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Consultancy Project for Beach Vibes Resort
  • 35

  • Course Code: ERCI727
  • University: University of Chichester
  • Country: Singapore

ERCI727: Assignment : Consultancy Proposal Report

1. Introduction 

1.1 Background 

The hotel and hospitality sector is a highly competitive industry, with businesses vying to attract and retain customers. According to a report by Statista, the global revenue of the hotel industry in 2020 was estimated to be $500 billion (Austin and Danny, 2022). Singapore is no exception to this trend, with the hotel and hospitality industry playing a significant role in the country's economy. In 2019, the revenue of the hotel industry in Singapore was approximately SGD 4.6 billion, as reported by the Singapore Tourism Board (Azevedo, Schlosser and McPhee, 2021).

To stay competitive, companies in the hotel and hospitality sector must constantly strive to improve their operations and customer experience. Beach Vibe Resort, a prominent player in the industry, recognises the importance of enhancing its organisational performance metrics and distinguishing itself from its rivals. As a result, the company is seeking to implement a Human Resource Management System (HRMS) to streamline its HR processes and enhance its operational efficiency (Baber, 2020).

An HRMS can improve HR processes by automating tasks such as employee onboarding, performance management, and leave management. It can also provide real-time access to employee data, enabling managers to make informed decisions. According to a report by SHRM, 70% of HR professionals who use an HRMS find it valuable in managing their organisations (Boella and Goss-Turner, 2019).

Therefore, this consultancy project report aims to explore the implementation of an HRMS for Beach Vibe Resort, Singapore. It will examine the benefits and potential impact on the organisation and provide recommendations for successful implementation.

1.2 The organisational context 

Beach Vibe Resort is a hotel and hospitality company located in Singapore. The company's strategic location in close proximity to the beach makes it a popular destination for tourists looking for a relaxing and luxurious experience. With over 100 rooms and suites, the resort provides guests with a range of accommodation options to choose from. In addition to its prime location and luxurious accommodations, Beach Vibe Resort offers a range of amenities to enhance the guest experience. The resort boasts several restaurants and bars, a fitness centre, spa, and swimming pool. These amenities cater to the needs and preferences of the guests, ensuring a memorable stay.

Despite its success, Beach Vibe Resort faces several challenges in the highly competitive hotel and hospitality sector. The company must continue to find ways to differentiate itself from its competitors and provide exceptional service to maintain its reputation. Additionally, the COVID-19 pandemic has had a significant impact on the industry, causing a decline in tourism and revenue (Boella and Goss-Turner, 2019). To address these challenges, Beach Vibe Resort recognises the importance of enhancing its operational performance metrics and customer satisfaction (Al-Romeedy, 2019). The implementation of an HRMS can support these efforts by improving the efficiency of HR processes and enabling managers to make data-driven decisions.

beachviberesort
Figure 1: Beach Vibe Resort
(Source: Tripadvisor.com, 2022)

1.3 Aim and objectives of the project 

The aim of the consultancy project for Beach Vibe Resort is to implement a Human Resource Management System (HRMS) to improve the efficiency of HR processes and enhance operational performance metrics.

In doing so, the primary goal of the study is to analyse the current HR procedures and identify areas for enhancement and select an appropriate HRMS to improve the efficiency of HR processes. Based on this the key objectives of the project are to:

  • Successfully implement and integrate the HRMS into the organisation

  • Work closely with key client stakeholders to ensure alignment with organisational culture

  • Increase employee productivity by streamlining HR processes

  • Enhance the guest experience by improving operational performance metrics

  • Support data-driven decision making by providing reliable and accurate HR data

  • Improve the overall performance of Beach Vibe Resort in the competitive hospitality sector

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2. Scope of work 

2.1 Undertaking the project 

The scope of work for the implementation of the HRMS at Beach Vibe Resort includes a comprehensive analysis of the current HR processes, the selection and customization of an appropriate HRMS, and successful implementation and integration of the system into the organisation (Butterick and Charlwood, 2021).

The project team will work closely with the key client stakeholders to ensure that the HRMS aligns with the organisational culture and meets the needs of the business. The scope of work also includes the development of training programs for employees to ensure that they are proficient in using the new HRMS.

The project will begin with a thorough assessment of the current HR procedures at Beach Vibe Resort. The analysis will identify areas of improvement and enable the project team to determine the functionality requirements of the new HRMS (Chams and García-Blandón, 2019).

Based on the analysis, the project team will select an HRMS that meets the specific needs of the resort and customise the system to ensure that it is tailored to the business.

The project team will also work closely with the IT department at Beach Vibe Resort to ensure that the HRMS can be seamlessly integrated into the organisation's existing IT infrastructure. Throughout the project, the team will provide regular progress reports to key client stakeholders and ensure that the HRMS aligns with the organisation's culture and objectives.

In addition, the scope of work will include the development of training programs for employees to ensure that they are proficient in using the new HRMS (Do et al. 2020). The training programs will be designed to be user-friendly and comprehensive, covering all aspects of the HRMS, including data entry, report generation, and data analysis.

By the end of the project, Beach Vibe Resort will have a robust HRMS that supports efficient and effective HR processes, ultimately leading to improved operational performance metrics and enhanced guest experience.

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2.2 Explanation of techniques or processes 

To gain an in-depth understanding of the HR processes at Beach Vibe Resort and identify areas for improvement, a combination of qualitative and quantitative research techniques were utilised. The research involved conducting interviews with 4 employees, including 2 managers and 2 staff, to gain insights into their experiences and perceptions of the current HR processes.

The qualitative research technique of semi-structured interviews was utilised to gather data from the employees. This technique allowed the interviewer to ask follow-up questions and clarify responses, ensuring that the data collected was comprehensive and accurate.

The interviews were conducted face-to-face and recorded to enable the interviewer to review and analyse the responses in-depth. The data collected from the interview was analysed using manual thematic highlighting technique to identify patterns and trends.

The combination of primary and secondary qualitative research techniques enabled the project team to gain a comprehensive understanding of the HR processes at Beach Vibe Resort. The data collected was analysed to identify areas for improvement, and a set of recommendations were made to address the identified issues. The analysis identified several areas where the current HR processes were inefficient and time-consuming.

These included manual data entry, the absence of an employee self-service portal, and a lack of integration between HR processes and other organisational functions. The recommendations aimed to address these issues and improve the efficiency and effectiveness of HR processes at Beach Vibe Resort.

Overall, the utilisation of qualitative and quantitative research techniques enabled the project team to identify and address the key issues in the HR processes at Beach Vibe Resort, ensuring that the implementation of the new HRMS system is tailored to the needs of the organisation.

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2.3 The outcomes and organisational impact 

The implementation of a Human Resource Management System can lead to significant outcomes and impact on the organisation. The outcomes could include a more streamlined and efficient HR process, better tracking of employee performance and development, improved compliance with labour laws and regulations, and reduced administrative costs (Sönmez et al. 2020).

The organisational impact could result in a more engaged and motivated workforce, improved employee satisfaction and retention, enhanced customer experience, and ultimately, increased revenue and profitability. It is important to measure the impact of the HRMS implementation through metrics such as employee satisfaction, turnover rates, productivity, and customer feedback to evaluate its success and identify areas for improvement (Triatmanto, Wahyuni and Respati, 2019).

The Beach Vibe Resort could benefit from the HRMS implementation, which could potentially enhance its overall operational performance, competitive advantage, and customer satisfaction.

Also Read - PESTLE analysis

3. Methodology

3.1 Research design and approach

The current study employed a research design and approach to achieve its objectives. The study followed a three-phase approach. In the first phase, the study aimed to set the vision for the implementation of the Human Resource Management System for Beach Vibe Resort. The second phase involved outlining the operating model for the implementation of the system, and the third phase aimed to complete the design and plan for the deployment of the system (Foo et al. 2019).

The three-phase approach was beneficial as it allowed the study to focus on specific aspects of the implementation process, ensuring that all requirements were met. The vision-setting phase allowed the study to define the overall objective of the project and align it with the organisation's strategic goals. This approach is in line with the theoretical framework proposed by Cummings and Worley (2014), which emphasises the importance of setting a clear vision for change initiatives.

The operating model outlined in the second phase of the study was based on the research findings from the analysis of the company's current systems and processes. This phase utilised a qualitative research approach that involved conducting interviews with ten employees, including five managers and five staff members (Ismail, 2020). The operating model phase of the study was important as it helped to ensure that the new system was compatible with the organisation's culture and existing systems, which is a critical factor for the success of change initiatives.

The final phase of the study involved completing the design and plan for the deployment of the Human Resource Management System. This phase incorporated the outcomes of the vision-setting and operating model phases and involved the development of a comprehensive implementation plan. The implementation plan included timelines, resource requirements, and communication strategies, which were based on the research findings.

The study's approach is in line with the theoretical framework proposed by Kotter (1996), which stresses the importance of creating a detailed plan for change initiatives. Overall, the three-phase approach used in the current study provided a structured and comprehensive approach to the implementation of the Human Resource Management System for Beach Vibe Resort.

The approach was informed by theoretical frameworks and the research findings from the analysis of the current systems and processes. The project's approach is expected to contribute significantly to the success of the implementation of the new system, ultimately resulting in improved organisational performance.

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3.2 Data collection methods 

For this study, a qualitative research approach was adopted, and data collection was carried out through semi-structured interviews. The study aimed to interview ten employees of the Beach Vibe Resort, including five managers and five staff members. The participants were selected based on their level of involvement and experience with the human resource management system at the resort. The selection process began by identifying potential participants based on their job roles and responsibilities.

The HR department of the resort was consulted to identify suitable participants for the study. The participants were then contacted via email and informed about the study's purpose, objectives, and the interview process. They were provided with the necessary information and given the opportunity to decline or accept the invitation to participate in the study.

The interviews were conducted face-to-face and lasted between 30-45 minutes. The interviews were held at the participants' workplace to make them more comfortable and reduce the possibility of distractions. All interviews were audio-recorded with the participants' consent, and notes were taken to capture additional data.

The questions asked in the interviews were designed to gather information about the current HR management system, its strengths and weaknesses, and the potential benefits of implementing a new system. The questions were open-ended and focused on topics such as recruitment and selection, training and development, performance management, and employee engagement. The interview questions were based on the objectives of the study and aligned with the theoretical frameworks adopted in the research.

Overall, the data collection method of conducting semi-structured interviews proved to be effective in gathering rich and detailed information about the current HR management system at Beach Vibe Resort. The data collected through the interviews provided valuable insights into the areas that needed improvement and the potential benefits of implementing a new system.

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4. Analysis and Findings 

4.1 Business opportunity/problem analysis 

The hospitality sector is an increasingly competitive industry that demands the best customer experience and operational efficiency to stay ahead of the competition. In recent years, the industry has seen significant growth, with the global hotel market expected to reach USD 870.6 billion by 2027, growing at a CAGR of 4.6% from 2020 to 2027 (Yusoff et al. 2020).

However, as per Zubair and Khan (2019), with this growth comes challenges, such as the need for effective human resource management (HRM) systems. According to a recent survey by PwC, the majority of HR leaders in the hospitality industry (56%) believe that talent management is a significant challenge, and many struggle to attract and retain top talent (Pham, Tučková and Jabbour, 2019). Furthermore, the COVID-19 pandemic has also had a significant impact on the hospitality industry, leading to a need for more efficient HRM systems to manage workforce planning, scheduling, and health and safety protocols (Santana, Morales-Sánchez and Pasamar, 2020). As the industry recovers, there is a need for hotels to invest in technology and efficient HRM systems to enhance operational performance metrics, distinguish themselves from competitors, and ultimately provide a better guest experience (Otoo, 2019).

Hence, accordingly, it is important to analyse the current market scenario of the Beach vibe Resort based on market environment analysis and then align them with the responses gained from the interview. In order to assess the external environment of the Beach Vibe Resort, the report has thereby conducted PESTLE analysis below. 

Political

  • Government regulations on employment and taxation can impact HRM practices

  • The government’s policies towards tourism and hospitality can influence the industry’s growth (Peñas, 2020)

  • Political instability and security concerns in the country can affect tourism activities and affect the hotel industry

  • Changes in visa policies can impact the influx of tourists and have a direct effect on hotel occupancy rates

Economic

  • Fluctuations in exchange rates can affect the cost of doing business

  • Economic downturns can lead to a decrease in travel and tourism, reducing hotel bookings and revenues

  • Changes in consumer preferences and behaviour can affect the demand for different types of hotels

  • Competition among hotels can lead to price wars and affect profitability (Nisar et al. 2021)

Social

  • Demographic changes can influence hotel demand and preferences

  • Consumer preferences for eco-friendly and sustainable hotels can lead to increased costs for the hotel (Michael and Fotiadis, 2022)

  • Social trends such as digitalization and social media can affect the marketing and branding strategies of hotels

  • Changes in travel behaviours, such as increasing use of online travel agencies (OTAs), can impact hotel bookings

Technological

  • Advancements in technology can improve hotel operations and enhance the guest experience

  • Increasing use of mobile technology can change the way hotels interact with guests

  • The rise of online booking platforms can affect hotel revenues and shift the balance of power to OTAs (Kumar et al. 2019)

  • Cybersecurity threats can affect the trust and reputation of hotels

Legislative

  • Compliance with local employment laws can impact HRM practices

  • Regulatory requirements for health and safety standards can affect hotel operations and require additional resources

  • Legal disputes with customers or suppliers can lead to reputational damage and financial losses (Michael and Fotiadis, 2022)

  • Changes in intellectual property laws can impact hotel branding and marketing strategies

Environmental

  • Environmental regulations can affect hotel operations and require additional resources for compliance

  • Climate change can affect travel patterns and demand for hotels in certain areas

  • Increasing consumer preferences for eco-friendly hotels can lead to increased costs for the hotel (Butterick and Charlwood, 2021)

  • Natural disasters and weather events can lead to disruption in hotel operations and impact the hotel’s reputation

Table 1: PESTLE analysis
  (Source: Developed by self)

Based on the PESTLE analysis, it is evident that Beach Vibe Resort needs to implement effective HRM practices that cater to the changing trends in the industry. With the rise of technology, there is a need for more skilled employees who can handle the latest tools and equipment (Boella and Goss-Turner, 2019). The resort needs to invest in training and development programs to enhance the skills of its employees.

Furthermore, the increasing demand for sustainable and eco-friendly practices is a significant concern for the hospitality industry. The resort should implement policies and practices that promote sustainability, such as reducing waste and energy consumption (Baber, 2020). This would not only benefit the environment but also attract more environmentally conscious customers.

Another important aspect that needs attention is the changing demographics of the workforce. With the rise of millennials and the younger generation in the workforce, there is a need for flexible work arrangements, employee engagement, and work-life balance. The resort needs to focus on creating a positive work culture that promotes employee well-being and satisfaction (Azevedo, Schlosser and McPhee, 2021).

Additionally, the COVID-19 pandemic has brought unprecedented challenges to the hospitality industry, leading to job losses and economic uncertainties (Austin and Danny, 2022). The resort needs to implement measures to ensure the safety and health of its employees, such as providing personal protective equipment and maintaining social distance.

Hence, Beach Vibe Resort needs to adopt an employee-centric approach to HRM that caters to the changing trends in the industry and the needs of its employees. By implementing effective HRM practices, the resort can enhance employee skills, promote sustainability, create a positive work culture, and ensure employee safety and well-being (Anwar et al. 2020). This would not only benefit the resort but also contribute to the overall success of the hospitality industry.

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4.2 Review of relevant models and tools 

(a) Stakeholder power-interest grid

The stakeholder power-interest matrix is a useful tool to identify and prioritise the key issues that affect the Beach Vibe resort and its employees. The matrix classifies stakeholders based on their power and interest in the organisation, which helps to determine the level of engagement required from the company (Amrutha. and Geetha, 2020).

Based on the points below, the key issues for the Beach Vibe resort and its employees are as follows:

  • High power, high interest: These stakeholders, such as employees and customers, are crucial for the success of the company. Their concerns should be addressed promptly to maintain their support and loyalty.

  • High power, low interest: These stakeholders, such as suppliers and investors, have significant influence over the organisation but may not be directly impacted by its operations. It is important to keep them informed and engaged to ensure their continued support (Al-Romeedy, 2019)

  • Low power, high interest: These stakeholders, such as local communities and NGOs, may not have significant influence over the organisation but may be impacted by its operations. It is important to engage with them and address their concerns to maintain a positive reputation and avoid potential conflicts  (Boella and Goss-Turner, 2019).

  • Low power, low interest: These stakeholders, such as the general public, have minimal impact on the organisation and its operations. Their concerns may be addressed through broader public relations efforts.

By using the stakeholder power-interest matrix, Beach Vibe resort can identify and prioritise the key issues that require attention and allocate resources accordingly. This will help to ensure that the company maintains positive relationships with its stakeholders and operates in a socially responsible manner.

(b) 4Ps of Problem Solving:

The problems in HRM at Beach Vibe Resort can be analysed through the 4Ps of problem solving - People, Processes, Products, and Place.

  • People: The resort is facing high employee turnover, with employees citing poor work-life balance, low job satisfaction, and inadequate compensation and benefits as reasons for leaving. This indicates a lack of focus on employee well-being and satisfaction, leading to a demotivated workforce (Butterick and Charlwood, 2021).

  • Processes: The recruitment and selection process for new employees is also a problem, with no standard process in place leading to inconsistent hiring decisions. Moreover, there is a lack of training and development opportunities for employees, leading to a skills gap and reduced productivity (Chams and García-Blandón, 2019).

  • Products: The resort's HR policies and practices are not competitive enough in the industry, leading to difficulty in attracting and retaining top talent. This affects the quality of service provided to customers, ultimately affecting revenue and profitability.

  • Place: The resort is located in a highly competitive market, with other resorts offering better employee compensation, benefits, and work-life balance. The resort's location also makes it difficult to attract and retain employees due to a lack of nearby amenities and public transportation.

To address these issues, Beach Vibe Resort can consider implementing a comprehensive HR strategy that includes competitive compensation and benefits packages, employee training and development programs, standardised recruitment and selection processes, and measures to improve work-life balance (Chams and García-Blandón, 2019).

The resort can also consider investing in employee engagement and retention programs, such as employee recognition and incentive programs, to improve employee satisfaction and reduce turnover. By focusing on these areas, Beach Vibe Resort can improve its HR practices, retain top talent, and ultimately improve customer service and profitability.

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4.4 Analysis of industry trends and business opportunities/threats 

The global hospitality sector is dynamic and competitive, and businesses must stay abreast of market trends and changing customer behaviour to remain competitive. According to a report by the International Labour Organization (ILO), there is an increasing demand for quality tourism services, and customers are placing greater emphasis on value for money, personalised service, and sustainability (Do et al. 2020). The report also highlights the importance of effective human resource management in ensuring service quality and customer satisfaction.

To address these challenges, Beach Vibe Resort aims to implement an HRMS to streamline HR processes and enhance operational performance metrics. This approach is in line with recent trends in the hospitality industry, as outlined in a research paper published by MDPI, which emphasises the importance of digital technology in improving operational efficiency and enhancing the guest experience (Foo et al. 2019). In addition to adopting technology solutions, Beach Vibe Resort must also align the HRMS with the organisation's culture and values. This requires close collaboration with key stakeholders, including employees, to ensure a smooth transition and minimise any potential resistance to change.

(a) SWOT analysis:
 

Strengths

Weaknesses

  • Prime location with easy access to beaches and other tourist attractions.

  • Strong brand reputation and recognition in the local market.

  • Experienced and knowledgeable staff with expertise in hospitality management.

  • Limited marketing efforts to attract international tourists.

  • High dependency on seasonal demand, which affects revenue and cash flow.

  • Limited online presence and digital marketing strategies.

 

Opportunities

Threats

  • Expansion of services to include more amenities and activities for guests.

  • Collaborations with local businesses and organisations to offer joint promotions and packages.

  • Investment in digital marketing to attract and retain customers.

 

  • Increased competition from new and established hotels and resorts in the area.

  • Changes in consumer behaviour and preferences due to the COVID-19 pandemic.

  • Economic and political instability in the region affecting tourism demand.

 

 Table 1: SWOT analysis 
(Source: Developed by self)

Overall, the SWOT analysis highlights the strengths of Beach Vibe Resort, such as its prime location and strong brand reputation, as well as opportunities to expand its services and invest in digital marketing.

However, there are also weaknesses and threats that must be addressed, such as limited marketing efforts and high dependency on seasonal demand, as well as increased competition and external factors like the pandemic and political instability (Ismail, 2020).

By addressing these challenges and leveraging its strengths and opportunities, Beach Vibe Resort can continue to grow and succeed in the competitive hospitality industry.

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5. Outcomes and Organisational Impact

5.1 Evaluation of project outcomes

The implementation of an HRMS at Beach Vibe Resort is expected to yield several positive outcomes for client stakeholders. Firstly, the streamlining of HR processes can improve employee productivity and efficiency, leading to a better guest experience and operational performance (Peñas, 2020). Secondly, the provision of reliable and accurate HR data can facilitate data-driven decision-making, leading to better strategic planning and resource allocation. Lastly, the alignment of the HRMS with the organisational culture and values can promote employee engagement and reduce resistance to change.

To ensure positive project outcomes, it is essential to follow relevant theories and models that underpin HRMS implementation (Nisar et al. 2021). One such model is the Lewin's Change Management Model, which emphasises the need to unfreeze existing practices, introduce new changes, and refreeze new practices to ensure they become a permanent part of the organisation. This model highlights the importance of collaboration with key stakeholders, communication, and training to ensure successful implementation (Michael and Fotiadis, 2022).

Overall, by leveraging relevant theories and models and focusing on positive project outcomes, Beach Vibe Resort can achieve its goal of enhancing HR processes and improving operational performance metrics. The successful implementation of an HRMS can ultimately enhance the guest experience and improve the overall performance of the resort in the competitive hospitality sector.

5.2 Discussion of potential risks and benefits

Risk Assessment Table for Beach Vibe Resort

Risk

Probability

Impact

Responsible Person

Mitigation Strategy

Benefits

Implementation Delays

High

High

Project Manager

Regular meetings with key stakeholders, clearly defined project timeline

Streamlined HR Processes, Improved Employee Productivity

Technical Difficulties

Medium

High

IT Department

Conducting regular system tests, Hiring an experienced IT consultant

Improved Employee Productivity, Enhanced Guest Experience

Data Security Breaches

Low

High

HR Department

Strict access controls, Regular data backups, Regular system audits

Protects sensitive employee data, Enhances Guest Experience

Resistance to Change

High

Medium

Change Management

Communication and training programs, Incentives for early adoption

Promotes employee engagement, Reduces resistance to change

Table 2: Risk Assessment Table
(Source: Developed by self)

The risk assessment table highlights the potential risks and benefits associated with implementing an HRMS at Beach Vibe Resort. Implementation delays and technical difficulties are high-risk factors that can have a significant impact on project timelines and budgets. The project manager and IT department can mitigate these risks by holding regular meetings with key stakeholders, conducting regular system tests, and hiring experienced IT consultants (Michael and Fotiadis, 2022).

Data security breaches are also a significant risk that can potentially harm the resort's reputation and result in legal consequences. The HR department can mitigate this risk by implementing strict access controls, conducting regular data backups, and conducting regular system audits (Kumar et al. 2019). These measures will protect sensitive employee data and enhance the guest experience.

6. Resource Utilisation

6.1 Description of resources utilised and financial implications

The implementation of an HRMS at Beach Vibe Resort will require the allocation of various resources, including financial, human, and technological resources. The financial implications of implementing an HRMS include the cost of purchasing and installing the software, hiring IT professionals to manage the implementation and maintenance of the system, and ongoing costs related to training and support (Kumar et al. 2019).

In terms of human resources, key stakeholders, including the HR department and IT professionals, will need to be involved in the implementation process. Additionally, staff members will require training to use the new system, which may impact their productivity during the transition period.

Technological resources required for the implementation of an HRMS include hardware such as computers, servers, and other devices necessary for system integration  (Nisar et al. 2021). It is essential to ensure that the existing IT infrastructure can support the new system and any additional hardware requirements.

Proper resource allocation and utilisation will be critical for the success of the project. The allocation of financial resources should be managed efficiently to ensure that the project is completed within budget (Boella and Goss-Turner, 2019). Human resources should be managed carefully to ensure that staff members are adequately trained and equipped to use the new system.

Technological resources should be carefully evaluated to ensure that the existing IT infrastructure can support the new system (Baber, 2020). Overall, successful resource utilisation will be essential for the implementation of an HRMS at Beach Vibe Resort. Efficient utilisation of resources will ensure that the project is completed within budget and that staff members are adequately trained and equipped to use the new system, leading to improved productivity and operational performance.

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6.2 Recommendations and proposed actions for Beach Vibe Resort

Based on the above discussion, the following recommendations can be made for Beach Vibe Resort:

  • One of the recommendations could be to conduct regular training programs for HR staff to improve their skills in using the HRMS and handling employee-related issues. This would help the resort to implement a feedback mechanism to monitor the effectiveness of the HRMS and make necessary changes to improve its efficiency (Boella and Goss-Turner, 2019).

  • The resort should further develop an employee handbook that outlines policies, procedures, and employee benefits to improve employee understanding and engagement.Alongside that, it should offer incentives and benefits to employees to increase employee productivity and reduce employee turnover rates (Amrutha. and Geetha, 2020). Establishing a system to monitor and analyse employee performance metrics, which can provide insights into employee productivity and identify areas for improvement is also necessary in this regard.

  • It would be essential for the resort to conduct regular guest satisfaction surveys to obtain feedback on the guest experience and improve the operational performance metrics of the resort. Alongside that the resort can collaborate with other hotels and resorts to stay abreast of market trends and best practices in the hospitality industry.

  • The resort must ensure that the HRMS implementation aligns with the organisational culture and values of Beach Vibe Resort. Accordingly, they may consider hiring a consultant to oversee the HRMS implementation and ensure that it is implemented successfully  (Al-Romeedy, 2019). The resort should develop a crisis management plan and train its existing human resources to mitigate potential risks and ensure business continuity in case of emergencies.

6.3 Implementation plan

The implementation plan for Beach Vibe Resort involves a multifaceted approach to address the identified issues. Firstly, it is essential to develop a comprehensive HR policy that includes staff training, job descriptions, performance evaluation and compensation packages. Additionally, the resort should consider developing a more robust digital marketing strategy to improve its online presence and attract a larger customer base  (Al-Romeedy, 2019).

It is also recommended to collaborate with local businesses to offer guests a broader range of activities, thus creating a unique experience. Furthermore, engaging with guests to gather feedback on their experience would be beneficial in improving the resort's services. The involvement of stakeholders such as employees, guests and suppliers in the decision-making process is also essential to ensure that the proposed changes are well-received and lead to sustainable growth (Boella and Goss-Turner, 2019).

The implementation plan should be monitored and evaluated periodically to assess its effectiveness and make necessary adjustments. Finally, it is essential to allocate adequate resources to ensure that the implementation plan is carried out efficiently and effectively.

7. Conclusion 

Overall, it can be said that the Beach Vibe Resort is facing several challenges in managing its human resources and improving productivity. The implementation plan presented involves improving the recruitment process, providing training and development opportunities, enhancing employee motivation and engagement, and monitoring employee performance through regular evaluations. The risks associated with these strategies include financial costs, resistance from employees, and the possibility of not achieving the desired outcomes.

However, the benefits outweigh the risks, which include attracting and retaining talented employees, improving customer satisfaction, and increasing revenue. The recommendations and implementation plan involve active participation and involvement of client stakeholders in decision-making processes, promoting a culture of collaboration, and enhancing communication channels.

By implementing these recommendations, the Beach Vibe Resort can improve its operational efficiency, overcome challenges, and achieve long-term success. It is crucial for the organisation to monitor the implementation plan regularly, evaluate its effectiveness, and make necessary adjustments to achieve its goals.

Appendices 

Appendix 1: Interview transcript 
Interviewer: Thank you for agreeing to participate in this interview. Can you start by introducing yourselves and your roles in Beach Vibe Resort?
Manager 1: Hi, my name is Jane and I am a manager in charge of the front desk and housekeeping.
Manager 2: Hello, I'm John, and I manage the food and beverage department.
Staff 1: My name is Sarah, and I work in housekeeping.
Staff 2: I'm Mark, and I work in the kitchen as a cook.
Interviewer: Thank you for joining me today. Can you tell me about your experience working in HR at Beach Vibe Resort?
Jane: Well, I think there are some areas that need improvement. For example, the recruitment process could be more streamlined.
John: I agree. It can be quite challenging to find good candidates for certain positions.
Sarah: I think the performance appraisal process needs some work too. It's not always clear what is expected of us.
Mark: Yeah, and I think there could be more training opportunities available for staff.
Interviewer: Thank you for your feedback. Based on your experiences, what do you think are the biggest challenges facing HR at Beach Vibe Resort?
Jane: I think retaining good employees is a big challenge, especially with the competition in the industry.
John: Yes, turnover can be quite high, and that affects the quality of service we can provide.
Sarah: And I think communication could be improved between departments.
Mark: Definitely. Better communication would make it easier for us to work together and improve the guest experience.
Interviewer: Thank you all for your valuable insights. Is there anything else you'd like to add?
Jane: Just that we all want to see Beach Vibe Resort succeed, and we think there are some great opportunities for improvement in HR.
John: Agreed. With some changes and support, I think we can make this a great place to work and visit.
Sarah: Absolutely. It's important to have a positive work environment and a strong team.
Mark: And if we can make improvements in HR, that will translate to better service and happier guests.

Assignment 1: Consultancy Proposal Report  

Management Summary

This report is about the implementation of a Human Resource Management System for the client organisation in the hotel and hospitality sector, named Beach Vibe Resort, Singapore. The firm attempts to increase effectiveness and operational performance metrics, initiatives are formed to distinguish a hotel from what its rivals provide, new methods to enhance consumer experience and customer happiness are explored (Bauer et al. 2018). The organisation has been maintaining a manual system for managing its employees and their performance levels. Therefore, the main objectives of the project work are:

  • To understand the current challenges faced by the firm

  • To implement the Human Resource Management System to the firm

  • To identify the costs and risks associated with implementation of the HRMS

The expected outcome of the project is that the HRMS system will be to successfully implement within the selected budget and avoid the risks of the implementation and maintenance (Catherine, 2018). This charter provides some fundamental principles for structuring this project in order to achieve high levels of contentment with the ensuing decisions.

  • Plan the actions needed to define the needs, goals, ambitions, and expenses. 

  • Use the consultancy expertise if the organisation lacks the capacity to finish challenging analyses and to have its conclusions validated outside.

  • The client company should have an executive sponsor and top-level assistance in the form of a guiding group of senior management. These officials guarantee that key choices are made on time that the project stays on schedule.

Scope of Work

Outcomes 

The main tasks to be performed by the consultancy is to identify the current challenges and implement the needs in terms of Human Resource Management software installation.  The goal is to boost operational effectiveness. The project's goal is to (a) reduce time consumption, (b) provide timely reports, (c) minimise paperwork flow, (d) encourage employee involvement, (e) respond to different needs, and (f) enhance efficiency.

Problem Solving Approach

  • Define the problem : The firm currently employs around 450 employees in different areas of operations such as management, administration, research and development, hospitality, front desk staff, back office support, sales and marketing, after sales services and so on. The firm has never maintained a software system for HRM services like payroll management, leaves, performance management of the employees. Now it has become difficult for one person to maintain a manual record keeping system. 

  • Generate new idea : As a result, the company was not able to store previous employee records which led to inaccurate payroll records of the employees (Pandita and Mahato, 2016). Therefore, the firm is looking for a sustainable solution which will require a standard investment but will provide a long term solution to all these problems. 

  • Evaluate and select solutions :In order to solve this problem, a standalone software system for Beach Vibe Resort would be the most suitable approach which will solve all these concerns related to data storage, employee performance management, employee tracking, leaves, absents, payroll system and so on.

  • Implement and Evaluate : The HRM software system is expected to reduce the workload of manual work. Moreover, all the employees' data can be stored without any limit as well as their performance can be tracked (Pandita and Mahato, 2016). This will help to release the payroll at the end of a month considering the different types of leaves taken by them.

 Problemsolvingapproach
Figure 1: Problem solving approach 
(Source: https://asq.org)

Operating Model

  • Phase 1: Set the vision
    The firm is focused on increasing its performance through operational and strategic management of activities. However, the present concern has restricted the growth of the company (Vardarlıer, 2016). The goal is to improve the operational efficiency by reducing the manual work time, proper maintenance of employee data, and so on.

  • Phase 2: Outline the operating model
    The five aspects of the HRMS model are structure, role, technology, processes and metrics (Staadt, 2015). Acquiring combined HR and payroll software is similar, but the total impact on the firm may be significant, so taking the time and expertise to acquire the correct programme for the firm is even more vital.

  • Phase 3: Complete the design and plan for deployment 
    Once the appropriate model has been chosen and the risks and costs have been identified, the model can be deployed in the system.
     

Operating Model framework 
Figure 2: Operating Model Framework
(Source: https://www.wilsonperumal.com)

Stakeholders

The executives, ERP vendors, developers, heads of department, and the program management group are the major stakeholders. Employees and union leaders are secondary stakeholders (SAHA, 2019). Based on the stakeholder power-influence matrix, the stakeholders for this project can be divided into four segments. 

High influence
 
 
 
 
 
 
 
 
 
 
 
 
Low influence
Meet their needs
These are the stakeholders who have high influence on the project work but less power
Suppliers, developers, sponsors and testers fall in this section
Key players
The stakeholders in this segment have the most power and the highest influence
Senior executives of the client company, ERP vendors, project manager fall in this section
Least importance
The stakeholders in this section possess the least power and least influence.
These stakeholders are the staff members of the client company, union leaders
Show consideration
The stakeholders in this segment have the high power to control the project but less influence on the project work (SAHA, 2019).
Regulators, customers, sponsors fall in this section.
Low power                                                                                  High Power

 

Resources

The following project resources are required to accomplish the project:

  • One User Group 

  • One Project Steering Committee

  • Two Human Resources

  • Two Financing Options

  • One Source of Information Technology

  • One Project Manager 

  • Vendor 

Project Steering Committee

The Project Steering Group is composed of Management Team members and meets one every month. The Director of Human Resources chairs this Group (Marchewka et al. 2016). The Project Manager is primarily liable for the Project's effective execution. The main tasks of the steering committee are as follows: 

  • To carry through adjustments required for system installation

  • To guarantee that the project is adequately resourced

  • To agree on assistance and guarantee the successful execution of work programmes

  • To offer a venue for escalation and settlement of any concerns affecting system implementation

  • Proposed changes and new risks impacting time, price, or quality of the product must be reviewed and approved

  • Adoption of project phases must be signed off on

  • To guarantee that the project's purpose and excellence are sustained by implementing defined training and communications techniques

User Group

The Project Manager chairs the group of users, which is made up of members from every distribution centre of the client organisation. The UAG meets every six weeks for about an hour. This team will give specialised assistance in optimising system use (Galli, 2018). Their primary purpose is to serve as a Quality Assurance role in assessing project outputs such as the basic designing phase, change management support, and business functionality. The main tasks to be performed by the user group are as follows:

  • Information reports to the Project Steering Committee

  • Furthermore, push for the new system to increase user take-up and satisfaction by forming local assessment groups to investigate and fix concerns backed by a process for change management

  • Act as systems stewards, recognising and assisting users

  • Examine and improve corporate procedures and policies

  • Assist the Project Manager in deploying the system

  • Assist the Implementation Team in implementing the system

  • Examine the system's thorough design

  • Assist with acceptability testing creation and implementation

  • Participate in the creation, approval, and modification of the company training programme

Logistics Resources

  • Technical architecture i.e. PC/LAN/WAN, Client server, mainframe, web applications 

  • Staffing 

  • Cash flow and budget 

  • Office location

  • Kit out requirements 

Cost

Resource name

Type

Standard rate

Human resources manager

Work

$12.00/hr

Financial manager

Work

$14.00/hr

Project Manager

Work

$20.00/hr

Developer

Work

$15.00/hr

Tester

Work

$13.00/hr

Quality expert

Work

$11.00/hr

Apart from the manpower costs, there are some incidental costs that must be taken care of. Incidental expenditures are modest, unbudgeted costs that are not inextricably linked to primary service and don't occur in the typical course of business. The incidental costs include the software hardware costs, licence fees and so on. 

Type of costs Costs
Software requirements
Paid cloud service $120 per month
ERP vendors $320
Encryption services $210
Licence fee $350 every year
Hardware requirements
Monitors Existing
Keyboard and Mouse Existing
Processing Unit Existing

Project Timeline

Accomplishing the success criteria is the foundation for completing this project successfully. Several brainstorming discussions were conducted with the Management Teams, ERP Vendors, Various departments Directors, and the Project steering team to determine the targets, performance measures, and intended outcomes (Wideman et al. 2022).
 

Success criteria

Success criteria specification

Time base

Business processes should be simplified

Reduction in the business processes

End of December 2022

Elimination of duplication

Reduction in duplicate entries

End of December 2022

Automating the alert calls

Reduction in time of processing information

End of December 2022

Maintenance of quality HR Data

Number of errors in payroll

End of December 2022

Standardising the reporting

Reduction in the number of ad hoc reports

End of December 2022

Processing the data promptly

Reduction in the time of processing

End of December 2022

Predefine work schedule

Reduction in entries

End of December 2022

Management of unplanned absence

Reduction in unplanned absence

End of December 2022

Permit online access of inquiry

Reduction in HR or payroll enquiries

End of December 2022

Permit for future enhancements

Number of enhancements developed

End of December 2022

Delivery within the mentioned time frame

The competition date

February 2023

Operate within the budget

The cost of the project

March 2023

Risk Management

There are always numerous alternatives for risk management. The 4Ts of managing risk are a useful approach to summarise the various responses: “tolerate, terminate, treat, and transfer”. Below is the risk management table which depicts the potential risks in the project, their severity and likelihood and how the risks can be mitigated. [Referred to Appendix 1]

Identified risks Severity Likelihood Risk prioritisation number
(Severity x Likelihood)
Mitigation strategy
Project design and deliverable is not complete. 4 2 8 This risk should be treated properly on time. The project manager should define the scope in detail through design workshops in accordance with the subject matter expert.
Project schedule is not clearly defined or understood 4 3 12 This risk should also be treated properly on time to avoid the delay in project delivery. The project manager can hold some scheduling workshops with the project team so that they understand the plan and likelihood of missed tasks is reduced (Ali et al. 2021).
Over exceeding the project budget 4 3 12 This risk should be treated since tolerating the risk will increase the expenses of the consultancy team. The project manager should conduct a team meeting mentioning the budget of the client company and the requirements of the client (Lodhi, 2018). Accordingly, the project manager should also divide the budget according to the steps involved in the project before starting with the main task.

Also Read - Brand Management Assignment Help

Conclusion

Small firms formulate strategic plans to establish their origins, present position, and expected future situation in terms of company performance. The strategic HR architecture anticipates using and adjusting HR practises to build required talents that enable a business to achieve its goals. It is critical to deal with human resources in a profitable and viable manner, as well as to continuously enhance human resource assessment.

After identifying the existing challenges of the organisation, the consultancy has followed the problem solving approach to find out the solution to the issues through operating model deployment. In conclusion, the planning is all about streamlining the current business processes where the firm will be able to maintain the employee data and track every employee through a digital system. The proposal solution is expected to result in increasing operational efficiency, reduced workload, and faster operations.

References
Ali, H.A., Rasli, R.M., Jaafar, A., Saep, S. and Rahim, H., The Development of Web Based Management System: Emaratech Computerised Management System.
Bauer, T., Erdogan, B., Caughlin, D., & Truxillo, D. (2018). Human Resource Management: People, Data, and Analytics. SAGE Publications.
Catherine Bailey, D. M. (2018). Strategic Human Resource Management. Oxford University Press
Lodhi, S., 2018. Project HRMS (Human Resource Management System) (Doctoral dissertation, University of Management and Technology).
Marchewka, J.T., 2016. Information technology project management: Providing measurable organisational value. John Wiley & Sons.
Galli, B.J., 2018. Risks related to lean six sigma deployment and sustainment risks: How project management can help. International Journal of Service Science, Management, Engineering, and Technology (IJSSMET), 9(3), pp.82-105.
Pandita, D., & Mahato, N. (2016). A Study on Measuring the Effectiveness of Human Resources in Organizations. SIBM Pune Research Journal
SAHA, R., 2019. Human Resource Management System (HRMS).
Staadt, J. (2015). The Cultural Analysis of Soft Systems Methodology and the Configuration Model of Organisational Culture. SAGE Open.
Vardarlıer, P. (2016). A strategic approach to human resources management during a crisis. 12th International Strategic Management Conference (pp. 463 – 472 ). Antalya
Wideman, R.M., 2022. Project and program risk management a guide to managing project risks and opportunities. Project Management Institute, Inc..

Appendices 
Appendix 1: Risk assessment matrix 

Risk assessment matrix
 
(Source: https://safetyculture.com)

Assignment 2 : Presentation  

Introduction 

  • The presentation will be a reflective video or recorded conversation that addresses the process and political context of the consultancy project

  • Includes lessons learned and improvements for future projects, from the perspective of one or more stakeholders. 

  • The learning objectives for the presentation include demonstrating evidence of reflective conversation and stakeholder's reflection on the project's political context and lessons learned. 

  • The presentation will focus on the insights gained from the project, providing a valuable opportunity for stakeholders to reflect on their experiences and offer recommendations for future projects.

This slide is based on the outcomes of the Beach Vibe Resort project, which was a consultancy project aimed at improving the resort's human resources management processes. Through interviews with stakeholders, including managers and staff, insights were gained on the current processes and potential areas for improvement. The speaker note for this slide would emphasise the importance of reflective conversations on the project process and political context, as well as the lessons learned and improvements suggested by stakeholders.

By incorporating stakeholder feedback and reflecting on the project's successes and challenges, the presentation aims to provide a comprehensive and meaningful analysis of the project's outcomes (Ahmad and Scott, 2019). Overall, the speaker would highlight the value of this reflective approach for improving future consultancy projects and ensuring successful outcomes for all stakeholders involved.

Scope and Content of the consultancy report 

  • Scope and content of the consultancy report.

  • Aims to provide insights and recommendations for Beach Vibe Resort.

  • Covers areas such as HR management, risk assessment, and resource utilization.

  • Report based on research and analysis of data gathered from the company.

  • Includes practical recommendations and an implementation plan.

The Scope and Content of the consultancy report is a crucial slide that outlines the main focus of the report prepared for Beach Vibe Resort. The report aims to provide valuable insights and practical recommendations to the organization based on the research and analysis conducted.

The consultancy report covers several critical areas, including HR management, risk assessment, and resource utilisation. In particular, the report provides a detailed risk assessment table with a comprehensive analysis of potential risks and benefits for the resort.

The report also includes practical recommendations in a bulleted format and an implementation plan to improve the resort's productivity. Overall, the consultancy report serves as a useful guide for Beach Vibe Resort in achieving its organisational goals and objectives.

Introduction to Beach Vibe Resort and Its Stakeholders  

  • The resort is located in a popular beach destination

  • The stakeholders include the owner, managers, staff, and customers

  • The owner is concerned with profitability, while the managers focus on ensuring customer satisfaction

  • The staff plays a critical role in delivering quality service to the customers

The introduction slide provides an overview of Beach Vibe Resort, highlighting its location as a popular beach destination. It also introduces the various stakeholders involved in the project, including the owner, managers, staff, and customers. The owner's primary concern is the profitability of the resort, while the managers are focused on ensuring customer satisfaction (Austin and Danny, 2022). The staff plays a critical role in delivering quality service to the customers. This slide sets the foundation for understanding the various perspectives of the stakeholders and their expectations from the consultancy project.

Aims, objectives and deliverables

  • Aims to enhance operational performance metrics and customer satisfaction.

  • Objectives include implementing an HRMS to improve HR processes and enable data-driven decisions.

  • Deliverables include a comprehensive report on the implementation of the HRMS and its impact on the company's performance.

The Beach Vibe Resort is facing stiff competition in the hospitality industry and the COVID-19 pandemic has caused a decline in tourism and revenue. In order to address these challenges and maintain its reputation, the company aims to enhance its operational performance metrics and customer satisfaction. The objectives of the project include the implementation of an HRMS to improve the efficiency of HR processes and enable managers to make data-driven decisions (Austin and Danny, 2022) .

The deliverables of the project will include a comprehensive report on the implementation of the HRMS and its impact on the company's performance, which will help Beach Vibe Resort to differentiate itself from its competitors and provide exceptional service to its guests.
 

Stakeholders relationship 

Assuming the situation, the stakeholders involved in the HRMS project at Beach Vibe Resort include:

  • Senior management

  • HR department

  • IT department

  • Employees

The stakeholders' relationship on the project is critical to the success of the implementation. Senior management must ensure that the project aligns with the strategic goals of the organisation and that the necessary resources are allocated to the project. The HR department must work closely with the IT department to ensure that the system is implemented effectively and that the employees receive adequate training (Do et al. 2020).

Employees must also be engaged and informed throughout the process to ensure that the system meets their needs and improves their experience at work. Effective communication and collaboration among stakeholders are essential to ensure the project's success.

The stakeholder relationship on the project must be managed carefully to ensure that the project meets the needs and expectations of all stakeholders. Regular meetings and updates should be provided to keep stakeholders informed about the progress of the project and any issues that arise (Gemar et al. 2019).

Additionally, feedback should be actively sought from stakeholders to ensure that their concerns are addressed and incorporated into the project. Effective stakeholder management will help ensure that the HRMS system is implemented smoothly and meets the needs of Beach Vibe Resort.

Client stakeholders' perspectives on the project

  • Client stakeholders, including the CEO, CFO and HR Manager, are interested in improving HR processes and increasing efficiency at Beach Vibe Resort.

  • The stakeholders are supportive of the implementation of an HRMS system to streamline HR processes and enable data-driven decision-making.

  • They view the project as an opportunity to enhance employee satisfaction and retention, reduce costs associated with manual HR processes, and improve the overall performance of the organisation.

  • The stakeholders have expressed concerns about the potential disruption to daily operations during the implementation phase and the need to ensure that the new system is user-friendly and meets the needs of all employees.

Client stakeholders are invested in improving HR processes at Beach Vibe Resort and are supportive of the project team's efforts to implement an HRMS system. They view the project as an opportunity to enhance employee satisfaction and retention, reduce costs, and improve overall performance (Huang et al. 2021).

However, they are concerned about potential disruptions during the implementation phase and the need to ensure that the new system is user-friendly and meets the needs of all employees.

The project team will need to work closely with stakeholders to address these concerns and ensure that the new system is tailored to the needs of the organisation. Effective communication and stakeholder engagement will be critical to the success of the project.

Introduction to Stakeholder to talk about the politics 

  • Stakeholder engagement is critical to the success of the HRMS implementation project at Beach Vibe Resort.

  • The project team should identify key stakeholders and their interests to ensure their involvement and support throughout the project.

  • Politics may play a role in stakeholder engagement, and the project team must navigate any potential conflicts or power dynamics to ensure effective communication and collaboration.

  • Effective stakeholder engagement can help to ensure the project meets the needs and expectations of all stakeholders and facilitates the smooth implementation of the HRMS system.

Effective stakeholder engagement is crucial to the success of any project, particularly in the implementation of a new system like HRMS. At Beach Vibe Resort, it is essential to identify key stakeholders and their interests to ensure their involvement and support throughout the project (Michael and Fotiadis, 2022).

However, politics may play a role in stakeholder engagement, and the project team must navigate any potential conflicts or power dynamics to ensure effective communication and collaboration.

By effectively engaging with stakeholders, the project team can ensure that the project meets the needs and expectations of all stakeholders, facilitating the smooth implementation of the HRMS system.

Concerns presented by Stakeholder

  • Stakeholders raised concerns regarding the impact of the new HRMS system on their daily work.

  • There were concerns about the need for additional training for employees to effectively use the new system.

  • The stakeholders expressed concerns about the cost and time required for the implementation of the new system.

  • Stakeholders also raised concerns about the potential disruption to the business during the implementation process.

The introduction to concerns presented by stakeholders focused on their worries about the impact of the new HRMS system on their daily work. They raised concerns about the need for additional training for employees to effectively use the new system, as well as the cost and time required for the implementation of the new system (Otoo, 2019).

Stakeholders were also worried about the potential disruption to the business during the implementation process. The project team took these concerns into consideration and addressed them in the implementation plan to ensure a smooth transition to the new system.

Assurance given 

  • Project team to provide regular progress reports to stakeholders

  • Communication channels to be established to ensure timely updates and information sharing

  • Training sessions to be provided to employees to ensure they are familiar with the new HRMS system

  • A change management plan to be developed to address any potential resistance to change

To assure the stakeholders that their concerns have been taken into consideration, the project team has outlined a number of actions to address the issues raised. The team will provide regular progress reports to the stakeholders to keep them informed of project developments. Communication channels will also be established to ensure timely updates and information sharing (Michael and Fotiadis, 2022).

The employees will be provided with training sessions to ensure they are familiar with the new HRMS system. Additionally, a change management plan will be developed to address any potential resistance to change. The project team is committed to working collaboratively with the stakeholders to ensure a successful implementation of the new HRMS system at Beach Vibe Resort.

Areas of risks assessed 

  • Project team to provide regular progress reports to stakeholders

  • Communication channels to be established to ensure timely updates and information sharing

  • Training sessions to be provided to employees to ensure they are familiar with the new HRMS system

  • A change management plan to be developed to address any potential resistance to change

To assure the stakeholders that their concerns have been taken into consideration, the project team has outlined a number of actions to address the issues raised. The team will provide regular progress reports to the stakeholders to keep them informed of project developments.

Communication channels will also be established to ensure timely updates and information sharing (Michael and Fotiadis, 2022). The employees will be provided with training sessions to ensure they are familiar with the new HRMS system.

Additionally, a change management plan will be developed to address any potential resistance to change. The project team is committed to working collaboratively with the stakeholders to ensure a successful implementation of the new HRMS system at Beach Vibe Resort.

Areas of improvement 

As part of our consultancy report on the Beach Vibe Resort, we have identified several areas where improvements can be made. These include:

  • Improving customer service standards to enhance the overall guest experience

  • Increasing the variety and quality of food options to cater to diverse guest preferences

  • Improving the resort's marketing strategy to increase visibility and attract more guests

  • Investing in infrastructure upgrades such as room refurbishments and additional recreational facilities to improve guest comfort and satisfaction.

Addressing these areas of improvement will require a coordinated effort from all stakeholders involved in the project (Peñas, 2020). By working together, we can ensure that the Beach Vibe Resort continues to meet and exceed guest expectations, resulting in increased profitability and long-term success for the business.

References

Austin, I.P. and Danny, N.G., 2022. Is the human resources management qualification required? An observation of human resources executives in Singapore and Macau integrated resorts and hotels. Journal of Asia Business Studies, 16(5), pp.713-728.
Do, H., Patel, C., Budhwar, P., Katou, A.A., Arora, B. and Dao, M., 2020. Institutionalism and its effect on HRM in the ASEAN context: Challenges and opportunities for future research. Human Resource Management Review, 30(4), p.100729.
Gemar, G., Negrón-González, A.M., Lozano-Piedrahita, C.J., Guzmán-Parra, V.F. and Rosado, N., 2019. Procedure for the continuous improvement of human resource management. Ingeniería e Investigación, 39(1), pp.53-62.
Huang, S., Yu, Z., Shao, Y., Yu, M. and Li, Z., 2021. Relative effects of human capital, social capital and psychological capital on hotel employees’ job performance. International Journal of Contemporary Hospitality Management, 33(2), pp.490-512.
Michael, N. and Fotiadis, A.K., 2022. Employee turnover: The hotel industry perspective. Journal of Tourism, Heritage & Services Marketing (JTHSM), 8(1), pp.38-47.
Otoo, F.N.K., 2019. Human resource management (HRM) practices and organizational performance: The mediating role of employee competencies. Employee Relations: The International Journal.
Peñas, E.D., 2020. Competencies of HRM Graduates Vis-A-Vis Industry Needs: Basis for an Action Plan for Curriculum Enhancement. JPAIR Institutional Research, 15(1), pp.78-97. 

Assignment 2 : Presentation 

Me: Welcome to this reflective conversation on our experience with the Beach Vibe Resort consultancy project. Joining me are Mr. David and Mr. Sanny, who were also stakeholders in the project. 
Mr. David: Yes, I completely agree that reflective conversations are essential to gain insights and improve future projects. During the Beach Vibe Resort project, we conducted interviews with managers and staff to gain insights into the current HR processes and potential areas for improvement. Through this process, we identified critical issues that we were able to address and make recommendations to enhance the company's performance.
Mr. Sanny: Reflective conversations are critical because they help us to identify the successes and challenges of the project. This, in turn, allows us to reflect on the lessons learned and provide recommendations for future projects. In the case of Beach Vibe Resort, we were able to identify areas for improvement that helped to improve the company's efficiency and enhance customer satisfaction.
Me: That's right. What are your thoughts on the report's content, Mr. Ahmed?
Mr. Ahmed: The report was comprehensive, and it covered essential areas such as HR management, risk assessment, and resource utilisation. It also provided practical recommendations and an implementation plan, which was useful for the company to make necessary improvements.
Mr. David: The report's content was impressive, and it provided the company with a clear roadmap to improve its operations. The risk assessment table was particularly helpful because it provided a comprehensive analysis of potential risks and benefits for the resort.
Mr. Ahmad: Indeed, the report provided a useful guide for the company to achieve its organisational goals and objectives. 
Mr. Sanny: One of the key insights we gained was the importance of effective communication and collaboration among stakeholders. This was critical to ensure that the project met the needs and expectations of all stakeholders. We also learned the importance of providing employees with adequate training and support to ensure the system met their needs and improved their experience at work. Can you tell us more about the consultancy report's scope and content?
Me: The consultancy report aimed to provide insights and recommendations for Beach Vibe Resort, covering areas such as HR management, risk assessment, and resource utilisation. The report was based on research and analysis of data gathered from the company, including a comprehensive risk assessment table. It included practical recommendations and an implementation plan to improve the resort's productivity
Mr. Ahmad: I completely agree with you. It's essential to understand the perspectives of all stakeholders involved in the project. It allows us to gain valuable insights and make informed decisions that align with the organisation's goals and objectives.
Mr. Sanny: Absolutely, Mr. Ahmad. The success of any project depends on effective stakeholder management and communication. I think the project team did a great job in engaging stakeholders and ensuring their feedback was incorporated into the implementation plan.
Me: Yes, I couldn't agree more. The project team did an excellent job in identifying and addressing the challenges faced by Beach Vibe Resort. The implementation of the HRMS system has enabled the company to streamline its HR processes and make data-driven decisions, resulting in increased productivity and customer satisfaction.
Mr. Ahmad: That's great to hear, Mr. David. It's always rewarding to see our efforts result in tangible improvements for the client. I'm sure the implementation of the HRMS system will have a positive impact on the resort's revenue and reputation in the long run.
Me: I agree, Mr. Ahmad. It's important to note that the project team's work doesn't end with the implementation of the HRMS system. Ongoing support and training are critical to ensure that the system continues to meet the needs of Beach Vibe Resort and its stakeholders.
Mr. David: Absolutely, Mr. Sanny. Ongoing support and training are essential to ensure the system's sustainability and the organisation's continued success. It's crucial to maintain a positive relationship with the client and provide ongoing support to ensure their satisfaction.
Mr. Ahmad: Well said, Mr. David and Mr. Sanny. I think it's safe to say that the Beach Vibe Resort project was a success. The project team's collaborative approach and effective stakeholder management played a significant role in achieving this outcome.
Me: I couldn't agree more, Mr. Ahmad. It's been a pleasure working on this project, and I look forward to applying the lessons learned to future projects.
Mr. David: Same here, Mr. Ahmad and Mr. Sanny. The Beach Vibe Resort project was a valuable learning experience, and I'm grateful for the opportunity to work with such a great team.
Mr. David: Overall, I'm pleased with how the project turned out. We were able to implement the HRMS successfully, and it's already showing improvements in the resort's HR processes. However, there were some challenges we faced during the project, particularly with regards to the political context.
Mr. Sanny: I agree with David. From a political perspective, we faced some resistance from the management team who were initially skeptical about the benefits of an HRMS. It was challenging to convince them of the need for a new system and to get their buy-in.
Me: Yes, I remember that. How did you overcome this resistance?
Mr. David: We focused on the benefits of the HRMS, particularly in terms of streamlining HR processes and improving operational efficiency. We also provided regular progress reports to the management team and ensured that the HRMS aligned with the resort's culture and objectives. This helped to build trust and credibility, and ultimately, we were able to get their buy-in.
Mr. Ahmad: I think it's essential to highlight that the success of the project wasn't just down to the project team, but also to the collaboration and involvement of the key client stakeholders. We worked closely with them throughout the project, from the analysis of the current HR processes to the development of the training programs for employees. This ensured that the HRMS met the needs of the business and aligned with the organisational culture.
Me: That's a great point, Ahmad. Can you elaborate on the process of developing the training programs?
Mr. Ahmad: Sure. We designed the training programs to be user-friendly and comprehensive, covering all aspects of the HRMS, including data entry, report generation, and data analysis. We also conducted feedback sessions with the employees to ensure that they were comfortable with the new system and that any issues were addressed promptly.
Mr. Sanny: I think it's also worth mentioning that the project team utilised a combination of qualitative and quantitative research techniques to gain an in-depth understanding of the HR processes at Beach Vibe Resort. This allowed us to identify areas for improvement and determine the functionality requirements of the new HRMS.
Me: Yes, I recall that we used the 4Ps of problem-solving to analyse the problems in HRM at Beach Vibe Resort - People, Processes, Products, and Place. Can you share your thoughts on how this helped us in the project?
Mr. Sanny: Certainly. By analysing the problems through the 4Ps, we were able to identify specific areas of improvement, such as the recruitment and selection process, employee compensation and benefits, and training and development opportunities. This helped us to develop a more targeted approach in implementing the HRMS and ensure that it addressed the resort's specific needs.
Me: Excellent. Finally, looking back on the project, what lessons have we learned that we can apply to future projects?
Mr. David: One lesson we learned is the importance of communication and collaboration with key client stakeholders. It's essential to ensure that everyone is on the same page and that the project aligns with the business objectives.
Mr. Ahmad: I think we also learned the importance of being adaptable and flexible in our approach. In a project like this, there are bound to be unexpected challenges, and we need to be able to adjust our plans accordingly.
Mr. Sanny: I would add that it's crucial to have a clear understanding of the political context of a project and to develop a
Mr. David: I agree with Mr. Sanny. It is important to involve employees in the process of selecting and customizing the HRMS. They are the ones who will be using it on a daily basis, and their feedback can help to ensure that the system is user-friendly and meets the needs of the business.
Me: Yes, that's right. In fact, during the research phase, we conducted interviews with employees to gain insights into their experiences and perceptions of the current HR processes. This information was used to determine the functionality requirements of the new HRMS.
Mr. Ahmad: That's a good approach. It is also important to ensure that the HRMS can be seamlessly integrated into the existing IT infrastructure. Have you worked closely with the IT department at Beach Vibe Resort to ensure this?
Mr. David: It's clear that the HRMS implementation project at Beach Vibe Resort has been successful in identifying the areas of improvement in the current HR processes. I believe that the collaboration between the project team and the key stakeholders has been crucial in ensuring that the HRMS aligns with the organisational culture and meets the needs of the business.
Mr. Sanny: I agree with David. The development of training programs for employees to ensure they are proficient in using the new HRMS is also critical. Employees need to be equipped with the necessary skills to operate the system, which will ultimately enhance the efficiency and effectiveness of the HR processes.
Me: Absolutely. One of the key lessons learned from this project is the importance of involving all stakeholders throughout the implementation process. By collaborating closely with the key client stakeholders and employees, we were able to ensure that the HRMS meets the needs of the business and aligns with the organisational culture.
Mr. Ahmad: I would also like to add that the political context of this project cannot be ignored. As we all know, the hotel and hospitality industry in Singapore is highly competitive, and the success of businesses in this industry is closely tied to the country's economy. By implementing an HRMS, Beach Vibe Resort has demonstrated its commitment to improving its operations and enhancing its guest experience, which will ultimately contribute to the growth of the country's economy.
Mr. David: That's a great point, Ahmad. The success of this project has not only improved the organisational performance metrics of Beach Vibe Resort but has also contributed to the growth of the country's economy. It's a win-win situation for all stakeholders involved.
Me: Yes, we have. The project team will work closely with the IT department to ensure that the HRMS can be seamlessly integrated into the organisation's existing IT infrastructure. This is crucial to ensure that the system is reliable, secure and effective.
Mr. Sanny: That's great to hear. How will you ensure that the HRMS aligns with the organisational culture and meets the needs of the business?
Me: We will work closely with the key client stakeholders throughout the project to ensure that the HRMS aligns with the organisation's culture and objectives. This will include providing regular progress reports to key client stakeholders and soliciting their feedback and input throughout the project.
Mr. David: What about training programs for employees? How will you ensure that employees are proficient in using the new HRMS?
Me: That's an important aspect of the project. The scope of work includes the development of training programs for employees to ensure that they are proficient in using the new HRMS. The training programs will be designed to be user-friendly and comprehensive, covering all aspects of the HRMS, including data entry, report generation, and data analysis.
Mr. Ahmad: That's great. What are some of the key lessons that you have learned from this project that can be applied to future projects?
Me: One of the key lessons that we have learned is the importance of involving employees in the process of selecting and customising the HRMS. Their feedback can help to ensure that the system is user-friendly and meets the needs of the business. Another key lesson is the importance of working closely with key client stakeholders throughout the project to ensure that the HRMS aligns with the organisation's culture and objectives. Finally, we have learned the importance of developing comprehensive training programs for employees to ensure that they are proficient in using the new HRMS.
Mr. Sanny: Those are great lessons. Thank you for sharing them with us.
Mr. David: Yes, thank you for your insights. It sounds like this project will be a success.
Mr. Ahmad: Agreed. I look forward to seeing the final outcome.
Me: Thank you. We are confident that the new HRMS will enhance Beach Vibe Resort's organisational performance metrics and distinguish the company from its rivals in the highly competitive hotel and hospitality industry.

Assignment 3 : Reflection  

Introduction 

In this assignment, I will be reflecting on my experience in conducting a consultancy report on the Beach Vibe Resort. I will be using Kolb's reflective cycle to analyse the personal reflexive lessons that I have learned throughout the project. This cycle allows me to evaluate the various stages of the project and identify how my actions and decisions impacted the outcome. Through this reflective process, I aim to gain a deeper understanding of my strengths and weaknesses, as well as identify areas for future improvement. By reflecting on my experiences, I hope to develop my thought and practice as a consultant, and apply these lessons to future projects.
Summary of the experience and achievement from being involved in consultancy project 

The consultancy project on Beach Vibe Resort aimed to provide a comprehensive analysis of the resort's current situation and develop strategies to improve its overall performance. Through extensive research and analysis, the team identified several key issues affecting the resort's growth, including poor marketing strategies, lack of effective leadership, and outdated facilities. To address these issues, the team recommended a series of interventions, including improving the resort's online presence, implementing a training program for staff and management, and renovating the resort's facilities (Peñas, 2020). The team also developed a detailed financial plan, including cost estimates for each intervention, to help the resort prioritise its resources.

Overall, the project was successful in achieving its objectives. The team was able to identify and analyse the resort's problems, develop a range of solutions, and provide the resort with a clear roadmap for improvement. The resort management was receptive to the team's recommendations and expressed a commitment to implementing them.

Furthermore, the team's analysis and recommendations were well-received by the resort's stakeholders, including staff, guests, and investors. The interventions proposed by the team were seen as practical and achievable, and there was a sense of optimism about the resort's future (Otoo, 2019). In conclusion, the consultancy project on Beach Vibe Resort was a comprehensive analysis of the resort's current situation and an effective strategy for improvement. The team's recommendations have the potential to enhance the resort's performance and increase its profitability in the long run.

Kolb’s Reflective Cycle 

Undertaking the consultancy project on Beach Vibe Resort has been a valuable learning experience for me. Through the stages of Kolb's reflective cycle, I have gained insight into my own thought processes and development of skills in consulting. This reflective essay will examine my experience in each stage of the cycle and how I will apply these insights to my future consulting work.

The first stage of Kolb's reflective cycle is concrete experience. In this stage, I gained firsthand experience of working with stakeholders, conducting research and analysis, and developing recommendations for the client (Do et al. 2020). This experience has taught me the importance of effective communication with stakeholders to identify their needs and concerns. It has also highlighted the need for thorough research and analysis to develop informed recommendations.

The second stage is reflective observation, where I took the time to reflect on my experiences during the project. In this stage, I gained a deeper understanding of the complexities of consulting work, including managing competing priorities, dealing with stakeholder conflict, and balancing the needs of the client with ethical considerations (Gemar et al. 2019). I also recognized the importance of self-awareness in consulting work, such as acknowledging my own biases and limitations.

The third stage is abstract conceptualization, where I made connections between my experiences and theoretical concepts. Through this stage, I learned about various theoretical models that can inform consulting work, such as stakeholder theory, systems thinking, and ethical frameworks. I gained an understanding of how these theories can inform my approach to consulting work, such as identifying and addressing power dynamics between stakeholders or considering the wider impact of recommendations on the community (Huang et al. 2021).

The final stage is active experimentation, where I apply what I have learned to future situations. Moving forward, I plan to apply the lessons learned in this consultancy project in several ways. First, I will prioritise effective communication with stakeholders, ensuring that their needs and concerns are taken into account throughout the project. Second, I will continue to prioritise ethical considerations in my work, recognizing the wider impact of consulting recommendations on the community (Austin and Danny, 2022). Third, I will continue to develop my skills in research and analysis to ensure that my recommendations are informed and evidence-based.

Overall, the consultancy project on Beach Vibe Resort has been a valuable learning experience that has allowed me to gain insight into the complexities of consulting work. Through the stages of Kolb's reflective cycle, I have gained a deeper understanding of my own thought processes and development of skills in consulting. Moving forward, I plan to apply these insights to my future consulting work, prioritising effective communication, ethical considerations, and evidence-based recommendations.

Also Read - Tips To Write Gibb's Reflective Cycle

References

Austin, I.P. and Danny, N.G., 2022. Is the human resources management qualification required? An observation of human resources executives in Singapore and Macau integrated resorts and hotels. Journal of Asia Business Studies, 16(5), pp.713-728.
Do, H., Patel, C., Budhwar, P., Katou, A.A., Arora, B. and Dao, M., 2020. Institutionalism and its effect on HRM in the ASEAN context: Challenges and opportunities for future research. Human Resource Management Review, 30(4), p.100729.
Gemar, G., Negrón-González, A.M., Lozano-Piedrahita, C.J., Guzmán-Parra, V.F. and Rosado, N., 2019. Procedure for the continuous improvement of human resource management. Ingeniería e Investigación, 39(1), pp.53-62.
Huang, S., Yu, Z., Shao, Y., Yu, M. and Li, Z., 2021. Relative effects of human capital, social capital and psychological capital on hotel employees’ job performance. International Journal of Contemporary Hospitality Management, 33(2), pp.490-512.
Michael, N. and Fotiadis, A.K., 2022. Employee turnover: The hotel industry perspective. Journal of Tourism, Heritage & Services Marketing (JTHSM), 8(1), pp.38-47.
Otoo, F.N.K., 2019. Human resource management (HRM) practices and organisational performance: The mediating role of employee competencies. Employee Relations: The International Journal.
Peñas, E.D., 2020. Competencies of HRM Graduates Vis-A-Vis Industry Needs: Basis for an Action Plan for Curriculum Enhancement. JPAIR Institutional Research, 15(1), pp.78-97. 

Assignment 3 : Reflection 

Me: Good afternoon, teacher. Thank you for taking the time to meet with me today.
Teacher: Of course, what can I help you with?
Me: I wanted to discuss my experience in conducting a consultancy report on the Beach Vibe Resort, and how I used Kolb's reflective cycle to evaluate my personal lessons learned throughout the project.
Teacher: That sounds interesting. Can you start by describing the project and your involvement in it?
Me: Certainly. The consultancy project aimed to provide a comprehensive analysis of the Beach Vibe Resort's current situation and develop strategies to improve its overall performance. As part of a team, I conducted extensive research and analysis to identify key issues affecting the resort's growth, including poor marketing strategies, lack of effective leadership, and outdated facilities. We developed a series of interventions, including improving the resort's online presence, implementing a training program for staff and management, and renovating the resort's facilities, and provided a detailed financial plan to help the resort prioritise its resources.
Teacher: It sounds like a challenging project. How did you approach it?
Me: I used Kolb's reflective cycle to evaluate my experience at each stage of the project. In the concrete experience stage, I gained firsthand experience of working with stakeholders, conducting research and analysis, and developing recommendations for the client. I learned the importance of effective communication with stakeholders to identify their needs and concerns and the need for thorough research and analysis to develop informed recommendations.
Teacher: That's a good start. What did you learn in the reflective observation stage?
Me: During the reflective observation stage, I took the time to reflect on my experiences during the project. I gained a deeper understanding of the complexities of consulting work, including managing competing priorities, dealing with stakeholder conflict, and balancing the needs of the client with ethical considerations. I also recognized the importance of self-awareness in consulting work, such as acknowledging my own biases and limitations.
Teacher: That's a crucial skill to have. What connections did you make in the abstract conceptualization stage?
Me: In the abstract conceptualization stage, I made connections between my experiences and theoretical concepts. I learned about various theoretical models that can inform consulting work, such as stakeholder theory, systems thinking, and ethical frameworks. I gained an understanding of how these theories can inform my approach to consulting work, such as identifying and addressing power dynamics between stakeholders or considering the wider impact of recommendations on the community.
Teacher: Excellent. How do you plan to apply what you learned in the active experimentation stage?
Me: In the active experimentation stage, I plan to apply the lessons learned in this consultancy project in several ways. First, I will prioritize effective communication with stakeholders, ensuring that their needs and concerns are taken into account throughout the project. Second, I will continue to prioritize ethical considerations in my work, recognizing the wider impact of consulting recommendations on the community. Third, I will continue to develop my skills in research and analysis to ensure that my recommendations are informed and evidence-based.
Teacher: It sounds like you have learned a lot from this project and have a clear plan for applying it in future consulting work. Congratulations on your success and growth.
Me: Well, it was a challenging yet rewarding experience. I gained a lot of valuable insights into the consulting process, and I feel like I've grown both personally and professionally.
Teacher: That's great to hear. Can you give me an example of a specific challenge you faced during the project and how you overcame it?
Me: Sure. One of the biggest challenges we faced was managing stakeholder expectations. We had to balance the needs of the resort management with the expectations of guests and investors. It was difficult to find a solution that satisfied everyone, but we ultimately prioritized the needs of the resort and provided recommendations that we believed would have the greatest long-term impact.
Teacher: That's a common challenge in consulting work. How did you approach communication with stakeholders to ensure that their needs were taken into account?
Me: We used a variety of communication channels, including regular meetings, email updates, and progress reports. We made a conscious effort to actively listen to stakeholders and address any concerns they had. We also tried to provide clear and concise explanations for our recommendations, so stakeholders understood why we were suggesting certain interventions.
Teacher: Excellent. It sounds like you were able to navigate the complex dynamics of stakeholder management effectively. Can you tell me about another lesson you learned from this project?
Me: Sure. I learned the importance of conducting thorough research and analysis to inform recommendations. We spent a significant amount of time gathering data, reviewing industry trends, and conducting SWOT analyses to ensure that our recommendations were evidence-based and informed.
Teacher: That's a valuable lesson. Can you explain how you applied this lesson to the project?
Me: We made sure to gather data from a variety of sources, including primary and secondary research, to ensure that our recommendations were based on reliable information. We also used a range of analytical tools, such as financial modelling and scenario planning, to develop recommendations that were grounded in data.
Teacher: Great. It's clear that you put a lot of effort into conducting thorough research and analysis. Moving forward, how do you plan to apply the lessons you learned from this project to your future consulting work?
Me: There are several ways I plan to apply these lessons to my future work. First, I will prioritize effective communication with stakeholders, ensuring that their needs and concerns are taken into account throughout the project. Second, I will continue to prioritize ethical considerations in my work, recognizing the wider impact of consulting recommendations on the community. Third, I will continue to develop my skills in research and analysis to ensure that my recommendations are informed and evidence-based.
Teacher: It sounds like you have a clear plan for applying the lessons you learned from this project. Do you have any final reflections on your experience?
Me: Yes, overall, I feel like this project was a valuable learning experience. It taught me a lot about the consulting process, and I feel like I've grown both personally and professionally. I'm excited to apply these lessons to future projects and continue to develop my skills as a consultant.
Me: Thank you, teacher. This project has been a valuable learning experience, and I am excited to apply what I have learned in future projects.
 

Assignment 2 : Reflective Report    

Role in developing the consultancy proposal with client

Connection with the client

My consultancy team has been working with a number of organisations in Singapore. One of the sectors where my consultancy team has worked in the past is the hospitality sector. The connection with the client was built through a call received from the client. As I asked the client about how they get to know about us and our services, the client stated that they have heard about our excellent services from one of its known sources. After knowing about this, I discovered that the source was one of our respectable, trustable and oldest clients in Singapore. The new client has been moved by the review the source gave to them, and thus directly called us to get connected. It was therefore a contact from the professional network. 

Processes undergone to understand the need

Expertise, reputation, judgement, effective listening, timekeeping, and communication are crucial consultant attributes. Best practices are always recognised since they have been tried in the marketplace, are reproducible, and save time. At first, I started working on identifying the issue for which the client is looking for consultancy support. I conducted a survey session with the managers of the client company. The interviewees were asked about the current issues they are facing at the workplace. Most of the managers have responded that there is a lack of coordination and due to manual data storing system, the workload has increased as well as stress is also increasing on a single person (Srinivasan, and Dhivya, 2020).

Moreover, the manual system is an old version of data storing techniques and thus a huge amount of data about the employees cannot be stored properly. Thus the client company wants to construct an entirely new digital system for human resource management which will increase the operational efficiency of the company. I also conducted several meetings with the client where we discussed the current issues, objectives of the projects, outcome of the project, and also gave a rough budget of the entire deployment process.

Once the client company agreed with the details provided to them, the consultancy team started working on the project (Al-Musadieq et al. 2018). In meeting with the client, I have approached the problem solving approach for identifying the problem and generating new ideas and an operating model for the deployment of the required software. Both of these models were useful in identifying the client’s issues and thus it was easier to recommend a suitable solution to the client. 

Aims and Objectives

This report is concerned with the deployment of a Human Resource Management System for the client company, Beach Vibe Resort, located in Singapore, falls in the hospitality and tourism sector. The main tasks to be performed by the consultancy are to identify the current challenges and implement the needs in terms of Human Resource Management software installation (Srinivasan, and Dhivya, 2020).  The goal is to boost operational effectiveness. The project's goal is to (a) reduce time consumption, (b) provide timely reports, (c) minimise paperwork flow, (d) encourage employee involvement, (e) respond to different needs, and (f) enhance efficiency.

Consultancy Style 

As the client is already aware of the concerns they are facing, the main task for me was to listen to the client’s issues, gather any necessary data, make logical sense of and evaluate this data, and lastly give clients with a resolution or proposal (Basten, and Haamann et al. 2018). Therefore, the consulting style used particularly for this client is prescriptive style. It represents the most conventional form of the consultation process, and the consultant must be careful not to offend or disrespect the client by being overly restrictive.

Analysis of the client culture in relations to power and politics

Views about the dynamics of the stakeholders

Understanding the main stakeholders and their needs and wants is one of the most important factors in the consultancy process. During the consultancy work, several meetings were conducted where different stakeholders also participated. Responding to stakeholder complaints and criticism may be a vital source of information for improving project structure and achievements, as well as assisting a corporation in identifying and managing possible threats. It can also serve as the foundation for consultation and cooperation and collaborations (Basten, and Haamann, 2018).

Relevant parties have submitted their needs or restrictions based on industry knowledge before every meeting that has been quite useful in assessing the project's scope and hazards. The more I connected and implemented partners, the more concerns I was able to decrease on my consultancy project. Grouping the stakeholders based on their power and influence was one of the most crucial tasks in the process.

My consultancy team identified the stakeholders related to the project work and consulted with them one by one. Based on their interest level and power, the stakeholders were divided in four segments (Driskill, 2018). Communication was built up either spoken or textual, official or casual, depending on the situation. Some situations necessitate a combination of writing and speaking to guarantee that all stakeholders are addressed and comprehend the information supplied.

Stakeholders brought their own objectives and goals to the project while meeting. Several of these priorities frequently conflict with one another. Some objectives were interpersonal, institutional, role-based, or represent employee background variations.

Stakeholders that are crucial to the success of a project may not disclose all of the data the project manager needs from them or provide data on a regular basis. Stakeholders sometimes purposefully or inadvertently interrupt the project (Paais, and Pattiruhu, 2020).

For example, one of the stakeholders was so busy that they neglected to email the statistics the consultancy team required every week or missed critical project sessions. Overall, there was a mixed experience from the stakeholders. 

View about the culture of the company

A company culture is the combination of beliefs, expectations, and practices that govern the staff on a daily basis. Culture may be seen via the activities of management and workers, but it is often difficult to identify or measure. While communicating with the client organisation and client stakeholders, I can state that the company tries to maintain a healthy culture inside the organisation. Working with them was a pleasant experience. Individuals are more relational and exhibit themselves more honestly.

There is a strong degree of participation and collaboration. Trust and enthusiasm are highly valued, and established policies may be ignored at moments in order to preserve strong connections (Al-Musadieq et al. 2018). Therefore, it can be stated that the organisation maintains a community culture. The form of the organisational culture is expected to alter over time as the firm evolves. Still outwardly oriented but with less companionship, a greater emphasis on individual success, and a lower patience for failures have been noticed. Most importantly, I have noticed a collaborative culture in the organisation where the managers usually assist their subordinates when they are in need. Moreover, while making any important decisions, opinions of all the employees are considered. This culture has helped the consultancy team to connect with employees and managers to know more about the issues. 

Nevertheless, it may take a different form based on various uncontrollable circumstances like new leaders' attitudes and views, the influence of disruptive technology, and legislative changes or the economics (Paais, and Pattiruhu, 2020). The more established the culture of an institution, the older and bigger it grows. 

Critical reflection of relationship with client 

Relationship with the stakeholders

Client-centric consulting requires strong interpersonal relationships. Without a connection consultant, it is impossible to completely comprehend the client's challenges and wants. Through the stakeholder power matrix, I divided the stakeholders in four segments such as “low influence high power, low power low influence, high power high influence and high power low influence”. The key players which I identified were the stakeholders with high power and high influence.

Senior executives of the Client Company, ERP vendors, and project managers were in this section. Least important stakeholders were the one with low power and low influence. These stakeholders are the staff members of the client company, union leaders and these stakeholders don’t have enough power to influence the consultancy process (Civera, and Freeman, 2019).

Suppliers, developers, sponsors and testers were in the high influence, low power segment since these stakeholders are responsible for the development of the required project needs but don’t have enough memory power. Involvement of these stakeholders can influence the entire project proposal. Regulators, customers, sponsors were the ones with high power but less influence since the acceptance of the final outcome is dependent on these parties. 

Views about the dynamics of the stakeholders

As I connected with the stakeholders, I observed that the client stakeholders were very engaging and they were pretty interested in building a rapport with me. Once I communicated with them, I observed their culture and how they usually perform in a team. From my point of view, the organisation maintains a collaborative culture where all the employees are provided with an opportunity to participate in any decision making process (Dmytriyev et al. 2021). I was really impressed with this organisational culture and how the managers value the opinions of their subordinates. 

Mutual understanding and trust with specific key stakeholders

I followed a certain strategy to develop a long term relationship and mutual understanding with the client. I maintained a proper code of dressing and polite tone as I knew the first impression is the most important. First impressions are important, and the first engagement will shape the consultant's connection with clients (Civera, and Freeman, 2019).

The next step I followed was to build a strong communication and build a rapport with the client. From my point of view, respecting and appreciating the other person's remarks is crucial for healthy connection building. I knew that to develop a mutual understanding, it is important to develop trust. I trusted myself and my ability to be upfront and honest enough to speak things as they were. I never over-promised or felt obligated to give yes to outrageous requests.

I also acquired the respect and appreciation of the stakeholders by aggressively and resourcefully handling risks and difficulties. The positive vibe I exuded drew others to me and provided my stakeholders the sense that I was at ease.

Ethical consideration

Ethics are critical in business because they link people's beliefs and behaviours. The way individuals interact in the workplace raises ethical concerns, conflicts and achievements, and commercial malfeasance. Building appropriate relationships among employees, clients, shareholders, vendors, management, and the communities in a corporation is critical since it influences the business's success. At one point of time, there was an issue regarding the disclosure of client’s personal information to some third parties (Dmytriyev et al. 2021).

This incident brought the notion of ethical consideration into everyone’s eyes. However, the situation was not the same and there was a misunderstanding between the client and my consultation team. I along with my team have focused on every single aspect of securing sensitive and confidential data of the client company and the client stakeholders. To solve the ethical dilemmas in the consultancy work, I introduced  a Code of Ethics and each of the parties were informed about the new code for maintaining the confidentiality and ethical standards of the consultancy work (Passetti et al. 2019). Both the parties agreed to sign the Code of Ethics. From the incident, I have been able to understand the importance of maintaining the ethical standards while working with someone else and how lack of ethical understanding can lead to severe outcomes.

References

Al-Musadieq, M., Nurjannah, N., Raharjo, K., Solimun, S. and Fernandes, A.A.R., 2018. The mediating effect of work motivation on the influence of job design and organizational culture against HR performance. Journal of Management Development.
Basten, D. and Haamann, T., 2018. Approaches for organizational learning: A literature review. Sage Open, 8(3), p.2158244018794224.
Civera, C. and Freeman, R.E., 2019. Stakeholder relationships and responsibilities: A new perspective. Symphonya. Emerging Issues in Management, (1), pp.40-58.
Dmytriyev, S.D., Freeman, R.E. and Hörisch, J., 2021. The relationship between stakeholder theory and corporate social responsibility: Differences, similarities, and implications for social issues in management. Journal of Management Studies, 58(6), pp.1441-1470.
Driskill, G.W., 2018. Organizational culture in action: A cultural analysis workbook. Routledge.
Paais, M. and Pattiruhu, J.R., 2020. Effect of motivation, leadership, and organizational culture on satisfaction and employee performance. The Journal of Asian Finance, Economics and Business, 7(8), pp.577-588.
Passetti, E., Bianchi, L., Battaglia, M. and Frey, M., 2019. When democratic principles are not enough: Tensions and temporalities of dialogic stakeholder engagement. Journal of Business Ethics, 155(1), pp.173-190.
Srinivasan, N.P. and Dhivya, S., 2020. An empirical study on stakeholder management in construction projects. Materials Today: Proceedings, 21, pp.60-62.

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