Fictional international recruitment consulting project

15
2013 ABUBAKARI Ibrahim FICTIONAL RECRUITMENT PROJECT 4/15/2013 Proposal: Brunt Hotels, PLC International Recruitment & Staffing

description

An entirely fictional international recruitment consulting project for Brunt Hotels PLC headed by Arrow Management Consortium . The project explores The Job analysis to branding process, and Selection & Training stages for this interesting project.

Transcript of Fictional international recruitment consulting project

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2013

ABUBAKARI Ibrahim

FICTIONAL RECRUITMENT PROJECT

4/15/2013

Proposal: Brunt Hotels, PLC International Recruitment & Staffing

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Table of Content

Introduction ………………………………………………………………………………………………………………………….3

ACTIVITY A - Key priorities for the Brunt, PLC in the period of expansion………………………………..4

ACTIVITY B - 10 Minute Argument (Group 3)………………………………………………………………………….4

ACTIVITY C - Recruitment Advertisement……………………………………………………………………………...5

ACTIVITY D - Job Description & Person Specification for Management Position…………………..6-7

ACTIVITY E – Selection Process……………………………………………………………………………………………….8

Flow chart……………………………………………………………………………………………………………………………...8

Interview questions………………………………………………………………………………………………………………..9

Activities………………………………………………………………………………………………………………………….10-11

Expectation of candidates……………………………………………………………………………………………………..11

Assessment ……………………………………………………………………………………………………………………11-12

Criteria……………………………………………………………………………………………………………………………12-13

Budget ……………………………………………………………………………………………………………………………......13

ACTIVITY F – Pre-departure

training…………………………………………………………………………………………………………………………..14-15

Reference ……………………………………………………………………………………………………………………………15

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INTRODUCTION

Arrow Management Consortium (AMC) is a world-class Management Consulting and Recruitment Company that

has been around for the last 15 years. We offer rapid, reliable and excellent support to small and big companies in

the areas of recruitment & staffing, Mergers & Acquisition and Market studies. Our offices are spread across 30

countries in all five continents. We continually strive to bring excellent solution and services to our clients through

constant investment in our competent staffs that are specialized in different industries as well as investing in

modern technology to keep us ahead in the industry.

Our core values are Passion, Creativity, Integrity, our People, Hard-work and Excellence.

Mission statement

We strive to provide with our clients excellent, reliable and upbeat services that will propel their business

forward for not only the near future but for long-term positive benefits too

We price our people (employees) as the power behind the performance and ensure they enjoy endless

growth opportunities that will compensate their dedication and loyalty to work

We promote honesty, transparency and enthusiasm with our clients always in order to always deliver and

foster a good working relation

We measure our success based on our clients satisfaction in the quality of our work and referrals and

turnover

Some of our loyal clients include the following: American Express, Loréal InternationalTotal, Euro Disney, Raleigh

Sugary, Emirates, The Shanghai Group, The Fairy Cruise Lines, Pride of Africa, etc.

To provide you with the best support in finding quality, reliable and experienced Candidates for Brunt Hotels, PLC,

the following Arrow (AMC) staffs shall guide and manage the entire recruitment process till the end.

Ibrahim Abubakari Samantha André Maxime Anne Ellis Brant Cécile Albrecht

We look forward to serving you with excellence and birthing a lasting relationship between Brunt Hotels PLC and

Arrow Management Consortium (AMC).

Thank you.

Brian Black

President Arrow Consortium Management (AMC)

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ACTIVITY A - Key priorities for the Brunt, PLC in the period of expansion

1. Study local culture and customs – understand what’s expected of hotels/businesses 2. Study and gather information on current successful hotels in area, both locally and internationally owned. 3. Search for staff for new hotels in France and China to ensure it is fully a staffed at the time of opening 4. Train new staff in the culture of the business, what’s expected of them and in the skills needed to

correctly carry out the job. 5. Consider local work practices and business ethics to ensure four weeks will be sufficient to rebrand hotels

/ to continue to operate successfully 6. Look for new managers/employees to replace those going abroad. 7. Prepare managers and PCNs for moving abroad through training / cultural awareness courses 8. Set up support network in new country to allow transition for managers to be easier. 9. Along with training, give current managers/PCNs that are interested in going abroad intensive language

training

ACTIVITY B - 10 Minute Argument (Group 3)

Using a combination of PCNs & HCNs (Geocentric Staffing Approach) will be the ideal method for Brunt Hotels,

PLC. This geocentric staffing is when a firm hires “the best people for key jobs throughout the organization

regardless of their nationality, who are talented, skilled, and have a proven track record”(Hill, 2011 pp. 620-621).

This approach will further help Brunt, PLC in moving in the right direction with its internationalization and

expansion strategy.

Benefits of such approach include (a) Diversity in workforce

Since Brunt Hotels, PLC aspires to build a global brand, having a diversity of employees will demonstrate the

company’s readiness to enter new markets and also enhance the image of the company before its worldwide

clients.

(b) Easy integration into new markets

Political and cultural issues will be low if the company chooses this approach. Since the company is employing

not only PCN’s or HCN it makes it easy for the firm to gain support from the host nation and this could curb

policies such as high taxation on foreign firms and tension from political leaders as well as easily attracting

new clients from local markets.

(c) Smooth leadership adherence

This approach will allow a free flow of knowledge within the organization. There will be less language barriers

issues as well as cultural difference issues and employees will follow leadership with respect.

(d) Encourages hard-work and high commitment to work by employees

The organization stands a good chance of hiring the best employees from around the world since

qualification to work will be based only on competence and quality of application. Employees will be

determined to work hard and aspire to be considered for future leadership positions within the firm. Thus,

this approach is good way of managing talent and has a long-term reward for the organization.

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ACTIVITY C - Recruitment Advertisement

Are you ready for More Growth & International Exposure?

Employment Opportunities as Hotel Managers awaits you in the USA, France and China!

In order to keep up with our internationalization strategy, we have recently developed our business in foreign

countries (France, South Eastern USA and Eastern China) through the acquisition of a chain of hotels and with the

hopes of expanding the Brunt Hotels brand and continue to offer excellent customer satisfaction to all our cherished

guests worldwide.

Consequently, we propose to you the position of Hotel Managers(s) in this new exciting challenge. Our objective

is to own and run 250 Hotels globally within the next 5 years with the help of your undying commitment, high

skills, experience and unrivaled wealth of knowledge.

Join us in this exciting challenge!

Job Description Brunt Hotel is seeking a General Manager who will be responsible for the day-to-day running of the hotel and its

staffs. He or She will be in charge of the commercial accountability for budgeting and financial management, planning, organizing and directing all hotel services, including front-of-house (reception, concierge and

reservations), food and beverage operations, and housekeeping. He also will have to recruit, train and manage his team.

Eligibility

Preferably a Masters degree in Luxury & Hotel Management, General Management or Marketing is required or an Undergraduate Degree in a related hospitality industry with a minimum of 3 years work experience is required.

An excellent command of spoken and written English is needed (A working knowledge in French or Chinese will be plus for candidates).

Experience with several hotel operation systems

Excellent interpersonal skills with a good knowledge of current affairs

Salary £50,000.00

Advantages

An exciting international career with immense exposure

Unique evolution career opportunity

Affordable housing and living expense

Platform to learn foreign cultures (Language and general lifestyle).

Send resumes & applications to [email protected]

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ACTIVITY D

(D) Job Description & Person Specification for Management Position GENERAL MANAGER HOTEL M/F General Description: Brunt Hotel is seeking a General Manager who will be responsible for the day-to-day management of the hotel and its staff. He will be in charge of the commercial accountability for budgeting and financial management, planning, organizing and directing all hotel services, including front-of-house (reception, concierge and reservations), food and beverage operations, and housekeeping. He also will have to recruit and manage his team. The typical work activities will include the following. Other duties may be assigned.

planning and organizing accommodation, catering and other hotel services;

promoting and marketing the Hotel’s business;

managing budgets and financial plans as well as controlling expenditure;

maintaining statistical and financial records;

setting and achieving sales and profit targets;

analyzing sales figures and devising marketing and revenue management strategies;

recruiting, training and monitoring staff;

planning work schedules for individuals and teams;

meeting and greeting customers;

dealing with customer complaints and comments;

addressing problems and troubleshooting;

ensuring events and conferences run smoothly;

supervising maintenance, supplies, renovations and furnishings;

dealing with contractors and suppliers;

ensuring security is effective;

handle Hotel’s PR

carrying out inspections of property and services;

ensuring compliance with licensing laws, health and safety and other statutory regulations. Education:

Preferably a Masters degree in Luxury & Hotel Management, General Management or Marketing is required or an Undergraduate Degree in related hospitality industry with a minimum of 3 years work experience is required.

Work experience:

At least 3 years experience within the hotel industry in Hotel Management. Professional skills:

An excellent command of spoken and written English is needed (A working knowledge in French or Chinese will be plus for candidates).

Proficiency in Word, Excel, PowerPoint.

Experience with several hotel operation systems

Skillful in project planning/ tasks and able to prioritize projects/ tasks. Personal skills:

Highly managerial capacities

Highly organized and efficient individual

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Pro-active and result driven (Flexible)

Both team player and captain (hands-on)

Ability to adapt vision and proven flexibility

Creative

Excellent interpersonal skills with a good knowledge of current affairs Work status

Full time Reporting

Reports to the regional Manager

Physical condition

Must be able to stand on feet for a substantial period of time

Ability to raise objects of about 10 pounds from a lower to a higher position or vice-versa without a problem

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ACTIVITY E – Selection Process Pre-selection process will include the following: Resume screening & selection, invitation and calls for interview

with final candidates who will go through the selection process (A total of about 20 candidates will be invited).

Selection process will last 2 days and the process shall be grouped as such.

Day 2

Opening of process

A1a. Fill attendance

forms

A1b. PLC Hotels Video

screening

A1. Welcome

candidates

B. Initial individual

interview

C. Group activities

D. Assessment

/Test

E. Announce

progressing

candidates

F. Background

checks (end of Day

1)

G. 2nd

Individual

interview

H. Final group

case study

I.Individual activity

J.Interview with senior

management

K.Candidates

approval

K.1. Send thank you note

to all finalist

L. Finalise

recruitment

L.1. Review job duties

& responsibilities

L.2. Review selection

criteria

M. Finalise offer

M.1. Negotiate

N. Candidates

accept offer

K.2. Select candidates

O. Hire

candidates

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INTERVIEW QUESTIONS

THE START (BASIC INTRODUCTION 1. Tell me about yourself.

2. Why do you want this job?

3. What are some of your strengths and weakness?

4. Tell me a bit more about the evolution of Brunt Hotels, PLC?

5. What differentiates you from other candidates?

BEHAVIORAL 1. Give me an example of a time that you felt you went above and beyond the call of duty at work.

2. Tell me about a time when you had to give someone difficult feedback. How did you handle it?

3. What was the most difficult period in your life, and how did you deal with it?

4. What's the most difficult decision you've made in the last two years and how did you come to that

decision?

5. What irritates you about other people, and how do you deal with it?

6. What is your greatest failure, and what did you learn from it?

SALARY 1. What do you think of your salary if hired?

2. What do you think of bonuses, incentives and rewards?

CAREER ENHANCEMENT & GETTING STARTED 1. How do you want to improve yourself if you are hired?

2. How would your subordinates benefit from your presence on this job if hired?

3. What will your strategy be within the first month on the job if hired?

4. What significant impact will you make on the job in the first quarter if hired?

5. How would your former boss and colleagues describe your work style?

BRAIN TEASERS 1. Which Celebrity or Politician from the USA/China/France would you like to host for a weekend trip

together? Why?

2. Why do people snore in their sleep?

3. How tall is the Chrysler Building/Eiffel Tower/The Great Wall of China?

4. Who would you choose between Beyoncé and Lady Gaga and why?

5. Why do people cry when they are happy?

LIGHTER QUESTIONS TO END THE INTERVIEW 1. Tell me about your proudest achievement.

2. What philosophy do you live by?

3. What are your lifelong dreams?

4. List five words that describe your character.

5. What is your greatest achievement outside of work?

6. Tell me the difference between good and exceptional

7. What would you like to tell me that I have not asked you?

8. Have you any questions for me?

9. What makes you laugh?

10. Who are your heroes?

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EXAMPLES OF ACTIVITIES

1. Scenarios or role-plays will be given to candidates during initial screening for them to explain how they

would deal and react during situations on their own, with clients and or with colleagues at work. For

example, a candidate will be asked

“What would you do if you are on duty at midnight and a guest arrives at your hotel and you find out all

the hotel rooms are occupied and there’s no room for your guest with her 2 year old child?

This question will test their responsiveness to urgency, creativity, problem solving skills right during the

initial selection process

2. Group activities such as a short case study will be given to a group of 5 people to come up with solutions

for problems. The case study shall touch the core business their interviewing for and this will show the

amount of knowledge they have about the Hotel industry and how they can contribute to it. This activity

shall not last more than 15 minutes for each group.

3. During the final selection process of qualified candidates who made it to the next day’s process will have

a task called “Ladder of Inference”. This activity is to demonstrate how candidates will show their

leadership in a diverse workforce and in decision making about an assumption, wrongful

accusation and perceptions. The ladder is to simply show how one analysis a situation from the

bottom up with regards to characteristics or contributing factors. A scenario will once again be

given and then based on the ladder of inference, he/she will be asked to come up with a

decision. Below is an example of The Ladder of Inference from bottom up

This activity will last not more than 5 minutes.

4. In place of the Ladder of Inference, candidates can be given a small wooden plank with a nail already

stuck on it and then be asked to place 14 nails on the already stuck nail without the 9 nails touching the

wooden plank. This task will show the perseverance and determination to complete task of candidates

and sometimes shows their willingness to complete projects and goals. This activity will take place during

the initial group selection stage and pessimistic candidates will be cut off and only the determined ones

will move on.

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EXPECTATION OF CANDIDATES DURING THE PROCESS

Candidates:

1. Must be pleasant and genuinely interested in people

2. Must be confident and speak from experience during interview

3. Should demonstrate a good level of creativity in scenarios, ideas and in solving problems

4. Must be relatable in group work and with the interview panel

5. Must be eloquent with a clear diction and a must be a great listener

6. Should also be open minded on geography, arts and entertainment, people and culture, etc.

7. Must be well prepared enough for the interview and if possible have with them proof of results, works,

certificates, copies of projects, etc. to show their seriousness and readiness for the interview and job.

8. Must only apply for the job if they are interested in it and all candidates who do not wish to continue in

the process must send a formal written notice or phone call to inform the recruiter.

9. Must be honest in all ways during this process (education, work experience, certificates, etc)

10. Must be of legal age to work and have no criminal records that will harm the image of the hotel and its

environment.

11. They must be aware of the organization’s goal, mission and values.

ASSESSMENT/TESTS TO BE USED

The following are some examples of tests and assessment to be used in the selection process to secure the best

and quality candidates to fill management positions:

Psychometric test (Test Validity Concept)

This test will basically confirm the contents of a candidate’s results and achievements mentioned in his/her

resume and application pack to determine if indeed the candidate is worthy of the current job opening and

whether the candidate will deliver on the job. This psychometric test to be taken shall measure reasoning

capabilities, personality and education.

Two forms of testing will be used in this process, an aptitude and personality test that will last 40 minutes for

each candidate on a computer.

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Background checks

This with the consent of candidates will enable us review their commercial, criminal records and may include

social media checks to clear all doubts and possible future issues that may arise if candidates are not well

screened. The help of people finder tool will be relied on to some extent to give up-to-date data about criminal

offences and arrest history of people.

Employment history validity reference checks

This will assess a person’s work history to help further provide and confirm a candidate’s credentials and behavior

at work from immediate and past employers.

CRITERIA TO BASE DECISION ON & MATRIX TYPE TO USE

The following are in order of importance from the first being the most important and the remaining down

following up

1. Experience

Candidates must have a minimum of 3 years work experience in the hotel industry at Brunt Hotels

PLC with a track record of success and achievement in their line of duties, sense of maturity and also

display good enough knowledge about Brunt Hotels, PLC Hotels (Vision, Mission and Overall goals).

Experience in a multicultural setting would also be an added advantage since the hotel’s clients are of

different nationalities.

2. Education

Candidates must possess a solid educational background in business management with core areas in

hotels & luxury management or general management, business development and marketing from

accredited schools and qualifications. Ideally a Masters degree is acceptable but a first can be

accepted if candidate has a solid work experience.

3. Assessment/Test results

To prove and affirm indeed his/her resume and qualification and readiness to perform on the job,

decision will also be based on the relation between test results and presented qualification to help

select quality of the candidates.

4. Integrity

Candidate will be selected based on proven record of credentials and sincerity on his personal life and

history. This will help reduce the risk of our client (PLC) being dragged in legal issues in the future as

well as being able to entrust business into the hands of the candidate.

5. Interpersonal & Communication skills (Soft skills)

Candidate shall be selected based on his/her eloquence, human relations, open mindedness,

confidence, respect and persuasiveness. This will be noticed during the interview process.

6. Proactive/Creativity

Candidate will be selected based on his/her ability to come up with creative response to

issues/problems and his/her sound decision making during the selection process.

7. Language skills

Fluency in spoken and written English is a must. A second language in either French or Chinese or

both will be at candidate’s advantage.

8. Motivational requirement

Must show an enthusiasm or a will to relocate to other countries

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MULTIPLE CRITERIA DECISION MATRIX

This matrix is being used because decision to select the best candidates is based on several factors

that will be summed up on a scale of 1-10 for candidate’s performance. This scale will be represented

as Exceptional, Good, Average, Below Average and Poor and will have a total of 40 points if candidate

manages to score 5 in all six criteria.

Decision Matrix (Scale of 1-5) for each candidate

SCORES(1 being lowest & 5 highest)

CRITERIA 1 2 3 4 5

Experience

Education

Assessment/Test results

Integrity

Interpersonal & Communication skills

Proactive/Creativity

Language skills

Motivational requirement

TOTAL

Budget : Hiring process

Item Cost in US Dollars $

Consultation fee

$35000.00

Group Insurance

$5000.00

Travel (Airfare/Taxi)

$3500.00

Special Technology & tools

$5000.00

Accommodation & Catering

$1500.00

Legal fees

$10000.00

Total $60000.00

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ACTIVITY F

Pre-departure Training

Research has shown that pre-departure training is a critical element in the future success of employees in

their overseas assignment (Mendenhall et al. 1987, Black 1992, Weech 2001). In putting together this

training plan, we considered several factors in order to determine and implement the most adapted and

“tailor-made” pre-departure training:

The expertise of the future expatriates

The expertise of the expatriate determines the kind of training. Since the employees will be in managing

positions (as opposed to engineering or more technical positions), they will be required to have a great dal of

interaction with host country nationals; the training therefore needs to be quite intensive (Chew, 2004).

Length of engagement (Tung, 1988)

Here it is a minimum of 4 weeks in order to rebrand the hotels, and then the employees will need to manage

the hotels after they re-open.

Degree of engagement (Tung, 1988)

The degree of engagement is quite high: employees will be in managing positions, therefore having to deal

with a lot of different issues and making important decisions on a daily basis. We need to ensure that

employees are able to lead multinational teams.

Degree of expected interaction with host culture

As mentioned earlier, degree of interaction with host culture is moderate to high. In addition to the

customers that the manager might have to deal with, he will need to hire a large number of staff since we are

told that 70 percent of the employees from the acquired organization left.

Degree of similarity between home and host cultures

Here we have to deal with three different countries and several level of similarity between home and host

cultures, from low (U.S.), to moderate (France), to high (China).

Recommendations

France, even though geographically close to the UK and also part of Europe, presents some minor to

moderate cultural differences with employees’ home country. The biggest barrier is the language, which will

definitely require extensive language training. Due to this language aspect, we have decided to provide

training for all family members, including wife and children. We recommend an average level of rigor for the

pre-departure training and opt for the affective approach. It will last 4 weeks and include: cultural

assimilator training, language training, role playing, critical incidents, case studies and stress reduction

training. The emphasis will be put on language and work culture.

The U.S. show the opposite situation: while much further on the world map, it presents many similarities

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with British culture and shouldn’t pose major issues in terms of culture or forms of management. We

therefore recommend a lighter information-giving approach with a lower level of rigor that will last one

week. The emphasis will be put on ways to deal with being away from one’s own country for the U.S. The

training will mostly include area briefings and films/books. The family will also be included. Research has

indeed determined that it is beneficial to include family members in order to reduce employees’ perceived

need to adjust (Deshpande & Viswesvaran 1991, Latta 1999).

China represents the most challenging country at all levels: language, work culture, everyday habits, food,

interpersonal communication, and distance from home country. For this country, we recommend a one-

month immersion approach with: assessment center, field experience, simulations, sensitivity training and

extensive language training. We think it is money well worth investing; even though it will be a little more

costly than another approach, it will prevent higher costs of premature return of expatriates and

management of expatriate’s crises.

Reference

Black, J.S. (1992). Coming home: The relationship of expatriate expectations with

repatriation adjustment and job performance. Human Relations, 45(2), 177-192.

Chew, J. (2004). Managing MNC Expatriates through Crises: A Challenge for International Human Resource

Management, Research and Practice in Human Resource Management, 12(2), 1-30.

Deshpande, S.P., & Viswesvaran, C. (1991). The Effectiveness of Cross-Cultural Training: A Meta-Analysis.

Paper presented at the Annual Meetings of the Academy of Management, Miami.

Latta, G. (1999). Expatriate policy and practice: A ten-year comparison of trends. Compensation and Benefits

Review, 31(4), 35-39.

Mendenhall, M., & Oddou, G. (1991). International human resource management. Boston: PWS-Kent

Publishing.

Tung, R.L. (1998a). A Contingency framework of selection and training of

expatriates revisited. Human Resource Management Review, 8(1), 23-37.

Weech, W.A. (2001).Training across cultures. Training and Development, 55(1),

62.