An Investigation on Recruitment and Retention Policies that Affect the Profitability of an Organization:  A Case Study on Leicester Marriott Hotel


Leicester Marriott Hotel is situated in the magnificent city of Leicester in United Kingdom.  It is a 5-storey hotel and has modern facilities, with 227 rooms.  It has been built for fourteen years.  It has already acquired total assets of more than 22 million euro in the Leicester City.  This 22 million euro hotel has been completely built in May 2006.  In that year, Marriot Group took over the operations of the entire hotel.  Eventually, Leicester Promotions began to merge to Marriot Group in March 2005.  During this early period of emergence, high ranked employees together with the promotion’s team had a meeting with the hotel’s senior management and marketing teams to discuss further the joint efforts, assistance and guidance of each other for the favorable and successful positioning of the hotel in its location.  Moreover, the Leicester Shire Promotions has been very helpful in promoting the tourism industry aspect of the hotel as well as its place. 


(http://mediafiles.thedms.co.uk/Publication/LM/cms/pdf/CASE%20STUDY%20Leicester%20Marriott.pdf)


 


 More than that, recruitment and retention policies are very important aspect in the growth and profitability of any hotel organization.  And, to be able to recruit more hotel guests as well as to retain the patronage of the existing clients and guests; it is  more effective to focus on lean thinking in order to determine and be focused on the right strategic tools needed to improve the existing service and hotel facilities for the satisfaction of the  clients and guests. Whatever strategic plan it is, it must be aligned with the goals and objectives of the organization and that is to    have recruitment and retention policies that would increase the income of the hotel business.  Remember, the success of one hotel largely depends on the kind of service and facilities that the entire hotel staff and employees provide for the hotel guests.  And, if the guests are truly satisfied with the facilities and services, there is an assurance that the clients and guests will be kept coming back in the hotel.  This is the reason that Marriott Operations Manager Heidi Lyman attended the Center’s Lean Experience seminar.  This is a five-day session that provides advanced transformation of ideas for the further growth and development of the hotel industry.  This program helps for the successful operations of the Leicester Marriott Hotel ; in fact, within a year, the hotel’s service score increases from 10 points  up to 87 points.  This improved service score from the guests is a very remarkable sign that the hotel is doing lean principles in manufacturing as well as surpassed the expectations of the clients and guests when it comes to providing excellent service to them.  And, Ms. Lyman being the Operations Manager of the hotel taught the lean thinking that she has learned from the program to her hotel staff such as having daily interaction with the guests is a very effective way of knowing what is the other needs and wants of the hotel guests.


(http://mediafiles.thedms.co.uk/Publication/LM/cms/pdf/CASE%20STUDY%20Leicester%20Marriott.pdf)


Correspondingly, this is the proper way also to know if they are satisfied to the service rendered by the hotel staff.  All these things will be worked out perfectly if the employees are well knowledgeable about the demands and needs of the hotel guests.  In addition, it is also significant that all employees in the hotel are always on the go and full of vigor to be able to “infect” that enthusiasm to the hotel guests.  Furthermore, the second lean concept is  all about the connections of the hotel employees and the guests.  The management should always think and understand the needs of his or her employees in order to provide effective service to the clients and to be able to perform their tasks efficiently.  Relatively, spending more time with her subordinates makes Ms.  Lyman realized that designing together for the key responsibilities and functions of the employees keep them more focused on their job and they are more able to provide great service value to the hotel guests.  The last but not the least concept  is;  the hotel designed a responsive system that enables  the hotel manager to listen and be sensitive enough  to the needs of her  subordinates.  According to Ms. Lyman, any hotel manager should treat their employees as their customers or clients.  Doing this, will make the employees feel their great importance in the organization.  They come to realize that their value as an employee is the primary asset of the hotel and most especially to their customers.  In the same fashion, helping out the employees to make the job done quickly is a primary important in any hotel business. Backing up employees with proper coaching and support system is very vital in order them to provide effective and continuous excellent service to each hotel guests.


 


   (http://www.nextplc.co.uk/nextplc/newsevents/rns/rnsitem?id=4175050)  


 


References:


(http://mediafiles.thedms.co.uk/Publication/LM/cms/pdf/CASE%20STUDY%20Leicester%20Marriott.pdf)


(http://mediafiles.thedms.co.uk/Publication/LM/cms/pdf/CASE%20STUDY%20Leicester%20Marriott.pdf)


 (http://www.nextplc.co.uk/nextplc/newsevents/rns/rnsitem?id=4175050)  


 


 


 


 


 



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