Four Seasons Hr Practices
Introduction
The Four Seasons chain started in 1960 with Sharp, a visionary. In North America, Sharp introduced a new definition to luxury. He focused on quality and service-based, mid-sized hotels differentiating the chain from its competitors.
Within its first few years of operations, the company had grown from a small motel in Toronto to a chain of hotels, villas and resorts across the world. Currently, The Four Seasons is running 82 properties in 34 countries and has 33,185 employees. With an increase of competition, Sharp is now looking into the best service strategies and HR development for the hotel chain.
Figure 1. Issue Analysis
Four Seasons Issue Analysis
Who – Isiadore Sharp (CEO)
– Kathleen Taylor (COO and co-president)
What – Continue to serve guests with a constant luxurious and personalised service
– Reduce turnover rates and retain skilled employees
Why – Company expansion and sustainable growth of existing business operations.
– Maintain a constant and quality service throughout hotels
When 2009 – In an era of increased demand for exceptional and personalised service
How – Having a good HR department in order to select the right people , train them and retain the skilled employees.
Following the issue analysis, it has been identified that the main concern of the company, stated in the case, is maintaining the quality of the HR practices that was focused on attracting and retaining the best people in the industry, maintain the same service culture to prevent it from getting diluted. It will be a challenge for Four Seasons to maintain its work culture with the company’s prospects.
2 – Introduce the company and its position in the hospitality industry. Is it an employer of choice?
The Four Seasons has been expanding throughout the years and been concentrated in four main strategies. Firstly, they started by focusing on mid-sized luxurious hotels with exceptional quality. Secondly, they have a personalised and
The Four Seasons chain started in 1960 with Sharp, a visionary. In North America, Sharp introduced a new definition to luxury. He focused on quality and service-based, mid-sized hotels differentiating the chain from its competitors.
Within its first few years of operations, the company had grown from a small motel in Toronto to a chain of hotels, villas and resorts across the world. Currently, The Four Seasons is running 82 properties in 34 countries and has 33,185 employees. With an increase of competition, Sharp is now looking into the best service strategies and HR development for the hotel chain.
Figure 1. Issue Analysis
Four Seasons Issue Analysis
Who – Isiadore Sharp (CEO)
– Kathleen Taylor (COO and co-president)
What – Continue to serve guests with a constant luxurious and personalised service
– Reduce turnover rates and retain skilled employees
Why – Company expansion and sustainable growth of existing business operations.
– Maintain a constant and quality service throughout hotels
When 2009 – In an era of increased demand for exceptional and personalised service
How – Having a good HR department in order to select the right people , train them and retain the skilled employees.
Following the issue analysis, it has been identified that the main concern of the company, stated in the case, is maintaining the quality of the HR practices that was focused on attracting and retaining the best people in the industry, maintain the same service culture to prevent it from getting diluted. It will be a challenge for Four Seasons to maintain its work culture with the company’s prospects.
2 – Introduce the company and its position in the hospitality industry. Is it an employer of choice?
The Four Seasons has been expanding throughout the years and been concentrated in four main strategies. Firstly, they started by focusing on mid-sized luxurious hotels with exceptional quality. Secondly, they have a personalised and