THE STRATEGIC CONTEXT The Shanghai Portman Hotel In Chapter 1, we said that strategic human resource management means formulat- ing and executing human resource policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic aims. At the Shanghai Portman, the strategic human resource management process involved taking these steps • Strategically, they set the goal of making the Shanghai Portman outstanding by offering superior customer service. • To achieve this, Shanghai Portman employees would have to exhibit new skills and behaviors, for instance, in torms of how they treated and responded to guests • To produce these employee skills and behaviors, management formulated new human resource management plans and policies For example, they intro- duced the Ritz-Carlton Company's human resource system to the Portman. Thus, the hotel's new head and his managers personally interviewed each job candidate. They probed each candidate's values, selecting only employees who cared for and respected others "Our selection focuses on talent and personal values because these are things that can't be taught... it's about caring for and respecting others" Management's efforts paid off. Their new human resource plans and practices produced the employee behaviors required to improve the Portmans level of service, thus attracting new guests. Travel publications were soon calling it the "best employer in Asia," "overall best business hotel in Asia," and "best business hotel in China." Profits soared, in no small part due to effective strategic human resource management Step Description Step I What business are we in now? Example Step 2 Evaluate the firm's internal and external strengths. weaknesses, opportunities, and threats Step 3 Formulate a new business direction Step 4 Decide on strategic goals Step 5 Choose specifie strategies or courses of action Step 6 Implement strategie plan Step 7 Evaluate strategic plan
THE STRATEGIC CONTEXT The Shanghai Portman Hotel In Chapter 1, we said that strategic human resource management means formulat- ing and executing human resource policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic aims. At the Shanghai Portman, the strategic human resource management process involved taking these steps • Strategically, they set the goal of making the Shanghai Portman outstanding by offering superior customer service. • To achieve this, Shanghai Portman employees would have to exhibit new skills and behaviors, for instance, in torms of how they treated and responded to guests • To produce these employee skills and behaviors, management formulated new human resource management plans and policies For example, they intro- duced the Ritz-Carlton Company's human resource system to the Portman. Thus, the hotel's new head and his managers personally interviewed each job candidate. They probed each candidate's values, selecting only employees who cared for and respected others "Our selection focuses on talent and personal values because these are things that can't be taught... it's about caring for and respecting others" Management's efforts paid off. Their new human resource plans and practices produced the employee behaviors required to improve the Portmans level of service, thus attracting new guests. Travel publications were soon calling it the "best employer in Asia," "overall best business hotel in Asia," and "best business hotel in China." Profits soared, in no small part due to effective strategic human resource management Step Description Step I What business are we in now? Example Step 2 Evaluate the firm's internal and external strengths. weaknesses, opportunities, and threats Step 3 Formulate a new business direction Step 4 Decide on strategic goals Step 5 Choose specifie strategies or courses of action Step 6 Implement strategie plan Step 7 Evaluate strategic plan
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
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Transcribed Image Text:THE STRATEGIC CONTEXT
The Shanghai Portman Hotel
In Chapter 1, we said that strategic human resource management means formulat-
ing and executing human resource policies and practices that produce the
employee competencies and behaviors the company needs to achieve its strategic
aims. At the Shanghai Portman, the strategic human resource management
process involved taking these steps:
• Srategically, they set the goal of making the Shanghai Portman outstanding
by offering superior customer service.
• To achieve this, Shanghai Portman employees would have to exhibit new skills and
behaviors, for instance, in terms of how they treated and responded to guests
• To produce these employee skills and behaviors, management formulated new
human resource management plans and policies For example, they intro-
duced the Ritz-Carlton Company's human resource system to the Portman.
Thus, the hotel's new head and his managers personally interviewed each job
candidate. They probed each candidate's values, selecting only employees
who cared for and respected others "Our solection focuses on talent and
personal values because these are things that can't be taught... it's about
caring for and respecting others."
Management's efforts paid off. Their new human resource plans and practices
produced the employee behaviors required to improve the Portmans level of
service, thus attracting new guests. Travel publications were soon calling it the
"best employer in Asia," "overall best business hotel in Asia," and "best business
hotel in China." Profits soared, in no small part due to effective strategic human
resource management
Example
Step Description
Step I What business are we in now?
Step 2 Evaluate the firm's internal
and external strengths.
weaknesses, opportunities,
and threats
Step 3 Formulate a new business
direction
Step 4 Decide on strategic goals
Step 5 Choose specific strategies or
courses of action
Step 6 Implement strategic plan
Step 7 Evaluate strategic plan
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