BSBHRM602: HRM Strategic Planning Case Study on Sofitel Sydney

This case study examines the strategic human resource management (HRM) planning at the Sofitel Sydney Darling Harbour hotel. It begins with an introduction to HRM's role in achieving competitive advantage and aligning staff with strategic objectives. The case provides background on the hotel, its location, and the business environment, including the growth of the Australian hospitality industry and relevant legislations such as the Fair Work Act and minimum wage regulations. The study details the hotel's HR policies, including its focus on employee well-being, organizational culture, training programs, and performance management. It explores training and development, maintaining a healthy workplace, and integrating cost-benefit analysis into HR planning. The conclusion emphasizes the critical role of effective HRM in organizational success, covering aspects like compensation, benefits, training, and the working environment, using references to support the analysis.

MANAGE HUMAN RESOURCES
STRATEGIC PLANNING
A CASE STUDY ON SOFITEL
SYDNEY DARLING HARBOR

INTRODUCTION
• HRM is the key strategic objective of an
organisation
• This helps in attaining competitive advantage
• Aligning the staffs and the strategic objectives
• Key aspects of HRM in the context of Sofitel
Sydney Darling Harbor will be discussed in the
paper.

Background of the Sofitel Sydney
Darling Harbor
• This is one of the famous five star hotels in
Australia
• The hotel is situated at a very convenient
location
• Being the famous luxury hotel, it offers the
customers with the opportunity to experience a
rich blending of French Art de Vivre and local
culture.
• The hotel is located very near to the
International Convention Centre.

The business environment in which Sofitel
Sydney Darling Harbor is operating their
business
• Australian hospitality industry is experiencing
rapid growth due to wide ranges of
organisations
• The occupancy rate of the hotels is also
accelerating in a drastic rate.
• Consistent air capacity from China is playing a
pivotal role in promoting the growth of
Australian hospitality industry.

Legislations and rules applicable for
Sofitel Sydney Darling Harbor
• Multiple legislations have been imposed by the
Australian government in the contemporary
times.
• Fair work act should be followed to create
effective working environment.
• Saturdays, Sundays and public holidays must be
considered
• Minimum wage act is to be followed while
framing compensation package for the staffs.

Human resource policy, used by the
Sofitel Sydney Darling Harbor
• The employees are the key priority for
Sofitel Sydney Darling Harbor.
• Comprehensive organizational culture has
been framed in the hotel.
• Robust strategic plan had also been
developed.
• On-the-job training program is the vital HR
policy of the hotel
• Creation of healthy working environment
• Cordial communication in between senior
management and the staffs

Performance target and expectation related
to the personal development plan
• Generating satisfaction among the guests is the
key performance target of the staffs of Sofitel
Sydney Darling Harbor.
• Robust performance development plan has
been created.
• The skills among the staffs are also utilised
properly.
• Demonstration of innovation and creativity

Learning, training and development
program in the company
• Effective training session for both experienced
and new employees is arranged in the Sofitel
Sydney Darling Harbor in order to strengthen
their skills.
• International hourly training for improving
necessary customer service related skills is
provided to the staffs of the hotel
• Internet-based learning and self directed
training are also provided to the staffs

Maintaining the healthy workplace
• Healthy and safe working environment
• Encouraging the employees to participate in
the decision making process
• The employees can also maintain cordial
communication with the coworkers
• Execution of comprehensive safety regulation
• Job rotation strategy for preventing monotony
of work

Monitoring the HR planning by integrating cost-
benefit analysis
• HR planning is a systematic process
• The direct cost comprises of fees paid to a
trainer, equipment, supplies, manufacturing
and developing a system
• Direct costs are wages and production time
for participating employees
• Selection of appropriate performance matrix

Conclusion
• Proper human resource management is the
critical success factor of an organisation
• This is the key organisational function
• Issues such as compensation, benefit, salary,
wage, training and development,
employment condition, working
environment are being addressed in the
human resource management program

REFERENCES
• Bratton, J., & Watson, S. (2018). Talent management, emotional labour and the role of line managers in
the Scottish hospitality industry: A roundtable discussion. Worldwide Hospitality and Tourism
Themes, 10(1), 57-68.
• Francis, H., & Baum, T. (2018). HR transformation within the hotel industry: building capacity for
change. Worldwide Hospitality and Tourism Themes, 10(1), 86-100.
• Hughes, J. C. (2018). The changing tourism and hospitality context: Implications for human resource
management in an age of disruption and growth. Edward Elgar Publishing.
• Ye, Q., & Song, H. (2018). Tourism Management Perspectives. Tourism Management, 26 (6), 89-96.