Managing People Performance: International Hotel Group Case Study

This report delves into the performance management strategies of the International Hotel Group (IHG), focusing on the front desk supervisor's role and the HR manager's responsibilities. It examines the operational plan, including key performance indicators (KPIs) for task allocation, staff retention, training, and service improvement. The report highlights the company's code of conduct, addressing conflicts of interest, bribery, gifts, and delegation of authority, while also covering diversity and inclusion, and respect in the workplace. Furthermore, it analyzes risk analysis and mitigation strategies, including employee training and compliance with labor regulations. The report also reviews a performance management meeting, detailing the development plan and key performance indicators, and concludes with an overview of employee performance.

Surname Manage People Performance: The International Hotel Group Case
Manage People Performance: The International Hotel Group Case
Student’s name
Course
University
Date
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Surname Manage People Performance: The International Hotel Group Case
Manage People Performance: The International Hotel Group Case
Introduction
Managing people performance, especially in the hospitality industry is critical
to the success of an organization. In most cases, the efficiently managed workforce
is never vulnerable (Amanda 2014). Motivating worker and reviewing their
performance can benefit the organization. This paper focuses on the manage people
performance based on the International Hotel Group. The primary focus is the
appointment of the front desk supervisor for the company. This is because; the front
desk is the heart of the Group.
Part 1
The Role of HR Manager at the Hotel in developing and improving the performance
management systems to support the operational goals of the International Hotel
Group
Job Description
Position Summary
The primary responsibility of the Front Office Manager is to supervise the
team members thus ensure smooth and efficient operations for producing guest
satisfaction and excellent feedback. The manager is expected to respond in a
courteous and professional manner to clients by offering timely and accurate
information (Ombudsman Western Australia 2017). The officer will also ensure that
the officer concerned process hotel charges diligently and accurately to guest’s
invoices and accounts. The front office should also ensure the bill instructions are
verified.
Duties and Responsibilities
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 The front desk supervisor supervises shift process daily thus ensure the team
members comply with the codes of conducts and standard operating
procedures
 Responds to in-person and telephone inquiries relating to the guest concerns,
hotel information, and reservations
 Resolves customer-related problems, complaints, and issues quickly and
efficiently thus maintain exemplary customer quality services and satisfaction
 Supervises the front desk’s operations to optimize hospitality and services
 Cross-checks and updates the billing instructions
 Acts as the EPBX equipment operator including assisting outgoing and
incoming calls
 Updates auctions the hotel log books and front office log books
 Ensures exceptional customer care
 Coaches, trains, directs, and coaches team members to ensure outstanding
operations
 Responds to the inquiries of guests accurately and courteously
 Maintain a courteous, cheerful, and friendly demeanor
 Uses new selling techniques to increase room revenue, occupancy, and rights
The HR manager of the International Hotel Group can allocate duties and
responsibilities to the team members are critical in achieving the hotel’s objectives
and maximizing the productivity of the workforce. This implies the decision regarding
the duties and tasks to be performed would depend on the delegation and intent of
the management (Cheng, Wang & Chu 2011). Importantly, one needs to be
considerate and judgmental in making this decision to assign duties. For instance,
the HR manager must identify the best individual who can handle the task of front
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Surname Manage People Performance: The International Hotel Group Case
desk office. The best-fit means the HR manager combines the task and people to
produce the target. The defining factors in delegating or allocating tasks include the
skill-set of a team member, current workload, equitable workload distribution,
motivation, and the anticipated outcomes. The limiting factors will also help in
assigning tasks to the team member.
Risk Analysis
Meeting Minutes
Date
Agenda 1
Work allocation
and resources
The International Hotel Group is an outstanding organization with
several investment companies thus demonstrates its financial
position and guests. The firm considers the cultural intelligent staff
and specialists to serve in the front desk. The individual must
have a multicultural expertise. The meeting with the employee
ascertained that the best person to serve as a front desk officer
should be able to welcome guests from different countries and
possess a multicultural expertise (Abbah 2014).
The Group also considers an individual who can demonstrate
quality and relevant skills leading to quality customer services and
maintain reputation.
Since the company receives various guests, the manager needs
to be culturally capable. Importantly, the manager should have the
capacity to attract and motivate quality staff thus strengthen the
repeat customers. Therefore, the manager must understand the
Group’s strategic business objectives and comply with the
organization’s value statements.
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The frontline manager must have the ability to maintain quality
services and offer guests unique hotel experience.
The front office supervisor has an appropriate training level. The
officer must have taken the supervisory course thus supervises,
coordinates, and trains the employees of front office, especially
with lower grades
Agenda 2
Risk analysis
and
assessment
Risk Mitigation
The manager
lacks formal
education on risk
management
Invest in workforce development and enroll in
course on certificate IV
Underpaying the
managers
Use the Hospitality Industry (General) Award
2010 that defines the minimum annual salary
the hotel can pay its employees. The
managerial staff classified within Schedule D
should earn $37,722 annually (AHA 2010).
20.2(a) provides salaries options. It defines
the benefits regarding the conditions and
terms of employment that the company must
comply with as if Part-time employment
(clause 12) is important in the case of the
appointed front desk officer (AHAWA 2016).
The employee is also covered under clauses
21, 29, 31, 32, 33. 34.2 & 37.1(b) (i)
regarding the additional arrangements for full-
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Surname Manage People Performance: The International Hotel Group Case
time workers (AHA 2010).
Termination
conditions
In case the termination of the employment is
done, the Group shall disburse all the wages
and overtime
The employer shall award the worker salary,
overtime, and penalty compiled within the
period (AHA 2010).
The employer shall also pay the worker all
the untaken leave if terminated
Termination shall be conducted upon the
receipt of notification.
Minimum training The employee who has failed to attain an
appropriate training level and engages in
receipt of monies, delivers duties, supplying
and dispensing (Burton 2012). This employee
should be assigned tasks depending on their
skills
These workers can be trained to achieve a
higher level of supervisory course, stock
control, and coordination and training
The level 1 employees are engaged in front
office duties including cashier, receptionists,
telephonist, reservations, and information
services
The level 1 is allowed to perform general
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Surname Manage People Performance: The International Hotel Group Case
duties like basic data entry, typing,
calculations, routine and clerical office duties,
such as collating, delivering messages,
photocopying, filing, and accounts.
The Hospitality Industry (General) Award
2010 also recognizes the significance of
Level 2 workers who have appropriate
training levels. These employees also
perform front office duties, advanced clerical
duties, night auditing, accounts, and general
clerical duties.
Breaks Clause 31 recognizes the employees are
entitled to breaks like meal breaks less than
one hour
The Group is also allowed to grant the worker
a meal break any day
Where workers operate for more than five
consecutive hours, it is prudent to grant them
a meal break that shall be viewed as time
worked
Operational Plan
The operational plan demonstrates the best practices that the Group should
undertake to achieve the objective of the hotel. Indeed, the operational plan focuses
on nearly the entire company, especially departments. Within the operational plan,
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the major player is the human resource department that is mandated to allocate
tasks and duties to the front desk office. This has made the priority of the
organization to be the allocation of tasks. The key priority indicators are also covered
with the management taking the responsibility.
Operational plan
Operational goals KPI Team Priority
Developing the
operational plans
for the International
Hotel Group and
front desk
operations
Establish the plan
by October
The
implementation
and monitoring of
the progress semi-
annually
Management, and
HR manager
1
Standardizing and
allocating tasks
with respect of
front desk
supervisor
Review the
process and
policies to consult
with other team
members
HR Manager 2
Attracting and
retaining the
experienced and
qualified staff
Identify and review
the qualifications
and experience of
staff
HR Manager 3
Train staff to gain
appropriate level
Introduce career
development
programs
Trainers,
supervisor, HR
manager
5
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Improve the front
desk services and
qualities
Deliver the plan to
the management
Human Resources
and development
4
Introduce loyalty
programs and
improve the
Group’s image
Develop marketing
plan
Use customer
retention
Marketing
department
7
Introduce
marketing appeal
to attract
customers
Conduct customer
surveys
Frontline 6
Code of conduct
In the International Hotel Group, doing business is an indisputable practice as
the firm confirms its commitment to operating honestly thus upholds the ethical
standards (Amanda 2014). The commitment of the company defines its business
and brand. The International Hotel Group code of conducts supports decisions and
principles. Interestingly, the code of conduct is applied to its workforce including
employees, officers, and directors (Solomons 2015). Solomons has affirmed that the
company intends to remain responsible for its operations and practices.
Conflicts of Interest
The company is interested in avoiding any conflict of interest. The company expects
the employees to avoid situations where financial, family, or personal interest
conflict. The company believes that the move will allow the stakeholders like
suppliers to trust the firm in its operations by encountering a potential conflict of
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interest (Solomons 2015). The line managers must disclose their interests and avoid
any decisions that conflict with their interests.
Bribery and corruption
The International Hotel Group remains committed to operating with integrity and
honesty by prohibiting bribery in all circumstances (Chamorro-Premuzic 2014).
Nobody is allowed to make promises or bribes for favors. The bribes include
anything of value like allocating and individual complementary rooms improperly. It
also ensures that its consultants and agents avoid making unofficial payments.
Gifts and entertainment
The company allows the management and officials to think about entertainment and
gifts (Fair Work Ombudsman 2017). It gives clear orders to its employees to avoid
taking gifts, favors, hospitality, complementary arrangements that can be used to
influence business operations improperly. The employees must report and comply
with the Group’s requirements regarding gifts and entertainment based on the policy.
Delegation of authority
The employees should not commit any expenditure without approvals. It has
established its delegation of authority policy that encompasses the initial projects,
commitments and expenditures, and contracts (Lynn 2012). The employees should
use the Hotel Accounting Manual to manage the Group.
Accurate reporting
The company expects its accountants to make accurate tax return and financial
reporting (Lynn 2012). The accounting estimates and judgment should be prudent
and reasonable. It is illegal for the officials to falsify reports or provide misleading
reports and records.
Diversity and inclusion
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The company is committed to ensuring its workforce becomes a representation of
the communities. It values everyone despite their background because it believes
that unique individuals brand different ideas (Knani 2014). Creating an inclusive
culture encourages performance thus offers equal opportunity for all.
Respect in the workplace
The Group has never tolerated employee harassment. It prohibits any form of
harassment like derogatory remarks, sexual harassment, threats, and slurs, jokes
regarding color, disability, and gender among other parameters (Knani 2014). The
managers must create a good atmosphere free of harassment and discrimination. All
employees must be treated with professionalism.
Performance reviews
The Group organized a performance management meeting on 8/9/2017. The
attendees of these meeting were the front desk employees and the line managers.
The topic of discussion during the meeting included:
 Performance management plan: The plan was meant to serve the interests of
front desk employees who had new responsibilities and roles (Melia 2010).
The managers wanted to prepare the employees for the new roles upon the
improvement of their skills.
 The managers also opted for coaching-style interaction because this format
allowed the employees and managers to interact (Burton 2012). The issues of
concern focused on the teamwork and communication as the best practices
the company needed to improve.
 At the end of the meeting, the stakeholders agreed on the key performance
indicators that could be used to monitor progress accordingly. The
participants agreed that the first performance review would be conducted on
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17 November 2017. Apart from the key performance indicators, the
stakeholders agreed to use a performance development plan to help workers
improve the skills and obtain appropriate performance levels.
 Upon the completion of the meeting, the participants signed off and agreed to
add these sessions to their profiles.
Part 2
Employee’s performance
Performance management and development plan
Front desk
supervisor
Human resource manager Reviewed period:
3 months
Reference from
operational plan
Key result area Indicators of
success/performanc
e
By/
When
Status
report
1 Skills and
performance
Positive customer
response
HR
Manager
13/11/17
Pending
2 Quality customer
services
Repeat customers Marketing
manager
30/10/17
Pending
3 Motivated
workforce
Improved productivity
and financial output
HR
officials
30/12/17
Pending
Manager’s comments: Great
improvement after the training and
coaching
Signature: ----------------------
Date: --------------------------
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Staff member’s comments:
Continues to adapt to the new
challenges. Increased interaction
and teamwork
Signature: ---------------------------
Date: ---------------------------------
Performance Development plan
Planned Action Key Result
Area
Indicators of
Success/
Performance
By/ When Status Report
In-house
training and
meetings
Organizational
performance
Improved
customer
services
HR manager
16/10/2017
Pending
Coaching and
teamwork
Relationship
building
Enhanced
teamwork and
collaboration
Trainers
13/11/2017
Pending
Supervisory
course
Leadership
and
responsibility
Improved
performance
Professionals
18/11/2017
Pending
Manager’s
comments:
The employees stand to benefit
from the planned actions
Signature
Date
Staff
member’s
comments
Has changed and can now
incorporate relevant ideas into
work
Signature
Date
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Bibliography
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