Strategic Leadership and Human Resource Practices in Organisation

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Course/Unit Information

Course Extended Diploma in International Business and Strategy

Unit No. GP39 04

Unit Name Strategic Leadership and HR practices in Organisation

Unit code HX3W 04

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LEARNING OUTCOMES AND ASSESSMENT FEEDBACK

Name of the Assessor

Module Code & Title HX3W 04 Strategic Leadership and HR practices in

Organisation

Module Learning Outcomes

LO1 Critically analyze the significance of Strategic Human Resources Management and

its changing landscape in organizations.

LO2 Critically discuss the impact of Human Resources Management activities on the

Organisational Performance.

LO3 Evaluate various leadership styles and practices in organizations.

LO4 Plan how to implement change in an organization.

Assessment Types Marks Marks Achieved

Project Format

Executive Summary 5

Introduction 15

Literature Review 20

Leadership Styles and Practices 20

Change Implementation Plan 30

Recommendations and Conclusions 10

Overall Score 100

Overall Grade Click or tap to enter a date.

Summative Feedback:

Overall Feedback on

current work with

emphasis on how the

student can further

improve in future.

The following grading criteria will be applicable for the course, Executive Diploma in

International Business and Strategy:

Marks Grade

70 to 100 A - Distinction

60 to 69 B - Merit

50 to 59 Pass

40 to 49 Fail with Resubmit

0 to 39 Fail with Retake

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Assignment Strategic Leadership and HR practices in Organisation

Learning Outcome 1: Critically analyze the significance of Strategic Human Resources

Management and its changing landscape in organizations.

▪ PC 1.1: Critically analyze the purpose and functions of Human Resources Management in

organizations.

▪ PC 1.2: Review the scope of Staffing, Development and Compensation HRM activities in

your chosen organization.

▪ PC 1.3: Analyse the contributions of Human Resources Management activities in achieving

Organizational Objectives.

▪ PC 1.4: Critically discuss the paradigm shift in various perspectives on Strategic Human

Resources Management affecting the contemporary HRM issues of organizations.

Learning Outcome 2: Critically discuss the impact of Human Resources Management activities

on the Organisational Performance.

▪ PC 2.1: Critically discuss the link between Human Resources Management activities and

Organizational Performance.

▪ PC 2.2: Apply critical analysis of the contributions of Human Resources Management

activities to the Organizational Performance Outcomes in an organization.

▪ PC 2.3: Explore and discuss the impact of Human Resources Management on Organizational

development.

Learning Outcome 3: Evaluate various leadership styles and practices in organizations.

▪ PC 3.1: Evaluate a range of Leadership theories and models for organizational management.

▪ PC 3.2: Explore and discuss application of various leadership theories and models for

organizational management.

▪ PC 3.3: Conceptualize the best/most suited leadership styles for organizational development

for your chosen organization.

Learning Outcome 4: Plan how to implement change in an organization.

▪ PC 4.1: Critically analyze the factors driving change in organizations.

▪ PC 4.2: Evaluate a range of change management theories and models.

▪ PC 4.3: Develop a change management implementation plan.

▪ PC 4.4: Plan how to communicate the change implementation plan to organizational

stakeholders.

▪ PC 4.5: Critically analyse strategies to overcome resistance.

Assignment Task 1 Report [100 Marks] [4000-5000 Words]

Read the following Scenario and prepare a Report with the guidelines provided.

Scenario:

The Covid-19 pandemic has caused tremendous disruption in lives and in business, and the human

resources function is the key to catalyzing changes in the workplace. In wake of the Covid-19

pandemic, the top management in your organisation has decided to implement a one-year work-from-

home policy. Given the fact that there will be no employees physically present in the organisation, this

policy change will have an impact on different HRM practices within your organisation. You are the

Vice President – Human Resources and you need to write a report on how the organisation will handle

this change and its impact on different HRM activities. You can choose your own organization or

another other organisation of your choice for writing this report.

Your report must be based in the following format:

1. Executive Summary [5 Marks]

2. Provide a brief introduction of the organisation and critically analyse the role of different HR

functions in enabling your organisation to achieve its strategic objectives while reviewing

staffing, development, and compensation practices in detail. [15 Marks]

3. The learner is expected to undertake secondary study from a range of academic and commercial

publications to critically discuss and analyse the effect of Strategic HRM towards contribution

and impact of HRM activities on organisational performance and development. You should

present critical study by going through 3-4 research articles and journals on the alignment of HRM

activities and overall organizational performance. [20 Marks]

4. Evaluate any TWO leadership theories and discuss their application in context of your

organisation. Also, propose the best/most suited leadership style for your chosen

organisational development. [20 Marks]

5. Critically analyse the factors driving change and apply any (ONE MODEL) change

management models to your organisation, and strategies to overcome resistance. Develop a

change management implementation plan along with a communication plan to address the new

work-from-home policy. [30 Marks]

6. Provide overall recommendations and final conclusion to be given for the chosen organisation.

[10 Marks]

Harvard Referencing should be maintained throughout of the assignment

Performance Descriptors

Performance descriptors indicate how marks will be arrived at against each of the above criteria. The

descriptors indicate the likely characteristics of work that is marked within the percentage bands

indicated.

Performance

Criteria

(70-100%)

Work of an

outstanding,

excellent & v. good

standard (*)

(60-69%)

Work of a good

standard.

(50-59%)

Work of a pass

standard.

D (40-49%)

Fail

E (0-39%)

Fail

Executive

Summary

(5%)

A critical overview

with the help of

Executive Summary.

Bring out relevant

authors, rival theories,

and major debates to a

very good, possibly

excellent (even

outstanding) standard.

A synthesized

overview of the

Executive Summary,

where good use of

existing academic

work and evaluation

of main work is given

out coherently. Some

review of relevant

authors, rival theories,

and major debates.

A reasonable

overview of the

Executive Summary,

where satisfactory

summary is given of

the whole produced

work. There is

evidence of

engagement with

pertinent issues. Key

authors & major

debates are presented.

Evidence of suitable

basic reading.

Limited overview of

Executive Summary.

The work may be an

overly descriptive

account

demonstrating only

minimal

interpretation, and

very limited

presentation of the

whole summary.

Confused overview

of Executive

Summary.

Fundamental

misconceptions of

how to write an

Executive Summary.

The work is mainly

descriptive and

shows little or no

understanding of

summary

requirements.

Introduction

(15%)

Introduction should

explicitly bring out

relevant details

necessary to

understand the context

of organization. The

business scenario is

elaborated using facts

and figure or related

information from

academic and non-

academic sources

where necessary.

Exemplary

compilation with

detailed background

on concepts of HRM,

its functions, linkage

to SHRM and

organizational

performance. Mature

links made between

relevant ideas,

theories, and practice.

Extensive range of

relevant sources;

those identified

beyond classroom

sessions; are used. An

argumentative

perspective is

presented

demonstrating

originality and

creativity in the

interpretation of the

scope of staffing,

development, and

compensation. No

obvious errors in

referencing or

grammar or syntax.

Introduction should

bring out good

relevant details

necessary to

understand the context

of the organization.

The business scenario

clearly described

using adequate

terminology. Some

external sources

(academic or non-

academic) referenced

and included to

support discussion.

Competent

compilation with

sufficient background

on concepts of HRM,

its functions, linkage

to SHRM and

organizational

performance. Sound

links made between

relevant ideas,

theories, and practice.

A sufficient range of

relevant sources; from

among those

identified in

classroom sessions;

are used. An

evocative perspective

is presented in the

interpretation of scope

of staffing,

development, and

compensation.

Negligible errors in

referencing or

grammar or syntax.

Introduction should

bring out satisfactorily

the practices in the

organization. The

business scenario

described but has

gaps. External sources

(academic or non-

academic) not

included or poorly

used.

Basic compilation

with sufficient

background on

concepts of HRM, its

functions, linkage to

SHRM and

organizational

performance. Average

links made between

relevant ideas,

theories, and practice.

A very limited range

of relevant sources;

from among those

identified in

classroom sessions;

are used. A

descriptive

perspective is

presented in the

interpretation of scope

of staffing,

development, and

compensation.

Evident errors in

referencing or

grammar or syntax.

Introduction is not

satisfactorily

bringing out

business context of

the organization.

The business

scenario has not

been adequately

described. External

sources (academic or

non-academic) not

evidenced or

minimal.

Poor/insufficient use

of facts and figures

observed.

Weak compilation

with sufficient

background on

concepts of HRM,

its functions, linkage

to SHRM and

organizational

performance.

Superficial links

made between

relevant ideas,

theories, and

practice. An

insufficient range of

relevant sources;

none from among

those identified in

classroom sessions;

are used. A vague

perspective is

presented in the

interpretation of

scope of staffing,

development, and

compensation.

Repeated errors in

Introduction is very

sketchy and does not

satisfactorily bring

out the vision,

mission, employee

size, revenues and

other information

required to

understand the

organization in the

context of strategic

management

practices in the

organization at all.

Adequate research

not conducted.

Poor compilation

with sufficient

background on

concepts of HRM,

its functions, linkage

to SHRM and

organizational

performance.

Sketchy links made

between relevant

ideas, theories, and

practice. No relevant

sources: from among

those identified in

classroom sessions;

are used. No

perspective is

presented in the

interpretation of

scope of staffing,

development, and

compensation. Too

many errors in

referencing or

grammar or syntax.

referencing or

grammar or syntax.

Effect of SHRM &

HRM on Org

Performance

(20%)

An exceptional

analysis of the

literature is

developed.

Summarizes and

shows insightful

synthesis of the

literature information

including

identification and

analysis of gaps.

Strong linkage is

established among all

the organizational

performance

outcomes like growth,

profitability, ROI,

competitive

advantage, legal

compliance, strategic

objectives attainment,

and key stakeholder

satisfaction. Dr. Dave

Ulrich’s Strategic HR

Model is clearly

synthesized. No

obvious errors in

referencing or

grammar or syntax.

A good analysis of the

literature is

developed.

Summarizes and

shows sound synthesis

of the literature

information, including

identification and

analysis of gaps.

Good linkage is

established among all

the organizational

performance

outcomes like growth,

profitability, ROI,

competitive

advantage, legal

compliance, strategic

objectives attainment,

and key stakeholder

satisfaction. Dr. Dave

Ulrich’s Strategic HR

Model is well

resonated. Negligible

errors in referencing

or grammar or syntax.

A basic analysis of the

literature is

developed.

Descriptive

presentation of the

literature information.

Limited identification

but no analysis of

gaps. Average linkage

is established among

few of the

organizational

performance

outcomes like growth,

profitability, ROI,

competitive

advantage, legal

compliance, strategic

objectives attainment,

and key stakeholder

satisfaction. Dr. Dave

Ulrich’s Strategic HR

Model is loosely

referred to. Evident

errors in referencing

or grammar or syntax.

A weak analysis of

the literature is

developed. Mere

compilation of

information.

Includes no

identification and

analysis of gaps. No

linkage is

established among

all the organizational

performance

outcomes like

growth, profitability,

ROI, competitive

advantage, legal

compliance, strategic

objectives

attainment, and key

stakeholder

satisfaction.

Repeated errors in

referencing or

grammar or syntax.

A poor analysis of

the literature is

developed. No

synthesis of the

literature

information.

Identification and

analysis of gaps is

absent. No linkage is

established among

all the organizational

performance

outcomes like

growth, profitability,

ROI, competitive

advantage, legal

compliance,

strategic objectives

attainment, and key

stakeholder

satisfaction. Too

many errors in

referencing or

grammar or syntax.

Leadership

Practices (20%)

The work thoroughly

examines the scenario

at the chosen

organization. The use

of the leadership

models clearly brings

out the alignment of

the strategic HR

activities to

organizational goals

and objectives. Highly

practical justifications

are provided.

Illustrations and

Tables are properly

captioned.

The work examines

the scenario at the

chosen organization.

The outcomes are

good. The use of the

leadership models

clearly brings out the

alignment of the

strategic HR activities

to organizational

goals and objectives.

Some sound

justifications are

provided. Illustrations

and Tables are

captioned.

A reasonably well

examination of the

scenario at the chosen

organization. The

outcomes are obvious

and average. The use

of the leadership

models is evident, but

the outcomes are

descriptive about the

alignment of the

strategic HR activities

to organizational

goals and objectives.

Considerable

justifications are

provided. Illustrations

and Tables are not

necessarily captioned.

The examination of

the scenario at the

chosen organization

is not well done. The

outcomes are

sketchy. The use of

the leadership

models is evident,

but the outcomes

somewhat fail to

present the

alignment of the

strategic HR

activities to

organizational goals

and objectives.

Weak justifications

are provided.

Illustrations and

Tables are not

captioned.

The examination of

the scenario at the

chosen organization

is not well done. The

outcomes are poor.

The leadership

models are not used

and hence the

outcomes fail to

present the

alignment of the

strategic HR

activities to

organizational goals

and objectives.

Failure to provide

justifications.

Change

Implementation

Plan (30%)

An ability to

successfully

synthesize theoretical

issues into practice

and evaluate the

possible implications

and lessons of SHRM

and Change Mgmt.

Ideas are presented in

a succinct manner and

conclusions are well

reasoned which have

relevance to the

scenario.

The work

demonstrates a

willingness to

question and to

explore issues and to

synthesize theoretical

perspectives and

practical application

within chosen context

SHRM and Change

Mgmt. Some

meaningful well-

reasoned conclusions

and attention given to

lessons learned which

The work

demonstrates a

competence to explore

issues and to

synthesize theoretical

perspectives and

practical application

within chosen case

context of SHRM and

Change Mgmt. Some

helpful conclusions

and acknowledgement

of lessons learned.

There may be little

evidence of an

ability to apply

theoretical principles

to the case scenario

or a wider context of

SHRM and Change

Mgmt. Conclusions

unrelated to the

scenario. Lessons

learned either

superficial or

lacking.

No application of

theoretical principles

to the case scenario

or a wider context of

SHRM and Change

Mgmt. Conclusions

unrelated and

confused or illogical

and unsubstantiated.

Lessons learned

either superficial or

lacking. Possibly no

real attempt to

address assignment

brief in respect of

have relevance to the

scenario.

actual questions

asked.

Recommendations

and Conclusions

(10%)

Well-organised,

logical, fully

supported by

evidence, conclusions

clear and arise from

results/discussion;

practical and feasible,

with clear

consideration of

SHRM issues.

Recommendations

driven by good

deductions from

findings.

Well-organised,

logical, supported by

evidence, conclusions

fairly clear and arise

from results &

discussion; practical

and feasible, with

clear consideration of

SHRM issues.

Recommendations

driven by decent

deductions from

findings.

Reasonably well-

organised, logical,

generally supported

by evidence,

conclusions fairly

clear and arise from

results & discussion;

practical and feasible,

with unclear or weak

consideration of

SHRM issues.

Recommendations not

always driven by good

deductions.

Poor organisation;

gaps in reasoning;

some obvious

conclusions omitted

for the list; other

conclusions not

especially driven by

the findings but from

‘common sense’. No

real implications and

recommendations

weak and

incoherent.

Assertions little

related to evidence,

frequently illogical

or arbitrary;

conclusions if

presented are

disorganized;

alternatives not

considered; no real

understanding of the

need to draw

conclusions,

implications, and

recommendations

from results.

STRATEGIC LEADERSHIP & HR PRACTICES IN ORGANIZATION

A world leading Hotel group in Hospitality industry.

Table of contents

1 Executive Summary

2.1 Introduction to Accor Group

2.2 Role of different HR functions.

2.2.1 Recruitment process of Accor & employee retention

2.2.2. People development strategy in Accor

2.3 Impact of HR functions to strategic objectives of Accor.

3.1 Strategic HRM (SHRM)

3.2 Impact of HRM activities on overall organizational performance & Development.

3.3 Strategic HRM in Accor.

4.1 Leadership Theories and their application to Accor Group

4.1.1 Transformational leadership theory

4.1.2 Situational leadership theory

4.2 Leadership style proposal for Accor for their further development.

5.1 Change Management.

5.2 Factors driving change in organizations.

5.3 recent change in Accor group.

5:4 John Kotter’s 8 step change management model.

5.5 Change management implementation and communication plan to “work from home

policy.”

6.1 Recommendations for Accor

6.2 Conclusion.

Executive Summary

Unlike traditional Human resource management that was focused on short term HR practices

that involves more in to determining policies and procedures around people management in

organization, this function has now been enhanced dramatically. As such, in strategic Human

Resource management (SHRM), we focus on HR strategies, plans and actions are linked with

high level long term business strategies and objectives. This assessment will critically discuss

and elaborate further on SHRM. (SHRM, n.d.)

As a hospitality professional, this report will introduce to one of the largest hospitality pioneers,

Accor hotel group, a public listed company, where its business started from 1967 by opening

its first Novotel in France and grew up its presence to 110 destinations, and employing 260000

people worldwide.

In this report it will provide in depth understanding of different HR functions and Roles, touch

basing on recruitment process of Accor, people developments strategy in the company and its

positive impact on overall strategic business objectives. This will further critically discuss

about strategic human resource management in general along with examples related to same in

the chosen organization.

Leadership style and theories applied in organization is one of the keys to the success in

applying SHRM. Therefore, this report will introduce and elaborate to leadership theories in

general and critically discuss the theories that is applied in the chosen organization along with

suggestions for future growth.

This report will further evaluate and crucially discuss the application of change management

along with change management plan and at last this report will leave overall suggestions to

Accor Hotel Group.

2.1 Introduction to Accor.

Accor is one of the world’s leading hotel company in the hospitality industry. Accor was a

story of two friends, Paul Dubrule & Gerald Pellisson who managed to open their first hotel in

the year 1967 in France. Despite people did not believe this brand at that time, today their

seamless efforts paid off to celebrate their success as Accor. (Groupaccorhistory, n.d.)Accor is

public listed company, listen in “Euronext” under the stock symbol ACCOR-AC.

(Yahoofinance, n.d.) (Accor share quotation, n.d.)

Brand presence / System size.

Accor consist of 5100 hotel establishments in 110 destinations according to latest updates.

Accor provides employment to 260000 people in their business model.

Vision of the company – Accor ambition

With the leadership of Mr. Sebastien Bazin, Accor aims to meet below mentioned key objective

in their organization at large.

• Build iconic and leading brands

• Extend global presence and leadership

• Develop leadership potential of people

• Provide and adopt to state of the art technology

• Act for a meaningful hospitality

Accor has proven their wide array of market scales that they have touch based in hospitality

industry to cater services from economic to luxury clientele. Below image will introduce to

their brands under their scale. They enabled new ways to segregate their brands as Live, work

& Play introducing food and beverage, nightlife, wellbeing and co-working brands.

(Accorgroup, n.d.)

2.2 Role of different HR functions.

Retention of employees and ensuring satisfaction of employees in the hospitality industry has

been challenging with growing market dynamics and as well as supply increase from

competitive hotel chains. People creates reputation in the industry for employees and as well

as for customers. As such, human resources management function is influential in the industry.

Employees when happy, delivers the most expected results/performance which will lead to

success in an organization. Below are the key functions of Human resources management.

Recruitment process & employee retention

People development

Motivation

Managing change

Uniting management and employees

Managing compensation practices in organization.

Business compliance and laws

(Smyth, 2020)

2.2.1 Recruitment process of Accor & employee retention

Accor has a recruitment policy, perhaps a culture that welcomes diversity and inclusion in

people every year who seeks new challenges. Their state of the art recruitment process consists

of four stages.

Posting opportunities – Approved job advertisement with detail job description.

Sourcing and selection candidates – Based on objective but not based on discrimination.

Recruitment interviews – Digital interview or face to face interview.

Communication on application status – All applications will receive an answer.

Quality employees are difficult to find and retaining them is more challenging. Engagement of

employees plays a major a role and Accor is currently practicing below as their actions to

ensure that people are engaged.

• Wellbeing;

• Social climate;

• Motivation;

• Pride in belonging;

• Equal opportunity;

• Accor’ position as a benchmark employer;

• Our employees’ perceptions of our vales from where they are standing.

Additionally, Accor is planning to implement below to maximize engagement.

• Openly publish survey results, including all necessary breakdowns (Group, country,

brand, region, function, etc.);

• Identify pointers for progress and opportunities to increase engagement;

• Roll out operational action plans for each team based on survey findings;

• Support the new Talent & Culture strategy "TALENT & CULTURE" and new

leadership model.

(Accor recruitment policy, n.d.) (accor.com/planet21, n.d.)

2.2.2. People development strategy in Accor

The company calls it culture for people as “heartist” that focuses on inclusion, care and

acceptance. It does not have any resistance to accept people as they are and to provide them all

benefits to learn and grow,

To develop and provide equal opportunity to learn and grow within the company, Accor

provides the benefit of membership to “The academy”, which is the learning platform for

people work in Accor.

According to a statement from Global senior VP of learning, development & transformation in

Accor, Caro Van Eekelen, training is a way of lifestyle in the company. Below is some

statistical information of trainings in the company. (Osseland, n.d.)

Benefits for people.

(accor.com/what we offer, n.d.)

2.3 Impact of HR functions to strategic objectives of Accor.

Strategic objectives of Accor

As explained above related to important HR functions, it is evident that, in order to achieve

global level strategic objectives of Accor hotels, it is essential to have related strategic

objectives in HR management. People are crucial to make or break an organization. In all four

above mentioned strategies, people plays a valuable role at all means. Therefore, the business

retention of Accor over the last 50 years, the culture that the company has adopted as “heartist”,

HR management cultures, Training and development cultures has given a material impact on

the overall growth of the organization.

(group.accor.com, 2020)

3.1 Strategic HRM (SHRM)

Human resources management plays a significant role in company’s overall performance and

this is what every leader understand in general. Many companies accept that human capital is

the most valuable asset in organization. However according to researchers done in 2013,

experts say that HRM is yet a relatively immature field which is moving into a rapid evolution

and a development.

Traditional human resources management refers to acceptable practices and policies that are

driven among the employees in the organization. However, over the last decade, human

resource management is no more limited to hiring and firing people or adding the pressure in

bureaucracy by maintaining files and records only. As such, in 1996 there had been criticizing

arguments by two new researches about to HRM and SHRM. In that context, Strategic HRM

is about linking companies overall Vision, Mission and objectives to HRM objectives. And

SHRM practices are focused on gaining competitive advantage. Some of those practices are;

• Employment security

• Selective hiring

• Self-managed teams

• Comparatively high compensation contingent or organization performance

• Extensive Training

• Reduce status distinctions

• Sharing financial performance.

(Darwish, 2013)

According to a study done for 115 subsidiaries of fortune 500 companies, majority has shifted

their approach to have Strategic Human resource management and planning in organizations.

HRM issues in this approach are discussed in a high level & SHRM leaders are involved in

setting overall company’s business objectives.

Below are some of the key strategic characteristics that changed HRM to SHRM

• A longer term focus on the organization.

• New linkages between HRM and strategic planning

• Proposed linkages between HRM and Organizational performance

• Inclusion of line managers to prepare HRM policies – Transparency.

(Martell & Caroll, 1995)

3.2 Impact of HRM activities on overall organizational performance & Development.

According to a study made in China, there are key elements in Strategic HRM that drives a

strategy to overall business performance.

• HRM System – Implementing optimum HRM systems and processes in an organization

will benefit the competitive advantage.

1. Control mode HR system – Reduce direct labor costs and increase efficiency.

Connecting employee’s compensation with labor output.

2. High Committed HRM system – Learn the goal of organization. Create formal

work team, employee involvement team and cross team job rotation.

3. Customer service oriented work system – Develop a culture in the work

environment that you wish to deliver to your customers. This work system

included employee involvement, training and incentive mechanism based on

evaluation

• Organizational strategy – Influence of strategy to HRM and influence of HRM strategy

to overall business performance.

• Organizational performance – The content of involvement of HRM to overall

organization performance is linked with the human capital policies which are

recruitment, compensation & Benefits, performance management & Training and

development.

• Internal & External environment of organization – External environment conditions

such as economic, social & political conditions makes significant impact to internal

factors of the organization.

(Yunlan, 2017)

As much as Sales and Marketing and Finance functions are important to an organization, it is

undoubted that HR takes more responsibility to deliver the best results of the organization. That

is mainly because HR is the main department that sets the strategies before acquiring the most

valuable assets to the organization. People who works in Sales, Marketing or finance might

lose sight on organization values while HR will put them in line. HR strategy acts as the

bedrock of a successful organization.

Below will articulate several main activities powered by the HR strategic leaders for the best

interest of the organization.

Recruitment

This is one of the main activities in HRM. This need to keep hand in hand focus on the effective

recruitment process and to ensure that we hire the right fit to the right job at the right time.

Build a strong culture and promote it

It is a collection of meaningful values that are converted to the acceptable behavior of the

organization often with respect to diversity. It will enhance that the teams will work together

that will eventually impact on overall business performance.

Training & Development

People’s career should not stop once they are bound with an agreement for certain

responsibilities. Identifying potential talents of people, setting development plans, making

future talents is one of the prime important job of HRM.

Participate in growth planning

Business over a period of time grows by its size, in the same destination, into a different market

or by acquiring more businesses etc. As the HR leader it is essential to understand the strategic

direction of the organizations future in order to come up with the HR plan ensuring company

protects their competitive advantage and secure more profits. In this exercise, HR plays a major

role in understanding existing potential talents for growth, Potential attrition levels and new

hire requirements along with their compensation and benefits. Nevertheless, maintaining

consistency on company values is crucial.

Minimize turn over

Recruitment process consumes a lot of time and energy to go through the systems and processes

to finalize I candidate out of many. Over a period of time, if an employee is not given additional

tasks to learn, engaging in training activities, they often get disengaged. It is one of the key

responsibilities of HRM together of line manager to assess on people’s performance, recognize

great performances, offer training opportunities and put development plans in place so that

people will feel more engaged. See below graph on the cost of an employee to their value.

Take Employee feedbacks

Giving equal opportunity to people to open their minds and to give feedback on the

organization, its management is essential. No system is 100% perfect. But in people

management, listening to people and showing empathy and respect to people’s ideas and

opinions takes the organization for greater heights. A lot of companies uses survey tools to do

this exercise. (Ex: Gallup).

Performance Management

Similar to the standardized recruitment process, a performance management process needs to

be implemented with the same measuring KPI’s of recruitment process. So those KPI’s,

competencies are linked with the company’s overall business goals and relates to the values.

As discussed above, the HR team is an integral part of the business. A great HR team seems to

fade into the background, yet much of what they do underpins business growth. It makes sense

to involve the HR team in the decision-making progress. Your HR team’s work will impact

your ability to execute expansion plans, attract the best people, equip them with the skills they

need to thrive in the organization, and keep them from leaving. The seven tips shared are just

some of the many ways an effective HR strategic activities can road the map for business

growth.

(Odak, 2020)

3.3 Strategic HRM in Accor.

In order create dedicated teams across all the brands of Accor hotels, their main goal with the

human capital is to act as an inclusive company. Below are some of the actions related to that

goal.

• Open to all and proud of our differences

• Empower people and encourage talent to blossom

• Care about our employees’ wellbeing and balance

• See differences as opportunities to spur innovation, grow local roots, step up

performance and nurture dedication

As such, Accor managed to achieve below results, and created some milestones in their

business.

(Groupaccor, n.d.)

4.1 Leadership Theories and their application to Accor Group

There are oceans of literature regarding leadership, it’s fundamentals, it’s styles, it’s

effectiveness any many more. For over many decades in the past, there had been few leadership

theories that were introduced theoretically and practically. These theories were the findings of

various researches, knowledge shared by philosophers that critically explained what does it

take to become a leader. As such, below are 7 main leadership theories that raised over a period

of time and will explain what Accor is practicing of the said theories.

• Contingency theory – Applicable to all situations.

• Situational theory – Acts based on situations.

• Transformational theory – A powerful leadership that transforms people to perform

expected results of a job task.

• Transactional theory – Mainly considers rewards and punishments to motivate

employees.

• Behavioral theory – This theory considers effective leadership to be the result of many

learned and acquired skills.

• Great man theory – Leaders are born rather than made with the required skills to be a

leader.

• Trait theory - This theory walks in the footsteps of the Great Man theory in assuming

that leaders are born with traits that make them more suitable for the role of a leader

than others who lack those natural-born traits. As such, the theory pinpoints certain

qualities such as intelligence, accountability, sense of responsibility, and creativity,

among others, that lets an individual excel at leadership. (Simplilearn, 2021)

4.1.1 Transformational leadership theory

This leadership theory is also named as relationship building theory among leaders and their

followers. This leadership is quite inspirational and charismatic and has the ability to encourage

their followers to transform in to better versions while they deliver job results. This leader has

the strong ability to express the job in detail, its importance, why and how it is done to have a

great sales pitch in letting the followers absorb it. This is one of the leadership styles that is

focused not only on people performance in general by to let people identify their best potential.

This theory helps leaders to sharpen their skills over and over again. (Simplilearn, 2021)

At the Accor there are reasons that is made evident about their transformational leadership

theory which has been adopted by its leaders. Below are some of the examples according to

some newsletters shared by Accor group.

• Accor recognizes and celebrates extraordinary female talent through an international

network called RiiSE. Open to both women and men, RiiSE promotes diversity and

focuses on empowering both genders through a mentoring program with 900 pairs

around the world. In addition, RiiSE strives to combat stereotypes, everyday sexism

and sexual harassment. (Accorleadership, 2019)

• Developing young general managers within the Accor group based on their strategic

HRM methods and applying the leadership theories, ensuring that all required tools,

systems and processes in place for people to learn and grow. Arne & Sandra is the latest

talk in the town for Accor as they moved in as General managers for business units

based in Germany. According to Sandra, Accor offers its staff countless possibilities of

training and career development. And the support and guidance you get from mentors

is also very helpful, very valuable. This clarifies from their mentors in departmental

training level to the top management, as a team understands how to apply

transformational theory in leadership. (Accor group, 2019)

4.1.2 Situational leadership theory

Situational leadership theory does not favor any leadership, to mention one is better than the

other as it is applied in many organizations depending on situations. Due to covid19 pandemic

situation, tourism industry at large took the hardest hit after the global financial crisis. There

had been unprecedented circumstances that arise and impacted in the macroeconomic market.

Leaders in tourism and hospitality industries had to apply situational leadership theories across

their organizations to protect the best interest of many people, and the businesses itself.

(Simplilearn, 2021)

Early February 2020, After WHO declared COVID19 as a contagious virus and it is a

pandemic, Accor group proactively started to take mitigating actions to avoid potential

financial losses in the organization. Some of those actions are freezing hiring globally, reducing

schedules or furloughing for 75% of global head office teams for Q2. (Accorpress, 2020)

In addition to the cost saving measures mentioned above, to help the front line medical staff,

Accor implemented the CEDA telephone help desk (coronavirus emergency desk Accor) in

France to fight the battle of health crisis. This in turn adds credit to Accor for the generosity

shown for corporate social responsibility and proves their sustainability strategies.

(Accorpress/1, 2020)

According to above facts, it clarifies that Accor has applied situational leadership theories too

in their organization when situations arise.

4.2 Leadership style proposal for Accor for development.

According to what is articulated above, Accor is following some of the best leadership theories

in their organization that has proven their track record of development, over the past five

decades. However, there are some issue that would have been addressed in a more positive

manner.

For example, according to business & human rights resource center in UAE that published the

story in web in 2020, it was mentioned that some staff were not paid their monthly salary and

6 people in a room has been stranded without cleaning supplies.

However, Accor management replied mentioning that they have been providing free

accommodation and meals to employees and as well as mentioning about the CSR activities

that they are engaged with as a global initiative. But it seems that the response did not resolve

the highlighted issue.

In this kind of situation, I believe, leaders should apply behavioral leadership theory which can

translate leadership qualities to actions and behaviors. In this leadership, it considers many

learned skills of a leader to be effective to the situation and to drive expected results.

Understanding the pressure levels for employers and as well employees of tourism industry

during Covid19, I suggest that behavioral leadership theory should be adopted by Accor. Or

on the other hand, action centered leadership style, is also a choice for this kind of situation

that can focus on the required element either Team, Task or Individual according to the

requirement of the situation.

(Business & Human Rights resource center, 2020)

5.1 Change Management.

Change is something that is evolving over the centuries gradually however it is been

significantly analyzed and rapidly evolved over the last quarter of the century. Therefore,

preparing, supporting by required tools, and supporting individuals to move through the

required changes step by step are the strategic approach to achieve success in change

management. (Prosci.com, n.d.)

5.2 Factors driving change in organizations.

While there are numerous factors that drives change in organizations and may vary depending

on various industries, there are few general factors that are common to many

industries/organizations.

Mergers & Acquisitions

Mergers and Acquisitions adds a huge pressure to the existing business model as to evaluate

and plan the future of the organization. It can be about going far beyond the senior leadership

model changes, creating a new identity for an organization, rebranding, change of policies or

getting into the core cultural changes in the organization which can be more sensitive to the

employees etc. Mergers makes the company grow in size thus require strategic leadership

assistance that needs to be put in place. (Kaetzler, et al., n.d.)

Competition

The former CEO of General electric and one of the most powerful and influential CEO’s of the

world, once mentioned to a journal, “Change before you have to”. This saying it self is self-

explanatory about the competition that is out there in the external market place. If Apple did

not change back in 2007, they wouldn’t be the same what they are today. (Critical care

medicine, 2012)

Legal factors

Changes in local regulations and laws may force change into organizations. Some of the

examples of those legal factors are, Consumer law, Discrimination law, Copyright law, Health

and Safety law, Employment law and Import/Export law. (Bush, 2016)

Technology

Evolving changes in technology and having artificial intelligence adopted to many businesses

in many industries, a change and adoption to the technology factors and implementing required

innovations in business places is imperial for business sustainability and to maintain

competitive advantage. (Hird, 2020)

Problem to Solve

Internally there can be seemingly repeated internal issues that needs to be addressed by a

change management process, can be a problem to solve.

Room for improvements / potential opportunities.

On the other hand, there may be potential opportunities to enhance business positioning in the

market place that may require to adopt a change management process.

5.3 recent change in Accor group.

The 5 plus decades old hospitality leader Accor group marked a significant change in to their

business in the year 2019 by launching a new life style loyalty program, a fully integrated

global platform bringing together digital, loyalty, brands and partnership: ALL, Accor Live

Limitless.

Already having millions of customer data base and loyalty program in place, transforming and

merging without effecting the existing data and to add more value to their loyal customers,

migrating to the new global platform, surely was a tedious operation. However, to achieve

success in such kind of a project, I would highly recommend below change management model.

5:4 John Kotter’s 8 step change management model.

The 8-Step Process for Leading Change was cultivated from over four decades of Dr. Kotter’s

observations of countless leaders and organizations as they were trying to transform or execute

their strategies. He identified and extracted the success factors and combined them into a

Change management model that consist of a plan with 8 key steps.

According to Dr. Kotter’s observations, the 8 steps strategic approach and plan to apply

changes in an organization was divided in to 3 major stages.

Creating Climate for change

1 – Create urgency – In this stage, it is essential to ensure that the whole company understands

that there is a change that is required. To motivate the team around this change, it is required

to have them understand the current situation, reasons for change and the benefits that this

change can bring to the company and for everyone.

2 – Build a coalition - You can find effective change leaders throughout your organization they

don't necessarily follow the traditional company hierarchy. To lead change, you need to bring

together a coalition, or team, of influential people whose power comes from a variety of

sources, including job title, status, expertise, and political importance.

3 – Create a vision – While the power of coalition is on the job fulfilling the required tasks to

influence the change plans, creating a vision to lead the change is essential. Determine a

meaningful vision that drives the next stage, and as well as a one that attract what people

believe.

Engage and enable the organization.

4 – Communicate the vision – As a change management leader, communicate the vision to the

senior management along with the key success that brought into this vision during the first

three steps. Remember, the vision has to be meaningful, attractive, in order to have the senior

management to buy in the vision. Once the senior management give in the green signal, have

the most senior leader of the organization to announce the vision to the rest of the team and the

change that is expected to take place in the organization. A message from the top, usually

makes it convincing for people to buy in for the change and to get adopted.

5 – Empower others – You and your powerful coalition plays a major role in this step to

empower others so that there will be minimal or no resistance.

6 – Create quick wins – It is crucial that a culture of celebration, appreciation is already in

place. Giving a thank you note, having a celebration meal together with the team to celebrate

those achievements along the way during the project, can take a long way.

Implement & Sustain

7 – Build on the change – As the success has reached, use the advantage to sell more change

plans to the senior management and the teams.

8 – Embed the change – engrave the change applied to the company culture so that it stays as

a historical milestone.

(mindtools, n.d.)

5.5 Strategies to overcome change resistance.

Resistance during a change can be divided into 2 criteria.

However, resistance during a change is absolutely normal and this can be mitigated

strategically.

• Senior leadership support – Convince senior management by a detailed plan about the

change that can add value to the organization and owners. Follow a change

management model.

• Effective announcements - Have the Senior management to announce the change to

the rest of the team. This will make the change buy in easier.

• Powerful coalition - Have a powerful coalition from selected skills and social, union

environments so that people can be empowered.

• Right skills leading the project - have the required skills leading the change

management project in order to ensure deliver optimum results and to be successful.

• Effective communication - Communicate effectively through every stage.

• Benefits - Inform the team about the benefits for them in this change.

5.5 Change management implementation and communication plan to “work from home

policy.”

During the last two years, if there is something that changed in common in many organizations

and business models was the way people worked. Covid19 pandemic health situations and local

regulations that implemented to fight the spread of the virus, forced leaders to take quick

decisions on how to act on business continuity. One of the key changes that happened was

people to work from home. Below outlines a methodical implementation plan of “Work from

home policy” by using John Kotters 8 steps change management model.

Work from Home policy communication plan

Stage Strategy Actions

Create

climate

change

Create

urgency • Analyze Micro and macro-economic environment.

• Analyze the existing business situation.

• Determine existing operational demands.

• Plan required man power that is relevant to business

continuity.

• Plan financial estimations.

Build a

coalition • In this situation, people were more focused on

protecting their jobs due to the fact of increased

global unemployment rates. Therefore, there were

no and less resistance to work from home policy.

• HR leader, Operations leader, Finance leader and

IT leader could collaborate together in designing

the working method.

• Operations leader to determine the work scope and

deliverables required from respective departments

based on operational demand.

• HR leader to create working policies, compensation

plans based on business, any addendums that are

required related to people’s labor agreements, by

analyze labor laws.

• IT leader to create required access, change in IT

infrastructure required, and support with work from

home systems and ways of hybrid meeting

methods.

• Finance leader to support with required financial

estimations and provide financial directions.

Create a

vision • Fostering a great working culture with work from

home and hybrid meeting to ensure business

continuity.

Engage &

Enable

organization

Communicate

the vision • Present the plan to senior leader of the organization

(CEO).

Empower

others • Do not compromise on working culture.

• Get support from Senior management to

communicate the plan and policy to the team.

Create quick

wins • Hybrid celebrations.

• Virtual appreciations and recognitions.

Implement &

Sustain

Build on the

change • Focus on innovative and automation changes that

can add value to the working method.

Embed the

change • Embark the changes in to the company working

culture.

6.1 Recommendations for Accor

According to one of the articles published in HM magazine, with the business demand recovery

as travel and tourism is gradually returning back, Accor hotel group, felt the need of

requirement of workforce urgently in some of the regions. As such, they initiated a same day

hire program. This clarifies positives and negatives of some of the management strategies of

Accor.

In a positive note, opening up front line workers to join for work on the same day, provides

quick opportunities to people to find jobs. Nevertheless, according to strategic HR management

principles, having a strategic recruitment process that includes skill based and behavioral

interviews is crucial to a proper HR workforce planning. Filling up positions in need to mitigate

the pressure from travel demand is tedious however, this may impact directly on customers.

Therefore, Accor management should consider to continue with a strategic recruitment process

that embeds the culture, values, competencies match during the screening process. The idea

sounds really innovative, but hiring on the same day may not allow sufficient space to recruit

the right people which may add cost to the company. (Lenon, 2021)

6.2 Conclusion.

Accor is overall a remarkable hospitality provider in the world that has a powerful leadership

model, fosters a culture that welcomes diversity, and operate with hospitable values towards

achieving their visions and missions. According to Indeed, with overall 3100 reviews from

team members, Accor have achieved an overall rating of 4/5. Most of the staff who work in

Accor mentioned that it is a fun place to work.

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