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THE MÖVENPICK HOTEL

A Karachi icon, the majestic Sheraton Hotel, closed its doors in December 2012 in what will definitely be

a big setback to the efforts of the government to restore international investor confidence in the 

metropolis. And Sheraton was an American chain of hotel, so Kuwaiti owner of that hotel was worried 

because of terrorists' attacks, so he didn`t renew the contract. That business was purchased by swiss 

brand on 15 years' contract. Investors thought that it would be safe to bring Movenpick brand in this city. 

So, when they started the business, the major issue was recruitment. The Mövenpick Hotel`s competitive

strategy is to use superior guest service to differentiate The Mövenpick Hotel properties, and to thereby 

increase the length of stay and return rate of guests, and thus boost revenues and profitability. HR 

manager Ms. Sameera must now formulate functional policies and activities that support this competitive 

strategy by eliciting the required employee behaviors and competencies. As a longtime HR professional, 

Ms. Sameera was aware of the importance of effective employee recruitment. If the Mövenpick Hotel

didn't get enough applicants, it could not be selective about who to hire. And, if it could not be selective 

about who to hire, it wasn't likely that the hotels would enjoy the customer-oriented employee behaviors 

that the company s strategy relied on. She was therefore disappointed to discover that The Mövenpick 

Hotel was paying virtually no attention to the job of recruiting prospective employees. Individual hotel 

managers slapped together help wanted ads when they had positions to fill, and no one in the chain had 

any measurable idea of how many recruits these ads were producing, or which recruiting approaches 

worked the best (or worked at all). Ms. Sameera knew that it was time to step back and get control of The 

Mövenpick Hotels recruitment function. As they reviewed the details of The Mövenpick Hotels current 

recruitment practices, Ms. Sameera and the firm's CFO became increasingly concerned. What they found,basically, was that the recruitment function was unmanaged, totally. The previous HR director had simply 

allowed the responsibility for recruiting to remain with each separate hotel, and the hotel managers, not 

being human resources professionals, usually took the path of least resistance when a job became 

available, such as by placing help wanted ads in their local papers. There was no sense of direction from 

The Mövenpick Hotel`s headquarters regarding what sorts of applicants the company preferred, what 

media and alternative sources of recruits its managers should use, no online recruiting, and no 

measurement at all of recruitment process effectiveness. The company ignored recruitment-source 

metrics that other firms used effectively, such as number of qualified applicants per position, percentage 

of jobs filled from within, the offer to-acceptance ratio, acceptance by recruiting source, turnover by 

recruiting source, and selection test results by recruiting source. It was safe to say that achieving The 

Mövenpick Hotels strategic aims depended on the quality of the people that it attracted to and then 

selected for employment at the firm. What we want are employees who will put our guests first, who will 

use initiative to see that our guests are satisfied, and who will work tirelessly to provide our guests with 

services that exceed their expectations said the CFO. Sameera and the CFO both knew this process had to 

start with better recruiting. The CFO gave her the green light to design a new recruitment process.

Questions

Q1. Assume yourself Manager Human resource of Movenpick Pakistan. You have to develop a 

recruitment process. What recruiting sources would you suggest they use, and why?

(10 marks)

Q2. "Appropriate HR strategy helps to manage effective recruitment & selection" Discuss this 

 Statement with other HR functions in context of Movenpick Hotel.

 (10 marks)

Q3. What would you suggest to Movenpick hotel in developing their orientation program for its new 

employees?

(10 marks)

Q4. Keeping in view the case of the Movenpick hotel. Explain the importance of recruitment and 

selection in the success of an organization.

 (10 marks)


Short questions and answers

Q1. What is the difference between recruitment and selection? (5 marks)

Q2. What is BFOQ ? explain with example (5 marks) 

Q3. Define Performance management. (5 marks)

 

Q4. What is career management? (5 marks)

Step-by-step answer

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