The report focuses on meeting two fold objectives underlined as follows. Firstly, it focuses on designing an effective human resources plan that would address the needs of a rebranding program carried out at the business level. The human resources plan would be carried out segment by segment for effectively meeting the rebranding needs of the firm. Secondly, the report would essentially focus on generating needed justification associated with the carrying out of the rebranding program of Millennium Hotel in the Taranaki region. Effective analysis would be provided to reflect on the tourism potential of the Taranaki and New Plymouth region and its impacts on the rebranding efforts related to the hotel institution.
In terms of providing a solution to the first objective, a human resources plan is focused on being designed along different stages for meeting the rebranding needs of the hotel firm. Again, in terms of addressing the second objective case study based analysis is focused on being carried out for analyzing the tourism potential of the Taranaki region. Inferences gained from the case study based analysis would help in effectively justifying the conducting of operations of the rebranded hotel firm in the stated region.
The scope of the report rests along two main dimensions. The first scope essentially focuses on designing a human resources plan such that the same would contribute in meeting the rebranding program for the millennium hotel. The second scope of the report essentially rovers in evaluating the potential of the Taranaki region regarding attracting and retaining of tourists that in turn would motivate the rebranding program of the millennium hotel brand in the specified zone.
The structure of the report is to generate an effective overview of the new rebranded, Millennium Hotel in the Taranaki region of New Zealand. It would thereby focus on understanding and reflecting on the human resources plan that needs to be carried out by the management of the hotel for rightly suiting the objectives of the rebranded program. Further, the report would also focus on carrying out an effective analysis of the Taranaki region as an effective tourism destination. The analysis carried out in the stated fashion would thereby help in justifying the opening up of the rebranded millennium hotel in the region.
The report like all other research oriented reports suffers from potential limitations. Its main focus is associated with the development of a human resources plan and also the justification of the rebranding activities carried out regards to the development of the millennium hotel brand. However, the report could have been better enriched in terms of evaluating the impact of mergers and acquisitions on the performance and productivity of the personnel.
The Millennium Hotel New Plymouth came into emergence in terms of acquiring of Waterfront Hotel based in New Plymouth by Millennium and Copthorne Hotels based in New Zealand. The new hotel brand is effectively located at the heart centre of the Central Business District of New Zealand and attracts tourists to have effective views of Tasman Sea. Further, the hotel acts as an effective centre that helps the tourists help in earning the benefits of touring to other attractive sites like the museum and also the information centre of Pukeariki, Len Lye Centre, art galleries, shopping centers and also other bars and cafeterias. The hotel reflects needed potential of hosting around 42 different rooms with needed spaces (Waitzman, 2016). It also helps the visitors enjoy Wi-Fi facilities with also other value additions like gym, fitness clubs and also access to 50+ different television channels. Further, the restaurant and bar of the hotel is open on a whole day basis for visitors to eat, relax and enjoy the view of the waves rolling over Tasman Sea. Again, private room facilities are also rendered in the hotel like the existence of the ‘Pepper Room’ that helps in the hosting of events like weddings, conferences and other social functions. Further, along with complimentary parking facilities the hotel also offers its guests effective dry cleaning and laundry services and also other facilities like generation of a business centre for conducting of meetings and currency exchanging centers (Millennium Hotels and Resorts, 2018).
The human resources plan required to be undertaken for the rebranding program of the Millennium Hotel based in New Plymouth would essentially be based along five different strategies like development of onboarding programs, generation of employee recognition and reward programs, development of effective internal communication programs, development of an effective internal culture and finally the inclusion of new technology potentials in the human resources aspect within the firm (Ongori & Nzonzo, 2011).
The management of Millennium Hotel, New Plymouth in terms of development of the onboarding program is required to effectively introduce the employees to the mission and vision of the organization. The employees are required to gain an effective understanding of the goals and objectives of the hotel institution and be introduced with their respective teams and the culture of the firm. In addition to providing them both induction and off-the-job training for developing their knowledge and expertise the employees are encouraged to undertake small projects which would help in boosting their confidence (Beaumont 2015). Further, effective interaction is carried out between the management body and the subordinate groups which contribute in the development of effective peer relationships in the firm. The above onboarding activities are required to be implemented by the firm’s management within a span of 60 days from the opening up of the new hotel brand (Ryan, 2017). In the further 30 days or on a 90 day period, the employees involved in the rebranding effort are expected to get involved in the accomplishment of bigger projects. Herein, the management is required to generate effective role clarity to the employees which in turn enhances their confidence in accomplishing complex and long-term goals (Bailey et al. 2015).
In the rebranding efforts, the employees of new hotel brand are required to be effectively communicated with the brand ethos such that the same would help them in understanding the significance of their role and efforts in sustaining the image and position of the organizational brand. The employees tend to feel motivated wherein the management conveys the success and areas of improvement regarding the efforts rendered by them in developing and sustaining the brand image of the institution (Stewart, Warburton, & Smith, 2016). However, in that the employees also feel interested in being aptly recognized for the efforts rendered and also in terms of generation of financial and non-financial incentives. The management of the new hotel brand is thereby required to focus on the incorporation of different types of incentive plans that effectively suits the budget of the firm for rightly motivating the employees in the fulfillment of group objectives. In addition to evaluating the budget, the rewards and incentive programs are also required to be based on the demographic and geographical parameters associated to the employees (Arli, Dylke & Burgess 2013). In addition to incentives and work recognition programs, the management of the new hotel brand is also required to focus on the generation of effective employee benefits keeping an eye on the age group of the employees. Flexible work timings can be rightly incorporated as an effective benefit for new or younger employee groups combined with effective superannuation programs that help the employees feel rightly cared for by the management. Generation of a flexible work environment helps the younger employees in balancing their work-life in an effective fashion while the generation of effective superannuation programs rightly helps the elder employees gain on retirement benefits (Robbins et al. 2014).
Regarding the development of effective communications program, the management of Millennium Hotel Plymouth is required to focus on the incorporation of different communication tools like generation of an internal knowledge portal for dissemination of information associated to the institution’s brand and changes in business and operational policies and likewise other information, use of electronic communication platforms for emailing information to the employee groups associated to different departments, development of a an internal social networking platform for internal collaboration, knowledge and experience sharing in an informal fashion and also the use of printed communication mediums like generation of annual reports and other newsletters in a fortnightly or monthly format (Mbhele 2013). Further, the management of the different departments are also required to carry out weekly or fortnightly meetings with the subordinate staffs such that the same helps in understanding their problems and concerns in terms of operating in the new brand culture, generating needed feedbacks and also in rendering and gaining effective suggestions in terms of collaborating for meeting institutional goals (Shi & Wang, 2011). The management of the firm is however needed to avoid stereotyping the communication process and rather employ the communication platforms that suit the regional culture and demographic patterns. Development of a two-way communication system ideally contributes in the paving of a collaborative work culture in the firm for meeting of group objectives in an effective fashion (Keith 2012).
Further, the management of the new hotel brand is also required to focus on the generation of consistent messages across employee groups and departments to inculcate and also promote the internal culture of the firm. The employees operating across geographical borders feel interested in belonging to the national culture of the organization. The same requires the management of the new hotel brand to share business, operational and employee policies with staffs operating along the offices of the company’s headquarters based in New Zealand and in other branches (Keith, 2012). Further, the sharing of information associated to the internal cultural framework also requires the employees to effectively understand their roles within the firm and the brand’s expectation from them. The same contributes in development of employee commitments and goals for meeting the business and cultural objectives of the organization (Leotta, 2011). The rebranded firm is also required to focus on the development of a globalised work and organizational culture in a harmonized fashion such that the same helps in creation of a globalised workforce for meeting the objectives of the international brand (Bhatla 2011).
The management of the new hotel firm, Millennium Hotel New Plymouth is required to focus on engaging and empowering employees to take part in organizational decision making activities and also in sharing of suggestions and feedbacks through the incorporation of new technological tools like Smartphones and tablets. The generation of such technology enabled tools potentially helps in engaging the workforce employed along different levels, departments and branches such that they can effectively access the internal social media platforms and also the employee and knowledge portal of the firm based on their convenience. The large scale interaction enabled through the development of internal social networking platforms contributes in effective involvement of the employees with the hotel brand (Rozkwitalska, 2012). Moreover, the incorporation of cloud based platforms also contribute in the development of seamless interaction between different employee groups along various departments and branches such that they can share their own experiences and knowledge regarding involvement in business operation and customer servicing activities in an enhanced fashion. The same contributes in the development of an effective team culture within the firm (Erfurt-Cooper, 2014). Similarly, the management of the new hotel brand can also focus on the incorporation of new chatbots such that the same would help in the generation of personalized text messages in an instant fashion to the employees like congratulating on their performance oriented success, rendering news regarding promotions and new job roles, generating needed alerts in different circumstances associated to workplace issues while also inviting needed feedbacks and other information regarding address changes and complaints. The above mechanism would potentially contribute in the development of an inspired and engaged workforce in the organization that would work in a collaborative fashion for meeting of institutional objectives in a productive and committed fashion (Podsiadlowski, Gröschke, & Kogler, 2013).
The acquisition of the Waterfront Hotel based in Plymouth by Millennium and Copthorne Hotels accounted for its rebranding of it as the Millennium Hotel in Plymouth. The acquisition of the Waterfront Hotel in Plymouth is taken to generate new opportunities for the Millennium brand in terms of attracting large number of tourists from the global landscape associated to both the business and travel sectors. The same is taken to help the Millennium brand gain on needed earnings and revenue. Further, the managing director of the Millennium brand also reflects that the Plymouth region is gradually gaining needed growth in terms of enhancing its potential for attracting potential tourists (Lonely Planet, 2018). Herein, the Millennium brand of hotels focuses on strengthening its partnership with partners working in the areas of tourism and marketing in that the same would help in promoting the Taranaki region to international visitors. The brand thus focuses on developing and promoting the Plymouth Hotel as an effective hotel that would help the international tourists gain needed touring experiences. Further, the hotel brand also expects the local people of the Taranaki region to act as effective hosts for attracting potential tourists to the region (New Zealand Exchange , 2018).
Millennium brand’s expansion or enhancement of the Waterfront Plymouth Hotel earns justification in that the District Council of New Plymouth is considering focusing on enhancing the tourism potential of the region such that the same would contribute in developing its economic scenario. The Mayor of Plymouth, Neil Holdom reflected that owing to the increasing tourism potential of the region, Lonely Planet, a tourism advisory unit has generated the second rank to Plymouth in terms of promoting the same as a global tourist hotspot. The mayor further reflected that gaining a second rank in the global tourist map is taken to generate greater tourism opportunities for the local people in the Plymouth region and also the incidence of greater employment opportunities (Pike, 2015). Estimates generated by the Ministry of Business, Innovation and also Employment in New Zealand further reflected that on annual basis around million trips are carried out by visitors to the Taranaki region which accounts for a revenue generation of around $340 million. The same reflects the enormous and growing potential of the Taranaki region in Plymouth for attracting considerable amount of foreign revenues through tourism activities (New Plymouth District Council, 2017).
The tourism and leisure sector is generated strategic priority in the economic strategic outlook of the region. It is also identified as a growing economic sector in the region though it is evaluated that Plymouth has not optimally used its resource base for attracting potential tourists from around the globe. Plymouth is identified in having needed maritime, natural and heritage sites that alone can help in attracting increased tourism revenues in the region. It is further noted that the growth of the tourism market along other regions like Devon and also Cornwall would help in potentially triggering tourism growth in the Plymouth region (Venture Taranaki , 2017). Tourism earns needed significance in the strategic outlook of the Plymouth region in that the same is taken to help in the growth of large number of small firms that would not only help in generating revenue but would also help in triggering needed employment (Mason, 2015). In addition to reflecting effective natural and heritage resources, Plymouth also has the needed potential for not only carrying out different water sports events but also acts as an effective transport hub letting many commuters avail either ferry, rail or other types of transport services based on roads (New Plymouth District Council, 2017).
Taranaki serves as an effective tourism destination in that it attracts large numbers of visitors for climbing the cone-shaped mountain, Mt. Taranaki that stands as an effective testimony in highlighting the region as a tourism hotspot (New Zealand, 2018).
Further, the Egmont National Park in Taranaki also serves in attracting potential visitors to the region. The park apart from hosting the Taranaki Mountain also offers other types of attractions like hiking, longer walking tracks of around 300 kilometers, Ski Field hosted by the Stratford Mountain Club and also other enjoyments like scenic flights over the mountain top. Further, the Taranaki region also offers special attractions for surfers in terms of providing needed guidance and other natural resources for carrying out the sport (New Zealand, 2018).
Again, the Taranaki region also meets the interests of tourists attracted to visiting museums and other places of cultural and sculptural heritages. Apart from holding different heritage centers and museums the region also makes the tourists enjoy visit to breweries and also wineries.
In addition to the above attractions, Taranaki also lets the tourists enjoy visit to zoos and other scenic gardens spread along diverse regions. Taranaki is better known as New Zealand’s garden hub owing to encompassing large numbers of gardens (New Zealand, 2018).
Further justifications regarding the enhancement of the Millennium Brand in the Taranaki region can be effectively carried out based on the evaluation of visitor growth in the region along 2017. It is recorded that by the end of the 12 month period by September 2017, the number of total visitors to Taranaki amounted to 308,288. Further, the percentage of visitor arrivals to Taranaki region gained an increase by 6.8 percent while the overall guest nights gained an increase by 3.3 percent as compared to a 3 percent increase in the national level during 2017. In terms of commercial guests the same was mainly filled up by domestic tourists that accounted for 82 percent of the total visitors as compared to 18 percent in the case of international tourists. The level of international guest nights in the region gained an impetus of around 24 percent during 2017 (Venture Taranaki , 2017). The same is reflected in the following illustration.
(Venture Taranaki , 2017)
Further estimates reflect that the New Plymouth region of New Zealand accounted for the larger number of commercial visitors of around 80 percent compared to 14 percent guest nights along the South Taranaki region while 6 percent of commercial accommodations accounted in Stratford (Swarbrooke, 2018). In terms of percentage increase of commercial accommodation related guest nights the New Plymouth region and the Taranaki region accounted for positive changes of around 3.6 and 3.3 percent followed by Stratford and the nation as a whole reflecting 3 percent growth (Venture Taranaki , 2017). The same is reflected in the following illustration.
(Venture Taranaki , 2017)
In terms of changes in guest arrivals by the close of September 2017, the South Taranaki region reflects potential increase of tourists flow by around 12.6 percent compared to New Plymouth region by around 6.3 percent (Venture Taranaki , 2017). The same is reflected below.
(Venture Taranaki , 2017)
Further, the results generated during September 2017 reflect that regions like New Plymouth and Taranaki accounted for growth in the level of guest nights, increase in the amount of guest arrivals, and growth in the potency of occupancy rates and also increase in the duration of the stay in the regions (Venture Taranaki , 2017). The same is reflected in the following illustration.
(Venture Taranaki , 2017)
In terms of spending incurred by tourists along the different regions, it is observed that during September 2017, the total amount of spending by tourists along the Plymouth regions amounted to $292 million followed by around $48 million in the South Taranaki region (Venture Taranaki , 2017). The same is reflected in the following illustration.
(Venture Taranaki , 2017)
Taranaki serves as an effective tourist destination that is attracting the mindset of foreign investors in generating investments of around $40 million for the development of a large scale hotel project. Development of international hotels in the Taranaki region is taken to attract considerable number of tourists to hail from the Asian markets. Tourism in the Taranaki region is thus taken to gain a huge impetus owing to the growth in the level of foreign investment rendered by Asian investors and also the expected flow of large number of tourists from both Asian and also North American tourist markets. Taranaki region is reflected in already encompassing around five potential hotels. The growth in the number of international hotel brands is thus taken to help in the growth of needed competitiveness in the market and also help in popularizing Taranaki as an effective tourism destination in the global tourism industry. It is also observed that the action of the international investors would help in triggering the growth of the tourism industry in the Taranaki region as a whole (Baker, 2016).
The local governments based in the Taranaki region and also the national government of New Zealand eyes the need for development of infrastructural facilities in the region for helping in enhancing its potential in hosting large numbers of international tourists from different parts of the world. The infrastructure strategy of the central government is taken to be backed up through the development of the Venture Taranaki Trust or VTT that would help in both the development and implementation of development of tourism infrastructure in the region and also the effective management of funds rendered by the central government. Developments of toilets, showers and also road sealing is being undertaken along several beach areas for attracting international tourists. Similarly, potential investment is also encouraged for the development of other infrastructural facilities like library, museum and also the art galleries for attracting potential visitors to the region (Baker, 2017). The September 2016 period recorded a tourism growth by around 10.3 percent as against the previous year while by the end of October 2016, the total amount of exports gained based on tourism amounted to $14.5 billion as estimated by the Ministry of Business, Innovation and Employment or MBIE. Taranaki during the same period reflected a spending of around $326 million regards to the development of tourism infrastructures and facilities. Further, events like Crankworx Rotura, a mountain biking event held in the region generating around $8 million in an annual manner is taken to be organized by the city councils for fetching potential revenues from international visitors (Baker, 2017).
The above analysis potentially highlights that Taranaki and New Plymouth has considerably potential in attracting potential tourists. The analysis reflects the growth of tourists along the region with also increase in stay for both the commercial and non-commercial tourist categories. It also reflects on the growth of the funding potential of the stated regions on account of the flow of tourists and visitors in the region. Inferences gained from the above analyses aptly reflect or justifies the opening up of the rebranded hotel format of Millennium Hotel brand in the Taranaki region.
Xie, Zhang and Zhang (2014) mention that hotels should manage their performance strictly as a part of their human resource planning. This is because the provision of services in hotel organisations is dependent on the performances of the employees, especially the front office employees. Pavlatos (2015) further point that the performances of the staffs in hotels are dependent on their ability to serve the needs of the customers and ensure high level of customer satisfaction. This means that the departmental heads of the different departments of international hotel chains like the Millennium & Copthorne Hotels New Zealand Limited should measure the performances of the subordinates reporting to them. The departmental managers while take into the job responsibilities of the subordinates and the actual achieved levels of performance. The managers should take into account the number of complaints received from customers against particular staff members. The respective staff members would have to give justifications against the complaints lodged against them (Leonidou et al., 2015). If the justification are unsatisfactory, the managers should take actions against those staff members. Similarly, appreciations from customers should also be taken into account while judging performances. The employees with high level of performances should be awarded. Similarly, the managers should also take initiatives to improve the performances of the poorly performing employees. However, the aim of the performance management initiatives should be to achieve high level of staff performance and not to create fear or insecurity of redundancy among those staff.
The dynamic market environment in the hotel industry has necessitated the leading hotel groups like the Millennium & Copthorne Hotels New Zealand Limited to carry out perpetual talent management as a component of their human resource plan. Deery and Jago (2015) mention out that contemporary management of hotel operations require hotel personnel to adapt various challenges. The personnel have to cater to the diverse needs of customers to ensure high levels of customer satisfaction. This has become empirical to ensure customers maintain long term relationship with the hotels. This capability to retain customers by providing appropriate services also armours hotels to minimise customer poaching by competitors. Shah and Beh (2016) point out that customers today expect the hotel staff attending to them to be aware about the culture and needs more specifically. These two statements can be juxtaposed to prove that the staff of the hotel need to under continuous training to boost their knowledge. This requirement to upgrade the competence of staff to ensure that they perform at par with the evolving customer expectations has made talent management an indispensable part of human resource plan of hotels like the Millennium & Copthorne Hotels New Zealand Limited. The hotel company should offer trainings to the staffs on regular basis. The departmental heads and middle managers should mentor their subordinate on regular to enhance their knowledge and skills. The talent management programmes should be linked to performance management. The weak employees should be given training while the highly performing employees should be provided advanced level training. Thus, it can be inferred that talent management would render human resource planning of the Millennium & Copthorne Hotels New Zealand Limited a higher level of success.
The management of the Millennium & Copthorne Hotels New Zealand Limited should adopt leadership as a component of the human resource planning. The departmental managers of the different departments of the hotel group should lead the human resource developmental plans within their respective departments. The managers instead of merely instructing their reporting employees should empower them to take decisions while serving customers. As pointed out by Quintana, Park and Cabrera (2015), the managers should use participative leadership style to lead their departments. They must encourage their subordinates to participate in the strategy making process. The subordinates should be imparted relevant training to take better decisions while serving customers. This would boost the performance of the staff and ensure higher levels of customer satisfaction.
The managers of the Millennium & Copthorne Hotels New Zealand Limited should integrate career progression with the talent management and performance management to make the human resource planning more employee centric. The performance of the employees should be measured to ensure that they perform highly. The weak employees should be offered mentoring and training. Similarly, the highly performing employees should be appraised and promoted to higher levels. This would bring about their career progression which would in turn boost their motivation. Andringa, Poulston and Pernecky (2016) opine that career progression have two significant outcomes on the employees. First, it motivates the employees being promoted to take up more job responsibilities. Secondly, this motivates the poorly performing employees to inculcate trainings more effectively to boost their performances. This, would bolster the performances of the departments and ultimately the Millennium & Copthorne Hotels New Zealand Limited to a higher level.
The management of the Millennium & Copthorne Hotels New Zealand Limited should create internal talents within the hotel organisation as an integral part of its HR planning. The hotel group instead of recruiting external employees for higher posts, should promote employees internally to the posts. Ferrary (2015) in his work that the management of the hotel group must invest capital towards training and competence development of the employees. The highly performing employees should be trained in these training and competence development programmes which would enable them to carry out responsibilities at higher posts more efficiently.
The HR department of the Millennium & Copthorne Hotels New Zealand Limited as a part of its HR planning and aligning the same to the previous steps, should assess the present talents, skills and gaps among the employees. The departmental heads should submit the reports of their subordinates with the HR department. The reports should clearly show their actual performance and talents against the target performance and skills (Patwardhan, Mayya & Joshi, 2015). The gaps between the target talent and actual talents should serve as the basis of the further training programs.
The development of the human resources plan for the rebranding of the Millennium Hotel based in Plymouth ideally reflects the incorporation of effective onboarding programs for two different periods 60 and 90 days. The development of the same contributed in helping the management of Millennium Hotel in effectively including potential manpower and thereby in training them to build their expertise and skill to match the organizational culture. Further, the management is also required to focus on the development of effective incentives and benefits scheme such that the same would contribute in motivating the staffs to operate in an effective fashion in the organization. Likewise, the inclusion of different types of technological tools with also the incorporation of effective communication tools are required to be carried out in terms of focusing on the demographic and geographical parameters such that they help in meeting the information needs of the different personnel and work groups in the firm. Use of different types of technological tools like that of tablets and Smartphones would enhance the expertise of the staffs for addressing customer needs in an effective fashion. Again, the internal culture of the rebranded organization is required to be aptly designed for embracing the cultural differences of the different regions along which the firm would carry out its business and operations.
In terms of justifying the enhancement of the rebranded Millennium Hotel in the Taranaki region effective analysis is carried out for evaluating the tourism potential of the Taranaki region. It is observed that the Taranaki region accounts for effective geographical, natural and cultural resources and also account for the growth of tourism infrastructures which in turn contribute in the growth of commercial and non-commercial tourists in the regions. Further, estimates made along year ending September 2017 reflect the growth of visitors and tourists in regions like Taranaki and New Plymouth with also the corresponding growth in night stays and tourist durations. Again, the Taranaki region was also observed to rank as an effective tourist hotspot in the New Zealand region that contributed in the growth of tourist visits and thereby development of the regional economy in terms of revenue growth and employment. The above facts thus effectively contribute in justifying the development of the new Millennium Branded hotel in the Taranaki region.
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As soon as the writer has finished, it will be delivered both to the website and to your email address so that you will not miss it. If your deadline is close at hand, we will place a call to you to make sure that you receive the paper on time.
Completing the order and download