BTEC Unit 3 HRM Report: Accor Hotels' HR Practices & Effectiveness

This report provides an analysis of Human Resource Management (HRM) within Accor Hotels, a multinational hospitality organization. It examines the purpose and key responsibilities of the HR function, focusing on workforce planning, recruitment, selection, development, training, reward systems, and performance management. The report evaluates the effectiveness of employee engagement and employee relations approaches, highlighting the importance of recognition, wellness programs, and employee benefits. It also addresses key areas of employment legislation relevant to Accor Hotels' operations. The analysis emphasizes the strategic alignment of HRM practices with organizational goals and the role of HR in managing employee turnover, compensation, and compliance. Ultimately, the report showcases how Accor Hotels strives to create a positive and rewarding work environment to enhance employee performance and customer satisfaction. Desklib provides access to this and other solved assignments to aid students in their studies.

Running head: ANALYSIS OF HUMAN RESOURCE MANAGEMENT
ANALYSIS OF HUMAN RESOURCE MANAGEMENT
Name of the Student
Name of the University
Author Note

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Table of Contents
Background of the organization.....................................................................................2
Purpose of the HR function and key roles and responsibilities.....................................2
Approach that has been taken to workforce planning, recruitment and selection,
development and training, reward systems and performance management...............................3
Approach to effectiveness of employee engagement and employee relations...............5
Key areas of employment legislation for the operations of the organization................7
Conclusion......................................................................................................................7
References......................................................................................................................8

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Background of the organization
Accor Hotels is a multinational hospitality organization which owns, franchises and
manages the resorts, hotels and other vacation properties. This is considered to be a
constituent part of CAC 40 index on Paris Bourse. Accor has acquired the position of the
biggest hotel group in the world excluding the United States. The headquarter of the
organization is located in Paris and has its operations in around 95 countries of the world.
The group consists of 4000 hotels and around 250,000 employees in all its worldwide
operations (Accorhotels.com. 2018). The total capacity of the hotels is approximately 570000
rooms which includes 25% in France. The different luxury brands that are a part of the Accor
Group are, Fairmont, Raffles, Novotel, Sofitel and Pullman. The group was founded by
Gerard Pelisson and Paul Dubrule in the year 1967. The different brands of Accor Hotels
were then launched which has helped in the huge growth of the group in the following years.
The organization further entered North American market in the year 1990 which was after
acquiring Motel (Accorhotels.com. 2018).
The report will be based on the analysis of the human resource based functions and
performance management systems that have been designed by Accor Hotels for the purpose
of managing the employees. The role that is played by the human resource based functions in
the various organizations that are under the Accor Group will be discussed in the report.
Purpose of the HR function and key roles and responsibilities
The human resources of a hospitality organization are based on the ways by which the
employment and turnover based issues are handled. The hospitality industry is known to face
huge issues based on the rates of employee turnover. The industry has been facing the critical
problems related to employment in the recent years. The main reasons behind the employee
turnover based issues are, long hours of work, night-shifts and weekends. The organizations

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in this industry have also faced many recruitments based issues as well. The lack of skilled
employees has been a major issue for the hotels. The employee retention based issues have
been faced by the hospitality organizations due to the huge work pressure (Albrecht et al.
2015). The hotels that operate under the Accor Group have been facing major issues based on
the retention rates of the employees. The HR department is thereby responsible for increasing
the retention rates of employees. The human resource managers play an important role in
retaining the employees within the organization. The compensation that is to be provided to
the employees are also decided by the human resource managers of the hotel. The HR
department of Accor Hotels has the huge responsibility to formulate the appropriate
compensation system for the employees. This helps the organizations to retain the productive
employees and further decrease the rates of turnover (Armstrong and Taylor 2014). The
human resource department is also responsible for providing the correct amount of attention
to the extra perks that are provided to the employees. The laws that are devised related to
employment in the hospitality industry need to be followed by the employees. The effective
compliance of laws is also a major role that is played by the human resource managers of the
organizations.
Approach that has been taken to workforce planning, recruitment and selection,
development and training, reward systems and performance management
The workforce planning based activities of the company are linked with the strategic
human resource management activities. The strategic planning further helps the organizations
to fulfil the missions in a successful manner. The workforce planning is not always
considered in the human resource management systems of the hotels. This further helps the
hotels and other hospitality organizations to achieve the overall organizational improvement.
The workforce planning activities thereby need to be integrated within the human resource
management system. The workforce planning of Accor Hotels is done by the human resource

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department of the company (Bamberger, Meshoulam and Biron 2014). The planning of the
employees or workforce in an organization is important for the proper operations of the hotel.
The Accor Group has always taken care of the ways by which the workforce is planned and
the employees are placed in various positions.
Training and development based activities are important for the successful operations
of the organizations in the hospitality industry. The organizations need to provide appropriate
training to the employees so that they are able to adapt to the environment in which they are
working. The development of employees in the hospitality sector and increasing revenues is
also based on the training based activities that are conducted by the hotels. The Accor Group
has also provided immense levels of attention towards the ways by which training can be
successfully provided to the employees. The employees in the organization receive sufficient
amounts of training which helps them to perform in an appropriate manner (Bratton and Gold
2017). The professional abilities and skills of the employees can be enhanced easily with the
help of training. The comprehensive types of training programs are implemented at all levels
of the organization for the purpose of providing the best possible knowledge to them based
on the qualifications. The company has many long-term employees which depicts that the
culture that has been implemented in Accor Hotels is rewarding in nature. The employees are
therefore provided with huge career opportunities. The knowledge and skills that are required
by the employees to provide their best performance is provided with the help of training
programs (Brewster 2017). The teams that are high performing in nature are identified within
the organizations and the members of the team are further provided with additional
opportunities that is named as Accor Plus. The internal programs are provided to employees
within Accor Hotels which helps in increasing the progress of their careers. The management
of the performance of employees is based on the policies that are set by the company. The

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performance management activities of the company are thereby an important part of the
entire organizational processes (Brewster, Chung and Sparrow 2016).
The compensation policy that has been implemented by Accor Hotels is based on the
well-being of the employees. The organization has a policy to provide benefits to employees
which helps in their empowerment. The management offers them with huge number of
benefits which further contributes to success of the Group. The salaries that are provided to
the employees are helpful in providing encouragement to them (Stone et al. 2015). The
compensation offered to employees is competitive in nature and the company also conducts
surveys related to specialised firms and the local markets as well. This helps the Group to
offer motivational and personalised support to the teams with an aim to encourage and
facilitate the development (Brewster et al. 2016). The employees are offered with a pay
package which further includes the performance-based proportion that is variable in nature.
The bonus further reflects achievement of the collective and personal proportion. The
experience and skills of the employees are acknowledged by the Group with the help of
attractive pay raises that are provided at periodic intervals of time. The support that is
provided to employees is based on the ways by which targets are set and appraisals are also
conducted with the help of meetings that are held by the management staff. The various steps
that are taken by the management help in the achievement of targets that have been set by the
Group (Chowhan, Pries and Mann 2017). The connection and levels of communication
between the employees and the managers is also strengthened with the help of this strategy.
The feedback of the employees is taken in a serious manner by the management of Accor
Hotels. The employees of the organization help in making the operations of Accor Hotels a
success and also create values for the customers. The organization further offers various
savings plans for the employees so that they are able to support themselves (Jackson, Schuler
and Jiang 2014).

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Approach to effectiveness of employee engagement and employee relations
The employee engagement based activities of the Accor Group are based on the ways
by which they are provided with international levels of recognition. The achievements of the
teams are recognised every year by the management of Accor Group. The employees are
provided with appropriate awards for the high levels of achievement. The achievements of
employees are thereby based on the innovation and performance levels. The recognition
programs that are organised by different countries include numerous rewards which are able
to match the expectations of the team. The organization also aims at providing wellness and
positive working environment to all the employees (Kramar 2014). The various expenses that
are implemented by the organizations are based on providing personal and healthcare based
protection to the employees. The retirement plans are also based on the ways by engagement
and unfailing support is given to employees.
The employee relations of the organization have been taken care with the help of
benefits that are offered by the management. The working conditions and quality of life of the
employees are also improved with help of facilities that are provided by the organization.
Discount cards are provided to the employees who are present in the organization for a tenure
of more than six months. These cards are valid in the hotels which are owned by the Group
and the partners of the organization as well. This helps the Group to create positive
relationships with the employees and decrease the rates of turnover as well. The employees
are provided with high sense of service by the organization. This helps the Group to provide
the best quality services to customers as well (Marchington et al. 2016). The sense of service
has been conveyed by the Accor Group from the last 30 years for the purpose of ensuring that
the customers are always satisfied. The employees in Accor Hotels have been provided with
optimum opportunities for learning which has been helpful in the fast development. The
learning and development strategy has been an important reason behind the improving skills

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of the employees. The learning and development strategy that is implemented by Accor
Group to provide appropriate training to employees (Nyberg et al. 2014).
Key areas of employment legislation for the operations of the organization
The labour laws that govern the hospitality industry also include areas like, hotels,
restaurants and motels. The hospitality field also consists of many workers all over the world.
The employees are provided with opportunities of equal employment in the hospitality sector.
The organizations which operate in the hospitality sector therefore need to follow the rules
that are set by them. The business thereby needs to meet the guidelines that are set by the
concerned authorities (Paillé et al. 2014). The laws need to be followed by the Accor Group
of hotels in an appropriate manner without any type of discrimination while hiring or firing
the employees. The organizations which operate in the hospitality industry are known for
employing diverse group of people which further helps in increasing the innovative
capabilities. The organizations need to follow the diversity based laws in such a manner
which will help them to manage the employees in an effective manner without any type of
discrimination (Rothenberg, Hull and Tang 2017).
Conclusion
The report can be concluded by stating that the Accor Group of Hotels has been able
to implement the human resource based laws in an effective manner. The policies that have
been formed by the hotel are thereby related to the ways by which proper training can be
provided to the employees. The training that has been provided to employees have helped in
increasing their capabilities and improved the ways by which they provide services to the
customers. The performance management system has also played an important role in
keeping track of the activities of employees. The laws that have been set by the regulatory

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bodies need to be followed by the organizations in an appropriate manner so that they are
able to operate in the environment in an efficient way.

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References
Accorhotels.com. (2018). Hotels in London | Book Online Now | AccorHotels. [online]
Available at: https://www.accorhotels.com/gb/city/hotels-london-v2352.shtml [Accessed 11
Jul. 2018].
Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M., 2015. Employee
engagement, human resource management practices and competitive advantage: An
integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1),
pp.7-35.
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Bamberger, P.A., Meshoulam, I. and Biron, M., 2014. Human resource strategy:
Formulation, implementation, and impact. Routledge.
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Brewster, C., 2017. The integration of human resource management and corporate strategy.
In Policy and practice in European human resource management (pp. 22-35). Routledge.
Brewster, C., Chung, C. and Sparrow, P., 2016. Globalizing human resource management.
Routledge.
Brewster, C., Houldsworth, E., Sparrow, P. and Vernon, G., 2016. International human
resource management. Kogan Page Publishers.
Chowhan, J., Pries, F. and Mann, S., 2017. Persistent innovation and the role of human
resource management practices, work organization, and strategy. Journal of Management &
Organization, 23(3), pp.456-471.

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Jackson, S.E., Schuler, R.S. and Jiang, K., 2014. An aspirational framework for strategic
human resource management. The Academy of Management Annals, 8(1), pp.1-56.
Kramar, R., 2014. Beyond strategic human resource management: is sustainable human
resource management the next approach?. The International Journal of Human Resource
Management, 25(8), pp.1069-1089.
Marchington, M., Wilkinson, A., Donnelly, R. and Kynighou, A., 2016. Human resource
management at work. Kogan Page Publishers.
Nyberg, A.J., Moliterno, T.P., Hale Jr, D. and Lepak, D.P., 2014. Resource-based
perspectives on unit-level human capital: A review and integration. Journal of
Management, 40(1), pp.316-346.
Paillé, P., Chen, Y., Boiral, O. and Jin, J., 2014. The impact of human resource management
on environmental performance: An employee-level study. Journal of Business Ethics, 121(3),
pp.451-466.
Rothenberg, S., Hull, C.E. and Tang, Z., 2017. The impact of human resource management
on corporate social performance strengths and concerns. Business & Society, 56(3), pp.391-
418.
Stone, D.L., Deadrick, D.L., Lukaszewski, K.M. and Johnson, R., 2015. The influence of
technology on the future of human resource management. Human Resource Management
Review, 25(2), pp.216-231.