Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

The City Hotel Case Study: Training and Development/Performance Appraisal Plans

Case Study on Human Resources Management of Behavioral Science Students. Faculty of Arts and Letters. University of Santo Tomas Manila, Philippines.
by

Cor Villanueva

on 19 January 2015

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of The City Hotel Case Study: Training and Development/Performance Appraisal Plans

THE CITY HOTEL CASE STUDY
Training and Development/Performance appraisal Plans
CONTEXT
Extension plans
Customer service along with safety precautions
PROBLEM STATEMENTS
Lack of bar staff, waiters, and kitchen assistants due to difficult hours
Lack of chefs and receptionist because very few people are qualified
In need of better evaluation procedures
SWOT
Staffs are very flexible
The City Hotel has understanding employees
STRENGTHS
SWOT
Weaknesses
Problem with staff recruitment
Inefficient utilization of staff
Unavailability of colleges that produce potential hotel staff
Feedbacks are not always shared with everyone
Complicated and complex paperwork
Communication between customers and employees is constantly improved
Number of employees who are capable of having more workload cover a large percent of the total number
Complicated Paperwork (Staff spend more effort on paperwork than customers)
SWOT
OPPORTUNITIES
SWOT
threats
Over-spending on training programs; not following the budget
Internship program enrollees might take advantage of the experience and use it to work in other companies
After having an all-around training in the different jobs in the hotel, employees might choose to be transferred in a “favourite” department and it may get overcrowded.
Giving a lot of training programs might make employees lazy and uninterested to work.
Problem
goals
action plans
There is lack of chefs and receptionist because very few people are qualified.
The hotel is in need of better customer evaluation procedures for employees.
To hire a sufficient number of chefs and receptionists within a short period of time to avoid prolonging the suffering of current chef and receptionist in the hotel because of too much workload.
To create and develop better customer evaluation procedures so that no area of improvement shall be looked over.
Create internship programs for students in nearby colleges to help them be trained on being chefs and receptionists.

Look for potential candidates in other places by posting more job advertisements.

Research and study about different evaluation procedures that the hotel can use. Examples from other hotels can be used as a guide.

Make quality evaluation procedures based on examples and suggestions from hotel employees and management.

GOALS AND OBJECTIVES ACTION PLAN
In this table, the problems, together with the goals and action plan that correspond to it, are enumerated. These goals are set to address the problems while the action plans are the actions that need to be done to achieve the goals.
OUM ASSIGNS A SUPERVISOR TO EACH EMPLOYEE
EMPLOYEE PREPARES HIMSELF OR HERSELF
EMPLOYEE IS ASSESSED
SUPERVISOR-EMPLOYEE MEETING
SIGN-OFF BEGINS
EMPLOYEE, SUPERVISOR AND PA APPROVER SIGN THE PA FORM
ASSESSMENT FORM IS KEPT
PERFORMANCE MANAGEMENT SYSTEM GUIDELINES
TRAINING PROGRAMS
1. Internship Program for chefs and receptionists
2. Training on political correctness and proper manners in communication
3. Training on different areas of hotel work (Bartending, Cooking and Housekeeping, etc.)
PERFORMANCE ASSESSMENT PROCESS
PERFORMANCE ASSESSMENT FORM
REWARDS
1. Employee of the Week
2. Employee of the Month
MECHANISM
1. If the employee happily complies with the demands of the customers
2. Flexibility and enthusiasm when serving
3. Sharing feedback from guests during meetings
Behavioral Expectation Chart

Defining and implementing new hotel goals
New plans were developed to improve staff’s flexibility and interchangeability
Competitors of the company who fail to guide their staff
Not all employees have the chance to hear about customer feedback because they are only shared in meetings that are attended by some only employees only.
Customer demands
Expected Behavior
SUPERVISOR DIAGNOSES STAFFS' STRENGTHS AND WEAKNESSES
SPECIFIC BEHAVIOR: COMPLIANT
SPECIFIC BEHAVIOR: FLEXIBILE
SPECIFIC BEHAVIOR: FOCUSED, DEDICATED AND COOPERATIVE
Hiring of Staff
EVALUATION
Performance assessment process
PA form
Getting feedback from customers
Evaluation coming from the hotel supervisors
FURTHER RECOMMENDATIONS
Metrics
Rewards
Budget Plan
Full transcript