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Hotel Paris Improving performance at the Paris Hotel:
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Hotel ParisImproving performance at the Paris Hotel: Managing human resources globally

The competitive strategy of the Paris Hotel is to "use the high quality guest service to make the hotel special, thereby increasing the length of guest stay and increasing the rate of return to the hotel, resulting in increased revenue and profitability." 

Hr Manager Lisa Cruz must now formulate career policies and activities that support this competitive strategy by highlighting the competencies and behaviors required of employees. 

With hotels in 11 cities in Europe and the United States, Lisa realized that the company needs to work better job of managing its global human resources. For example, there were no formal means of identifying or training department staff for extra-border tasks (either for those who go to work in the United States or in Europe). As another example, it happened recently that nearly $600,000 had been spent to send an American manager and her family abroad, and suddenly they had to bring her back to her home country (America) when the family complained about the bitterness of losing friends back home. Lisa realized that a multinational company could not be managed in this way, which led her to turn her attention to the development of the human resources practices her company needs to do its business in a more effective way internationally.

When reviewing the data, it became clear to Lisa and the CFO that the company's global human resources practices might prevent the Paris Hotel from being the world-class guest services company it aspires to. For example, high-performance service companies and hotels offer formal training programs for at least 90% of their employees who are sent to work abroad, but the Paris Hotel does not offer its employees such programs.

In addition, each of the company's hotels in different cities operates its own human resources information system individually, and there has been no easy way for Lisa, the CFO or ceo to obtain reports on hr performance standards such as turnover, absence, or the cost of compensation to employees at the level of the company's various hotels. The CFO summed up the matter: "If we cannot measure the performance of each hotel in terms of such human resources standards, these activities really cannot be managed, because there is no data on the amount of lost profits and wasted efforts that reduce the performance of each hotel. Lisa has been approved for the development of new global human resources programs and practices.


Questions: -

1. What global factors should the Paris Hotel expect when planning to expand globally? Explain these factors.

2- How will these global factors affect the effectiveness and efficiency of the hotel's human resources management practices?

3- Discuss what the manager of each of the company's hotels should know in order to increase the likelihood that employees coming from abroad will adapt to their new surroundings? 

4- Choose one of the human resources practices at the Paris Hotel that you believe is necessary to achieve its high quality service goal, and then explain how it will be implemented in the company's various hotels around the world.

Step-by-step answer

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