Question

International HRM Case Study: Expanding the Business Brunt Hotels, PLC, owns more than 60 hotels throughout the United Kingdom. They recently acquired a small hotel chain headquartered in France. Brunt's Chief Executive decided that half of the new hotels in France would be retained and rebranded as part of the Brunt Hotels Group; the other half will be sold. This will support Brunt's strategic objective of growing the organization slowly to make sure that new ventures are well supported and opened on time and on budget. Brunt's hotels are considered budget accommodations; they are functional, clean and reasonably priced. Most guests stay for one to three nights and are a combination of business and leisure travelers. The hotels are typically situated in downtown locations that are easily accessible by mass transit. Tourists are attracted to these hotels in popular visitor destinations where the many local attractions mean that they will not be spending much time in their hotel rooms. The organization has decided to use an ethnocentric approach and send some of their existing UK-based managers to France to lead the changeover of the new hotels and then manage them after they re-open. If this new overseas venture is successful, Brunt may decide to acquire other small hotel groups in other European countries. The organization would like to own 150 hotels in the next five years. Their 10 -year plan is to own 300 hotels across Europe. This is an ambitious target, so it is important that the organization finds an effective formula to operate successfully in other countries. The organization has never owned hotels outside the UK before and has hired a team of independent management consultants to advise them on how to proceed. They provided the consultants with the following information during their initial meeting: - A majority of their existing managers said they would like a chance to work abroad; - None of their existing managers speak French fluently; - They will allow four weeks to rebrand the hotels. The new hotels must be ready to open after that time; - They expect to recruit a large number of staff for the new French hotels because more than 70 percent of the employees from the acquired organization left; and - They will require their managers to be flexible and move between countries if any problems arise. All answers must be supported with examples and application ideas. Question 1 Business expansion is always a challenge especially when it involves a merger and acquisition with another brand from another country. Based on the above article, analyze FOUR (4) priorities to be completed during the four weeks rebrand period and ensure the hotel can be up and running according to the timeline. (15 Marks) Imagine that you are the appointed independent management consultant, and the hotel management asked you if they should look only at internal candidates who are parent country nationals (PCNs) or recruit host country nationals (HCNs) as a Project Manager to lead the expansion. This decision is based on the FOUR (4) priorities that you have identified above. Discuss the following proposals: a. Only PCNs should be hired; b. Only HCNs should be hired; and c. A combination of PCNs and HCN should be hired (15 Marks) Question 3 Based on the above opinion, the hotel management decided that because this is their first venture into a country outside the UK, they want to use PCNs to set up the new hotels and that only internal or existing candidates from their current organisation should be considered. They think that this is important so they can incorporate the organisation's values. However, they believe that once the hotels are up and running, HCNs could be hired. Write an internal recruitment advertisement to be shared with all managers for them to apply for the Project Manager position. Your advertisement should include, at a minimum, the following information: a. Job Scope: Main responsibilities of the position; b. Experience: Skills and years of service; and c. Competencies: Expected behaviors to be demonstrated based on Ownership and Trust values. (15 Marks) Question 4 The hotel management team liked your recruitment advertisement, however, since the organisation has never hired managers to work outside the UK before, they do not know how to start determining the package on top of the basic salary. Design a compensation package for the Project Manager position. Explain the rationale for your design. You may also include non-financial benefits. (15 Marks)

Answer 1

When rebranding the hotels, the key priorities are developing a rebranding plan, training and recruiting staff, updating systems, and coordinating with suppliers. A combination of PCNs and HCNs should be hired as Project Managers to effectively lead the expansion.

Step-by-step explanation:

When rebranding the hotels during the four-week period, there are four key priorities to ensure the hotels can be up and running according to the timeline:

1. Developing a detailed rebranding plan, including new branding elements, signage, uniforms, and marketing materials.
2. Training the existing staff and recruiting new staff to fill the vacancies. This includes conducting interviews, background checks, and onboarding.
3. Updating the hotel's systems and processes to align with the Brunt Hotels Group standards. This includes implementing new software, updating procedures, and integrating with the existing UK hotels.
4. Coordinating with suppliers and contractors to ensure timely delivery of necessary materials and services for the rebranding process.

Considering the identified priorities, a combination of Parent Country Nationals (PCNs) and Host Country Nationals (HCNs) should be hired as Project Managers to lead the expansion. PCNs can bring their knowledge of Brunt Hotels' values and processes, while HCNs can provide local expertise and cultural understanding.

Answer 2

During the four-week rebranding period, addressing language and cultural differences, efficiently managing the renovation and rebranding process, recruiting and training new staff and establishing a robust logistics and supply chain system are the top priorities.

Rebranding is the process of giving a product, service, company, or organization a new identity including a new name logo, and marketing strategy to refresh its image and appeal to a different audience or market.

During the crucial four-week rebranding period for the hotels in France, several priorities need to be addressed.

1. Cultural Integration and Language Proficiency: It is essential to address the language barrier and cultural differences. Since none of the existing UK managers speak French fluently, a priority should be to provide them with basic language training or hire local staff who can bridge this communication gap effectively.

2. Rebranding and Renovation: This includes changing signage, updating decor, and ensuring that all facilities meet the brand's quality and functionality standards. The renovation and rebranding process should be meticulously planned and executed to meet the four-week deadline.

3. Staff Recruitment and Training: With a significant portion of the acquired organization's employees having left, recruiting and training new staff is paramount. This involves identifying the necessary positions, conducting interviews, and providing comprehensive training programs to align the new employees with Brunt Hotels' service standards.

4. Logistics and Supply Chain Management: Ensuring a seamless supply chain and logistics system is in place is crucial. This includes securing reliable suppliers for the hotel's operational needs such as food, linens, and toiletries and establishing efficient distribution channels.