliminate
approximately 6,000 jobs and retain an additional 15,000 employees on extended leave in
June 2020. Due to a dramatic decrease in the number of passengers, the firm announced a

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stunning fall in revenue. In comparison to the prior year, Qantas recorded a decrease in
revenue of about twenty-one per cent in the fiscal year 2020 (Sharmin, Tanjina and
Emmanuel 2022). Another example of this can be seen with Crown Resorts, who were forced
to suspend its casinos in Melbourne and Perth. Discussions with employee unions regarding
how these closures would affect the workforce resulted in conflicts and raised issues such as
worries about job security, pay, and working conditions. (Markey, 2020).

Issues with trade or labour unions can have an impact on industrial relations, which
businesses around the world may experience. Unions may become more active in promoting
employee rights and safety measures, especially if they believe management is not
sufficiently dealing with concerns during the pandemic. Unions criticized Qantas because of
the projected salary freezes and changes to working conditions. Protests and threats of action
by workers were the upshot of the disagreements. Qantas had moved some of its operations
remotely because of the pandemic, which had affected the collective bargaining agreements
which will have to be modified to account for new working circumstances like remote work
or rearranged schedules. Employee roles and relationships may change because of the
installation of safety and health precautions, such as social distance and cleanliness
procedures, necessitating clear communication and adaptability, many staff had to work from
home, which presented issues with ergonomics, setting up a suitable workspace, and
sustaining an appropriate balance between work and their personal lives. To safeguard
employees' physical and mental health when working from home, human resources
departments might have to provide rules and support, these would cause sudden changes in
job shifts so that the employees are aware of the new guidelines set by human resources
which follow the new labour laws.

Workforce planning:

Workforce planning is the process of ensuring the correct number of staff is employed and
that adjustments are made within the workforce to meet the firm’s objectives and needs
(Zoller, 2018). This is done by analysing the currentl employed staff and researching for any
gaps that can be improved. this is done to ensure that the firm is not overstaffed which could
increase the expenses, it is done to also ensure that the company is not understaffed which
would cause problems with satisfying clients' needs if there is a shortage in the workforce

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(Tucker, 2022). The impacts seen during COVID-19 in the hospitality sector were the
reduction in workforce, companies found it necessary to modify workforce numbers as a
result of the abrupt and sustained decline in demand for hospitality services. Companies have
been forced to reassess their worker sizes due to temporary closures, diminished capacity,
and shifting client preferences. The necessity for improved health and safety precautions and
the use of technology has led to a change in the competencies that are needed. Upskilling and
cross-training are essential to ensuring that staff can complete new jobs. Below is a figure of
the drastic change in workforce planning in Australia during the pandemic where almost 80%
of hospitality companies made changes in their workforce and 40% placed their staff on
unpaid leave (Knaus, 2020).

(Knaus, 2020) Figure 1.

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This impact was faced by a company named Accor, which is a hospitality company that
offers hotel services, resorts and vacation properties. Due to restrictions on travel, lockdowns,
and decreased tourism during the pandemic, Accor like many other hotel chains saw a major
fall in occupancy rates and income. The business faced the difficult task of altering personnel
numbers to keep up with the shifting demand for hotel services. Due to lower occupancy
rates, the company implemented temporary layoffs and shortened workweeks for its staff,
Accor put a block on new employment in Australia and focused recruitment efforts on
positions that were necessary (Mitchel, 2020). Accor was left in a position to re-train
employees so that limited staff could perform a variety of tasks due to the sudden shift in
their operational requirements (Mitchell, 2020). With the rise of the pandemic, the traditional
hiring and on-boarding procedures have become difficult due to travel constraints and safety
concerns, companies had to come up with Innovative approaches to recruiting, evaluating,
and integrating new hires which are needed by businesses.

Especially considering companies in the hospitality industry that operate or recruit workers
based on seasons, during busy times, a lot of hospitality businesses employ seasonal or
temporary staff. The pandemic's ambiguity makes it challenging to forecast when and how
much capacity will be needed for these peak periods (Elkhwesky, Elbayoumi, Michal and
Haywantee, 2022). Merivale a hospitality company that provides services in bars, events,
restaurants and various other venues was faced with a similar situation of hiring workers
based on seasonal events. The pandemic's effects on travel restrictions, social isolation
policies, and unexpected consumer behaviour made it difficult to properly plan and manage
these peak times, causing the consumers to be dissatisfied and the management team was
faced with high pressure to follow COVID guidelines and ensure the people in the event were
following guidelines, so that the company could avoid inccuring any legal penalty or fines
from the COVID-19 regulations set by the Australian government (Tanveer, Raj, Shahrad,
Mahesh and Kaur 2022).

Work Design:

Work design sometimes known as job design involves the research process of organizational
psychology, it involves handling the responsibilities, work tasks, relationships and activities
within the firm, and the aim is to find and eliminate any obstacles that may come in the way
of employees and the organization from achieving their objectives (Ajgaonkar et al., 2022),
during the pandemic, the impacts found affecting work design were some implications of job

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rotation, where the human resources team had to develop new shift plans and rotations in
order to decrease the number of employees present at any given moment and decrease
direct contact. This resulted in combining business requirements with the preferences and
schedules of the workforce. This was done since governments in Australia imposed social
distancing and new guidelines that prevent exceeding a certain amount of employees
allowing only up to 30% of employees within the organization, and 80% of work shift hours
were reduced (Beeche, 2021), this forced companies to start implementing job rotation and
job enlargement where employees would have to take up different tasks at the same time and
sometimes they were burdened with more responsibilities. some companies started
developing hybrid work models, which combine on-site participation with working from
home, to guarantee a seamless transition between remote and in-person work this caused
human resources to set new rules, procedures, and communication plans.

Human resources teams had to cross-train individuals to fill numerous positions because of
shifting customer expectations and potential workforce shortages. Retraining employees
would start increasing the costs and take up more time that could be used for the organization
instead. In order to take into account changes in employment duties, responsibilities, and the
remote work environment, traditional performance measurements will have to be adjusted
making it more difficult for the human resources department to measure key performance
indicators. An example of this can be seen with a company called George Hotel where they
had issues with cross-functional collaboration with their employees which resulted in poor
communication, The kitchen and waitstaff had issues with special dietary requirements from
the customer that were not met which affected the quality of their service and management
skills (Perkowsky, 2020). The consequences resulted in negative reviews online about their
management and their inability to meet the customer's basic requests, Staff at the hotel
frequently changed positions, especially those that required interaction with guests, due to a
lack of options for development and promotion, employees felt constrained and were often
left unsatisfied with the extra responsibilities and negative feedback affecting job enrichment.

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Recruitment and selection:

This is the process of hiring the most suitable candidate for the right position within an
organization, the process would usually involve advertising job vacancies, and attracting
potential candidates, whilst selection would usually involve the evaluation process of the
candidate's qualifications and skills, and offering it to the best candidate in the pool (Carless,
2007). After the pandemic took place, some impacts that affected recruitment and selection
were the traditional in-person interviews and assessment, which became difficult with social
distance controls in place. Human resources will have to ensure secure and non-contact
candidate interactions, by switching over to virtual hiring practices, involving virtual
interviews and online tests. This can be a bit complicated as technical glitches could occur
making it difficult for recruiters to hire a candidate as there will be limited interaction,
therefore, making it difficult to assess the candidate's interpersonal skills. another issue is the
volume of applications that might result from using online recruitment platforms which can
overwhelm recruiters and make it difficult for them to analyse each application. this is one of
the biggest issues during COVID-19 as unemployment rates were increasing in Australia and
individuals were applying for job roles that were not relevant to their skills, applying online
became easier for the Australian population since uploading a resume and applying for jobs
with new online applications. the downfall for human resources was that they were
bombarded with job applications where most of them do not match the job description but
applied anyway due unemployment rates during the pandemic (Jackson, Linda and Flavio,
2022). An example of this can be seen with Accor, they have an extensive network of hotels
which includes properties all over Australia, it resulted in the availability of a large volume of
possible employment prospects and human resources found it very difficult to keep up with a
large stream of applications and selecting the right candidates, as it would take months to
process all the applications (Mitchel, 2020). Organizations had to reconsider their personnel
requirements and restructuring strategies as a result of the pandemic. To make sure that new
employees would successfully contribute to the changing business strategy, HR had to
coordinate recruitment efforts with these changes. In order to accommodate remote work and
less physical presence, adjustments had to be made when onboarding new personnel (Gill,
2020).

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Recommendations:

Having open and transparent channels of communication should be established between

management, staff, and labour unions. Informing all parties of the company's plans,
modifications, and difficulties, to preserve confidence and lessen the uncertainty, respond to
worries and give information frequently. The human resource department should use models
like the Vroom-Yetton-Jago Decision-Making Model. The model refers to delegating in
decision-making by allowing employers and labour unions to be included in decisions that
affect them This strategy may strengthen cooperation, commitment, and trust, all of which are
essential in unpredictable times. (Valverde-Moreno, Mercedes and Ana, 2021). Hospitality
companies should create forums where workers can voice their opinions and express their
problems. Encourage employee participation in surveys, focus groups, or routine one-on-one
meetings to make sure their opinions are heard and taken into consideration. This will allow
for better communication channels with employees and a healthy relationship with trade
unions. Hospitality companies should abide by the “Fair Work Act 2009” which protects the
minimum wage, and unfair dismissal for employees who are working in the company for
more than 15 years (Gollan, 2009). After Qantas had eliminated and received backlash from
trade unions on the predicted salary, Qantas had to issue a forum to speak with their
employees and build the trust that they lost during the pandemic, they had to discuss the
problems employees were facing with trade unions and came to an agreement for a proper
wage/compensation to be given to employees who were dismissed during the pandemic, this
had helped built the trust back with Qantas which is similar to the Vroom-Yetton-Jago
Decision-Making Model mentioned above.

The HR department should Investigate collaborations with gig marketplaces or staffing

agencies to get a contingent workforce during times of high demand while avoiding
permanent overhead. They can create adaptable staffing models that can easily change that
would meet the shifting demand, and align labour levels with varying business needs, the
company can run a trial and error method by using temporary contracts to see how much
workforce is needed within the company, this can be done by adopting part-time, temporary,
or a contract based employment to figure out a realistic or accurate workforce that is required
to avoid any unnecessary costs or excessive workforce, this can be quite useful for companies
that employ seasonal workers (Sutherland, 2019).

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Implementing programs for the physical, mental, and emotional well-being of employees,
giving employees access to services, counselling, and wellness activities to help them through
difficult times, planning with health and safety procedures in mind, Assuring that workers
receive the necessary training and tools to adhere to health regulations while doing their
tasks, as consumers were willing to pay more for the services of companies that add more
effort and adhere to health and safety guidelines. Regularly evaluating the current staff to find
gaps and possible areas for development, ensures consistency with the firm's goals and
shifting customer demands, and analysing variables including skill sets, job responsibilities,
and personnel numbers can help with the evaluation of the current workforce (Sutherland,
2019).

Human resources can use the Job characteristics approach designed by Hackman and Oldham
in 1975. This approach has five essential job characteristics, task significance, autonomy,
skill variety, feedback and task identity, this can have an impact on employees' motivation
and job satisfaction. By using this model, HR can redesign occupations to emphasize these
qualities, creating more satisfying and interesting work, even in the face of increased health
and safety regulations (Terborg and Gregory, 1982). This model can be useful for creating a
program that can recognize and reward employee’s that put effort into contributing to health
and safety initiatives and honouring people who adhere to health and safety guidelines, and
support a secure environment, This will help assure that health and safety guidelines are
being followed and that the employees are rewarded and recognized for the work and effort
they put into their roles, which will help develop job enrichment (Terborg and Gregory
1982).

Another way to avoid boredom and lower the possibility of overworking personnel is by
implementing task rotation, human resources can find out through communication channels
what employees prefer doing or are interested in doing between 2 roles and allow them the
decision to pick the activities they prefer or are confident in, this can help with job
enlargement and job enrichment. Traditional performance metrics and key performance
indicators (KPIs) should be reviewed and modified to more properly reflect the evolving
workplace. To evaluate staff performance effectively, human resources should think about
adding qualitative tests, measures for customer satisfaction, and flexibility standards.
Establishing a feedback loop so that staff members may discuss their experiences, difficulties,
and ideas for bettering job design, utilizing this input to continuously improve work

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procedures and employee satisfaction. This can be useful to keep track of the effectiveness of
work design and to avoid situations like the George Hotel faced with their work design.

Being bombarded with resumes during the pandemic, human resources can take advantage of
this and implement effective application evaluation procedures to deal with the rise in online
applications, using applicant tracking systems (ATS) to screen and classify applications to
make it simpler to find qualified applicants. Another way to tackle this issue is to use
artificial intelligence to process data faster and implement keyword triggers, where
applications that match the job description will be considered and this will help to avoid any
irrelevant candidates that do not match the job description (Nikolaou, 2021). Through AI, HR
departments can utilize data analytics to learn more about candidate demographics, hiring
patterns, and the efficiency of online hiring methods, utilizing this information to influence
decisions and continuously enhance recruitment tactics (Rodney, Katarina and Pavol, 2019).
Despite few in-person meetings, using evaluation techniques to determine a candidate's social
skills and cultural fit when doing virtual interviews, HR can think about employing scenario-
based questions, role-playing games, or team-based evaluations, there are multiple online
psychometric tests available that gather data to help with recruitment and selection. Although
as mentioned previously, it can increase the costs to invest in the following data-driven AI
technology, it's a good investment as it will ease out the recruitment process and reduce the
time compared to in-person interviews and can help with the selection criteria effectively.
Lastly, if the HR department feels costs are too high, they can internally recruit workers or
promote those who fit into the criteria's they are looking for, this provides the current
employees with a sense of self-satisfaction and reward as they feel valued and important
within the organization.

To conclude, after experiencing the downfalls during the pandemic, human resources must be
prepared for any difficulties that might appear as the scenario develops, by creating backup
plans for a range of eventualities, such as alterations to governmental legislation, the
reopening of facilities, and adjustments to staffing levels, organizations can be guided by
models like the Four-Stage Crisis Management Model (Mitigation, Preparedness, Response,
Recovery) to manage crises like the COVID-19 pandemic (Sherman and Randall, 2018).
These approaches place a strong emphasis on preparation, communication, and adjusting
plans as necessary. By following the model above, it allows the human resources department

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to prepare for unpredictable events and learn from previous mistakes or situations that can
cause issues.

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Appendix:

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