The Impact of COVID-19 and Workforce Rebuilding at Britannia Hotel

This essay examines the profound impact of the COVID-19 pandemic on the Britannia Hotel City Centre Manchester, focusing on personnel resourcing and workforce rebuilding. It analyzes internal and external influences, including market, economic, technological, social, and political changes, using a PESTLE analysis to assess the broader environment. The study investigates the pandemic's effects on the hotel industry, including job losses, changes in customer behavior, and the need for adapting operational and marketing strategies. The research highlights the importance of human development and strategic human resource management in achieving organizational goals, emphasizing the need for resilient labor markets and effective employee engagement. The essay concludes by advocating for economic policies that prioritize job growth, reduce poverty, and address the challenges faced by the hospitality sector in the wake of the pandemic. The essay is based on qualitative research and data triangulation to increase the overall value of the study.

Student’s Name:
The Module Title: Personnel Resourcing and Development
Module Code: BMIH5005
Lecturer’s Name: Emily Williams
Assignment Title: The Impact of COVID19 and
Rebuilding the Workforce Britannia Hotel City Centre Manchester

The purpose of the essay is to discuss understanding of the managerial and business
environment, research on the relationship between human development and great
organizational outcomes has shown linkages that have been used by firms committed to
excellence and the Impact of COVID19 and rebuilding the workforce. The chosen hotel
is Britannia Hotel City Centre Manchester (Arachchi & Gnanapala, 2020). All foreign
travel has been halted as a result of the COVID-19 outbreak. The high need for
personnel in the tourism sector is the most negatively affected industry. Considering
sustainability as a crucial component of any location's planning and development is now
standard practice. Because its significant multiplier effect contributes to the
development of a diverse variety of jobs for individuals from all walks of life, as a result,
without tourism, the various providers of goods and services to the sector would go out
of business and be forced to fend for themselves in the marketplace (Gössling et al.,
2020). The research's major objective is to understand better how the pandemic will
influence many aspects of tourism, such as housing, dining, and sightseeing, among
other things. This chapter was written using qualitative research, which was conducted
on a randomly selected sample of the population. Data triangulation was used to
increase the overall value of the study.
The Impact of COVID19 and Rebuilding the Workforce in Britannia Hotel City
Centre Manchester and the Other Sectors
It is hoped that this research would assist them in better understanding how the COVID-
19 pandemic will affect individuals who work in the hospitality sector between the middle
of April and the middle of June in the year 2020 during the period of April to June. It is
proposed in this opinion piece that there are three levels of debate about what is
happening with the COVID-19 outbreak and how it affects the hospitality industry (local).
This article also addresses the micro-level (the employees of the Britannia Hotel City
Centre Manchester) in its discussion (Ayodele et al., 2019). Generally speaking, the
hotel industry's response to the COVID-19 outbreak may be divided into three
categories: primary, secondary, and tertiary. The question of whether the precarious
working conditions faced by hospitality employees as a result of the epidemic represent
a significant shift from the dangerous lifestyles to which they are accustomed raises the

issue of whether the epidemic has caused a substantial change from the destructive
lifestyles to which they are used (Bertozzi et al., 2016). Findings Customers,
governments, and even corporations are uncertain about the outcome of the pandemic
as a result of the fluid environment created by COVID-19. They are also unsure whether
the pandemic has changed their attitudes toward hospitality employment and hospitality
personnel (Cao & Chen, 2019).
The epidemic caused by COVID-19 has resulted in one of the most significant job
losses since the Great Depression. As a result of the crisis, poverty and inequality are
likely to worsen, with long-term ramifications. Because of the employment crisis,
countries must now do everything in their power to keep the social disaster from
occurring. It is critical to invest in future generations by re-establishing a more resilient
and effective labor market in the short and long term (Dimitrios et al., 2020).
As some countries relax COVID-19 restrictions, business owners must carefully
consider reopening their facilities safely and securely. The speed and success of the
COVID-19 vaccination rollout are critical to the economic unlocking of numerous
governments, but the extent to which this benefits employer varies significantly across
the globe. For example, while employers in the United Kingdom are more likely than
employers in other countries to require vaccinations of their employees, this is not the
case in many countries (Gursoy & Chi, 2020). Many countries, for example, prohibit
employers from requiring employees to obtain vaccinations before returning to their
places of employment.
In the United Kingdom's marginal population, a novel coronavirus outbreak has been
discovered, and it appears to be causing widespread devastation. Continuing the
pandemic has resulted in the loss of employment and financial resources for many
people in the informal sector. Because of these factors, unemployment and poverty
rates have risen in both urban and rural areas alike. More to the point, because the
United Kingdom's economic success was not shared equally by all, the country's
financial achievements over the previous several decades were unable to prevent
impoverished people from slipping into extreme poverty due to the country's economic

success. This study will identify and investigate some of the adverse effects of COVID-
19 on underserved communities...
In conclusion, the paper points out several serious issues with current economic policy
that need to be addressed. First, the author argues that procedures other than growth-
oriented policies must be effective in economic reconstruction following the COVID. It is,
instead, necessary to implement economic policies in the United Kingdom that promote
job growth while simultaneously reducing poverty and inequality.
Internal and External Influences
Several internal and external elements influence management's human resource
strategy objectives at the Britannia Hotel City Centre Manchester, including the hotel's
location and size (Hao, et al., 2020).
Internal Influences
Corporate Objectives
Because of cost-cutting measures, the Britannia Hotel City Centre Manchester may be
forced to make layoffs, postpone renovations, or undergo other forms of restructuring
(Jiang & Wen, 2020).
Operational strategies
When new information technology or other processes and procedures are implemented,
more staff training may be required, resulting in a reduction in the number of people
working at the Britannia Hotel City Manchester (Jones & Comfort, 2020).
Marketing strategies
At the Britannia Hotel Manchester, new product development and growth into new
markets may involve reorganizing the organization and employing new sales personnel
(Khalid & Rahman, 2019).
Financial strategies

It is anticipated that the Britannia Hotel City Centre Manchester's training programs
would be modified due to outsourcing training (Kochkina, 2019).
External Influences
Market Changes
To improve the competitiveness of Britannia Hotel City Centre Manchester after losing
market share to a competitor, it may be necessary to restructure divisional management
or reduce employee numbers (Lama & Rai, 2021).
Economic Changes
In the Britannia Hotel City Centre Manchester, changes in the unemployment rate and
labor market will impact the availability of available workers and the salaries paid to
those workers (Milovanović, 2021).
Technological Changes
Because of the rapid expansion of social networking, companies in Britannia Hotel City
Centre Manchester may need to modify how they communicate with their employees
and customers (Perera, 2017).
Social Changes
With the rise in the number of single-person households, the Britannia Hotel City Centre
Manchester is seeing a surge in the desire for flexible work arrangements among its
employees (Phan, 2021).
Political and Legal Changes
In the Britannia Hotel City Centre Manchester, legislation controlling maximum work
hours and other employment rights directly impacts the planning and compensation of
the hotel's staff (Yu et al., 2021).
PESTLE Analysis
The PEST study, like the PEST analysis, is a framework or approach used to analyze
and monitor external elements that may impact the operations or performance of the

Britannia Hotel City Manchester (Perera, 2017). Therefore, it is possible that employing
this technology will be extremely useful for new firms or market sectors.
Political Factors
As a result, the COVID status of the Britannia Hotel City Centre Manchester may be
assessed to determine how the government and its policies impact the hotel's
operations. Other concepts included in this definition include political policy and
stability/instability, trade, fiscal policy, labor policy, environmental policy, legislative
policy, and taxation policy, among others (Yu et al., 2021).
Economic Factors
Several of these elements impact the economics and performance of the COVID region,
and these features directly influence the profitability of the Britannia Hotel City
Manchester in the COVID region. In addition, interest rates are influenced by several
factors, including the employment and unemployment rates, the inflation rate,
discretionary income, raw material costs, and the exchange rate of the currency in
question (Yu et al., 2021).
Social Factors
These characteristics that are socially contextualized might be utilized to identify an
emerging trend. When people use this approach, they may understand their client's
goals and requirements. Changes in demographics, education levels, cultural trends,
and population change impact Britannia Hotel City Manchester in COVID. These shifts
are reflected in the attitude changes and lifestyle attitudes of its guests. Many additional
aspects are taken into consideration, changing racial and ethnic mix, education levels,
shifting cultural standards, and population fluctuations, among others. One reason for
this transition is the changing racial and socioeconomic composition of the country. In
addition, education and cultural trends are significant variables to consider while making
this determination. In addition to demographics and academic levels, cultural trends,
population changes, attitude changes, and lifestyle attitudes all play a role in rating the
Britannia Hotel City Centre Manchester in the COVID database.

Technological Factors
Depending on how quickly technical innovation and discoveries take place, they can
either benefit or harm a market or industry depending on their impact. Covid should
issue a warning to the Britannia City Centre Manchester in COVID not to spend a lot of
money on technology that will quickly become obsolete due to disruptive advancements
in other sectors, automation, and research and development. Here are only a few
examples of proposed modifications. There is also the danger of becoming overly reliant
on digital technology, particularly if new distribution, manufacturing, and logistical
techniques prove to be effective.
Legal Factors
The Britannia Hotel City Centre is owned and operated by COVID. Manchester must be
aware of what is legal and not legal in the jurisdictions in which they conduct their
business. In particular, this is true if they interact with clients from other countries, where
the regulations may alter from one transaction to the next (Khalid & Rahman, 2019).
They are up to speed on legislation changes, and the implications of such changes for
their business are also essential. Labor and employment law, consumer law, anti-
discrimination legislation, health and safety laws, and international trade rules and
restrictions are just a few of the topics covered in this course. The fundamental
distinction between political and legal issues is that political forces are directed by
government policy, whereas all parties must follow legal concerns. The concerns of
politics and law are intertwined.
Environmental Factors
The environment and ecological components influence, which is why these topics are
discussed in greater depth farther down the page. This aspect is becoming increasingly
important as corporate sustainability duty becomes more widely recognized across the
board (Khalid & Rahman, 2019). In addition, environmental problems such as climate
change and recycling techniques, carbon footprints, waste management, and long-term
sustainability must be considered.

Research and Practice by Organizations Devoted To Developing an Engaged and
Talented Workforce with the Right Skills, Attitudes, and Experiences to Retain
Long-Term Employment
Human development experts at the Britannia Hotel Manchester have investigated the
relationship between human development and positive organizational results for almost
three decades. This study has published several significant discoveries in both scientific
and popular magazines since the project's inception in the 1980s.
According to the objectives of this study, theoretical underpinnings for a best practice
approach to people development and positive organizational management that is
consistent with a strategic and systemic approach to human resource management will
be presented (Jiang & Wen, 2020). It has been demonstrated that the human resource
management best practices employed by the Britannia Hotel City Centre Manchester
effectively achieve intended employee and organizational performance goals.
The influence of these factors on staff performance, personnel development, and the
creation of a positive corporate culture all contribute to the success of the Britannia
Hotel in Manchester. However, to positively impact organizational performance, a
human resource management system that is effective and efficient is required. This
system must enable an organization to attract, hire, and develop a sufficient number of
capable and motivated employees, as defined by the International Organization for
Standardization, and achieve expected organizational performance through desired
employee performance.
Human resource management best practices for personnel development and positive
organization have a positive effect on organizational performance; however, their
application necessitates the selection of those that are most appropriate for the external
and internal conditions that determine the positive impact of applied human resource
management best practices on the achieved organization performance. The author's
corporate governance human resource management model, which takes a strategic and
systematic approach to human resource management, is built on top of this foundation.
A consequence of this is that human resource management is now considered a
component of organizational leadership.

COVID-19, in contrast to World War II, is inflicting devastation on the tourist and
hospitality industries on a scale that has never been seen before. Before the pandemic
influenza virus epidemic, these employees were particularly hard hit since they
depended mainly on ad hoc and contingency work arrangements such as self-
employment, subcontracting, and casual labor (Zalengera et al., 2014). Non-standard
employees, for the most part, are denied access to benefits such as annual, sick, and
career left. Outliers account for around 65 percent of all hospitality employees. The
intent of a 25 percent loading on hourly pay is to provide employees with a safety net.
However, the amount is insufficient to ensure employees' lives during extended periods
of unemployment. Aims: This research study aims to propose a new model of resilience
for tourists and hospitality employees in response to the COVID-19 disaster. In
response to COVID-19, Europe's governments acted quickly, increasing available
personnel, redeploying and repurposing them, retraining and retaining them, allowing
them to produce surge capacity, protect employee health and well-being, and ensure
that vaccination programs were carried out effectively.

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