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NEED ANSWER IN TERMS OF WHAT INFORMATION TO INCLUDE, NEED A GOOD ANSWER SO IT IS EASY TO UNDERSTAND. Current Role:
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NEED ANSWER IN TERMS OF WHAT INFORMATION TO INCLUDE, NEED A GOOD ANSWER SO IT IS EASY TO UNDERSTAND.

Current Role: You are the Senior HR Business Partner at a luxury 5-star resort based in Far North Queensland. Reporting to the Managing Director for People and Talent, your role is designed to go beyond the day-to-day running of the resort as you liaise with divisional managers regarding their workforce planning and ongoing talent management. This is a high-pressured role that requires you to have an excellent working knowledge of the business and industry, while you negotiate and communicate with a broad range of stakeholders both internal and external to the organisation.


Your career profile: You started your career in hospitality with a part-time job in a café after school. While travelling in your gap year through Asia, you realised the potential for ongoing adventures in tourism and hospitality and decided to study that at University while working as a receptionist at a local 3-star hotel. While undertaking a first year elective in HRM, you realised that people management was your passion and switched over to HR for the remainder of your degree. After graduating with your B Bus degree in HRM (with Distinction) you stayed with the hotel but moved into a HR Officer roll where you learnt the importance of everyday industrial relations as you administered payroll, leave and other entitlements and audited WHS compliance processes and practices. While you enjoyed the role and knew that you were helping the hotel to run efficiently, after 5 years you needed a change and requested a transfer to a 4-star companion hotel as part of a talent management program. After a successful three years in a specialised L&D role you switched gears and moved into a generalist HR Business Partner role at your current 5-star resort. In the space of 18months you were promoted to your current position.


The Resort: The resort is the only Australian site for a multinational hotel conglomerate based in Singapore. Built in 1983, the resort is a popular destination for international travellers but with the onset of competition from smaller boutique hotels in the area and the rise of Air BnB, profits are down and the resort facilities require significant ongoing maintenance and renovation. The senior executive team are under pressure from Head Office to come up with viable solutions to improve performance and retain competitive advantage. The resort employs approximately 150 full-time and part-time permanent staff in the areas of housekeeping, maintenance, food and beverage, administration, sales and marketing and front of house. Relying on the local labour market for recruitment is problematic given the remote location of the resort and lack of external training providers. Most job applicants are referrals from current employees and start at the lowest level on the award wage. All training is done in-house with most areas covered by 'on-the-job' learning overseen by front-line managers. Around a quarter of the workforce is unionised and with the exception of some original and long-term employees, most staff are aged between 18-30 with an average retention rate of 14%. 200740 Assignment 2 200740 Assignment 2 | Copyright Louise Ingersoll 2018


Your Opportunity: The General Manager has informed you confidentially that the resort may be wishing to replace the current MD for People and Talent in the foreseeable future. Without wishing to inform anyone else or make a firm decision, the GM has asked you to share with him your vision for how you could improve people management processes at the resort while maintaining quality and costeffectiveness. He has asked you to email him a few paragraphs outlining your thoughts on strategic direction, system enhancement, employee engagement and building a performance-focused culture for the long term sustainability of the resort's competitive advantage.


Need to answer as a professional email.

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