Improving Hotel Starlac's Human Resources and Talent

Management System
Case

Author: Stephanie Pougnet & Carlos Martin-Rios

Online Pub Date: April 06, 2016 | Original Pub. Date: 2016
Subject: Strategic Human Resource Management, Talent Management, Hospitality, Travel & Tourism
Management
Level: | Type: Direct case | Length: 5134
Copyright: © Stephanie Pougnet & Carlos Martin-Rios 2016
Organization: Hotel Starlac| Whitestone | Organization size: Medium
Region: Western Europe | State:
Industry: Accommodation and food service activities
Originally Published in:
Publisher: SAGE Publications: SAGE Business Cases Originals
DOI: https://dx.doi.org/10.4135/9781473944626 | Online ISBN: 9781473944626
SAGE SAGE Business Cases
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© Stephanie Pougnet & Carlos Martin-Rios 2016

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Abstract
In the context of a war for talent, hospitality business leaders are competing to attract, develop,
and retain high performers. The challenge is crucial in the tourism and hospitality sectors, whose
competitive advantage relies on its workforce. Their human resource management (HRM)
systems should contribute to increasing individual and organizational performance. Yet, HRM
practices exhibit big discrepancies between small family-owned independent establishments
and large corporate groups and chains owned by shareholders. In particular, the ongoing
purchase of independent hotels by finance-based companies like private equity or pension funds
sets the scene for HRM challenges at both individual and organizational levels. Hotel Starlac is
an independent and small 5-star hotel located in Geneva, Switzerland. Due to fierce competition
and an ongoing decline in the hotel's revenue and gross operating profit, the current owners
are faced with three potential options, which will entail very different management models and
practices: (1) reposition their hotel as more of a niche business; (2) sign a management contract
with an investment and advisory firm called Whitestone; or (3) eventually sell the hotel to
Whitestone. A proper diagnostic of Hotel Starlac's strategic talent management practices might
help the owners make the right decision.

Case
This case seeks to illustrate different management models and practices and addresses several human
resource management (HRM) policy areas.

Learning Outcomes

Upon successful completion of this case study, learners should be able to define human resources/talent
management challenges by applying relevant knowledge and, using appropriate concepts to the case,
analyze how human resources/talent management practices impact business performance in the case, and
construct hypotheses and develop factual and scientific arguments to solve the human resources/talent
management issues raised in the case. By studying the Hotel Starlac case, learners will explore, analyze,
and solve HRM talent management issues. They will acknowledge, compare, and evaluate opposite models
of management so that they can make responsible, accurate, and well-informed decisions in the field of
talent acquisition and selection, working conditions and leadership, performance management, training and
development practices, compensation, and reward and retention practices. Therefore, learners should finally
be able to design human resources/talent management processes aimed to improve business performance
and self-assess decisions made, diagnostics delivered, and recommendations done while demonstrating
responsible awareness of the stakeholders potentially involved.

Hotel Starlac: General Overview

Independently owned by Carla and Steffen, the Starlac is a small 5-star hotel located in Geneva, Switzerland.
It has around 15 direct competitors. Two of the competitors are about to open a new spa service to
differentiate themselves. Others have recently renovated their rooms to equip them with the latest technology
and innovative features. Some competitors have even launched exclusive catering services based on new
concepts of food courts and buffets—all in order to attract groups and seminars, especially tour groups from
Asia.

The Hotel Starlac has a small, underground parking area, a franchised spa, as well as a gym, banquet hall,
and seminar facilities. It currently has 50 rooms and one gourmet restaurant, called the “Holy Swan” (30
seats). In order to attract new customers, Steffen has purchased the building adjacent to the Starlac. Indeed,
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Hotel Starlac is preparing to open a new casual dining restaurant called the “Happy Cow” (60 seats) and 50
additional hotel rooms in the next four months.

Starlac currently employs 70 full-time equivalent (FTE) employees. Six people work full-time in the
administration department: Steffen, the general manager (GM); Carla, both the HR manager and Steffen's
assistant; the chief financial officer (CFO); the chief marketing officer (CMO); one booking and sales agent;
and the IT and maintenance manager, who was hired four months ago. The rooms department counts 24
full-time and 12 part-time employees, working in the housekeeping and the front office divisions. The food
and beverage (F&B) department employs 30 full-time and eight part-time employees in the kitchen, bar and
restaurant, and for room and banquets services.

Starlac's Management Traditions

Since its founding by Carla's grandfather, Hotel Starlac has been managed with a small-company feel. Carla's
father was the second owner. For more than 25 years, Carla worked in various positions for several airline
companies and travel agencies in Asia and Australia. About 15 years ago, she married Steffen, a restaurateur
from Zurich, Switzerland, and returned to Geneva where she was appointed head of the front office division of
Hotel Starlac, while Steffen took the lead in the F&B department. Ten years ago, Carla was promoted to head
of the rooms department, leading both the front office and the housekeeping divisions of the hotel. When her
father passed away five years ago, Carla inherited Hotel Starlac. Over the years, she has been committed to
improving the hotel's overall image. She personally oversaw the renovation and redecoration of the rooms,
especially the suites. She also came up with the idea of building the spa, a groundbreaking move at the time.

Just a few months before Carla's father passed away, Hotel Starlac became a 5-star establishment.
Meanwhile, Steffen was promoted to general manager (GM) and Carla created and filled the position of HR
director to assist him.

Both Carla and Steffen have always shared the goal of Hotel Starlac's founder:

To build an enduring company, where clients would be offered personalized, and innovative service provided
by highly competent, motivated, and responsible Starlacians.

Both Carla and Steffen really want to implement the practices of upscale businesses described in hotel
and management magazines: top-notch managerial practices as applied in exemplary luxury palaces and
international hotel groups. For instance, they often praise Yannick Alléno, who, during his time as head chef at
the 5-star palace Le Meurice in Paris between 2003 and 2013, was able to formalize a successful suggestion
system for his commis to propose practical ideas, explore ways to renew the range of services offered, and
create new dishes and menus.

Carla is particularly impressed by what she regularly reads about hotel management in magazines. Examples
include employee involvement in developing a new line of restaurant dishes to reduce breakage, innovative
soundproofing in the ceiling, improvements in nonslip flooring, or modern extractor systems that help reduce
the temperature in the kitchen. On occasion, she notices articles in newspapers about seemingly highly
engaged employees at certain establishments who take part in collaborative groups with the goal of reducing
waste to improve workplace efficiency.

Because she is committed to introducing similar workplace practices that honor her employees'
responsibilities on the job, Carla involves her employees in every decision made. In weekly, informal
meetings, any room attendant can voice his or her opinion on marketing strategies, while any steward can
also take part in decisions such as whether to partner with online travel agents (OTAs).

A few months ago, for example, Carla made several decisions that were based on random discussions she
had with employees from both F&B and rooms departments. Notably, she replaced heavy silver trays with
carbon fiber composites, making them lighter for the waiters, while room attendants' winter uniforms were
replaced with thicker Bragard coats protecting them from low temperatures.

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Human Resource Management at Starlac

Thanks to the daily, personal contact she has with “Starlacians,” Carla takes care of all of Hotel Starlac's
employees, making sure they have all the necessary resources to achieve their daily duties and missions
in their own way. On a weekly basis, Carla has a talk with each staff member that constitutes an informal
evaluation based upon a mix of feedback and self-assessment. Carla also holds monthly meetings with
a number of employees randomly picked from different departments during which she discusses
interdepartmental problems and seeks ideas to continuously implement customer-related and integrated
solutions. Although these meetings are entirely voluntary, it is common knowledge that participation carries
some form of reward—sometimes lump-sum bonuses, but for the most part, travel or entertainment vouchers
and discounts, membership in a sport club, bottles of wine, or flowers—a variety of perks Carla believes any
Starlacian will value.

At Hotel Starlac, there is a “matching policy” regarding compensation (i.e., their pay scale is on par with that
of the competition) but bonuses and incentives as well as benefits and perks offered to employees make their
direct and indirect monetary compensation package more attractive than those of its local competitors. As a
result, Starlacians are satisfied with their compensation and benefits. Most department heads and supervisors
have been working for the hotel for over 30 years, having been promoted from within the organization after
they had held entry-level positions. For employees at operational levels, the average seniority is 20 years,
ranging from 15 to 25 years. Only 10 employees have been working at the Hotel Starlac for less than three
years. These employees mainly serve in front office and bar/restaurant positions. Yet, the staff turnover rate
has steadily increased over the years, notably in the front office and the bar/restaurant service. Carla does not
seem to worry about the increasing turnover. She believes it is related to the millennial generation's general
lack of loyalty to any one company.

Nevertheless, Carla is obsessed by the idea of satisfying each individual employee's needs and expectations,
always striving to ensure good psychological and physical working conditions. Unlike the classical brigades
working in the kitchen according to the typical standard operating procedures (SOP) of many hotels, work
organization and relations at Hotel Starlac seem relaxed and informal. Although the hospitality industry
is primarily a service industry, it can sometimes feel more like a production line. In most hotels and
restaurants, the Taylorization of tasks is omnipresent, with division of labor, time-and-motion measurements,
job prescription, and centralized standard procedures the norm. And, as in the army, hotel and restaurant
employees are usually divided by rank, which creates a hierarchical structure. Carla, as the HR director,
believes that the classical principles of managerial supervision do not apply at the Hotel Starlac.

Carla and Steffen believe in the importance of employee well-being. Like other hotels, they organize quarterly
staff parties to ensure staff cohesion. Although there is no employee satisfaction survey, they keep daily
contact with each and every employee in order to guarantee that any doubt, problem, or difficulty is addressed
through fluid and open communication. Having had the opportunity to hire employees who previously worked
for hotel groups such as Ritz Carlton and Carlson Rezidor, Carla and Steffen are impressed by the employee
surveys that are conducted in other establishments and could be tempted to implement them at Starlac in the
future.

Hotel Starlac's Customer and Employee Relationship Management

Carla and Steffen have recently acquired revenue management system (RMS) and customer relationship
management (CRM) software through which guests' preferences can be entered into the hotel's IT system
and accessed by employees. This software program, which has proven to be extremely successful and cost-
efficient for several direct competitors, tracks certain clients' preferences.

To get the best out of the CRM, Carla put in place a voluntary “train-the-trainer” program three months ago,
akin to that of premier hotel groups, which offers monthly workshops. At Starlac, employees who receive
training are then expected to share their learning with other Starlacians.

By analyzing the CRM output, data from the RMS, and the balance sheets, together with some data from
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OTAs, Steffen, the CFO, and the CMO figured out that Hotel Starlac had not been able to adapt to changes
in guest segmentation, which have been taking place in recent years. At Hotel Starlac, international leisure
groups and business travelers have replaced domestic free individual travelers (those not traveling with a
group or marketed package) on an increasing basis. These market segments have very different expectations
in many areas. New customers from Asia-Pacific tend to prefer travelling with a well-run tour group, which has
become a vital market segment for the hotel. To meet their expectations, tour operators must, for example,
guarantee total transparency regarding hygiene and food safety. However, Hotel Starlac's related procedures
were not yet ready to meet such standards. At Hotel Starlac, the CRM shows that Asian customers frequently
asked front office clerks how their personal belongings could be protected from thieves and expressed
concerns about the honesty of staff such as cleaning staff.

At Hotel Starlac, the room occupancy rates have decreased over the last four years, from 65 percent to
55 percent. Both revenue and gross operating profit for the whole hotel have steadily decreased over the
last four years. However, to serve the expected increase in the number of guests, as a result of doubling
room capacity and tripling seat capacity, the hotel must hire more employees (although the hotel is receiving
fewer and fewer unsolicited applications every month). Investments must be made, and higher labor costs
will put Hotel Starlac in a difficult situation. With more employees, Carla fears it might be difficult to sustain
her practice of contacting each employee daily. Therefore, she aims to create a program equivalent to
the Starlac's CRM to track Starlacians' satisfaction with the organizational climate, appraisal and feedback
system, compensation and benefits, assigned responsibilities, and physical working conditions for each
position. However, implementing this type of employee-relationship management system would mean new
costs, while revenue and profit are decreasing.

Certainly, Carla and Steffen have to make some changes to keep the hotel afloat over the long term, but
they are also close to retirement now. Steffen and Carla have no children. They have no inheritor who would
have the necessary knowledge, skills, and abilities to run Hotel Starlac. Carla and Steffen respectively own
55 percent and 45 percent of the hotel. Each could sell his/her share as they wish. If one sells but the other
does not, then the one not selling would have the priority in purchasing the other's share. Carla and Steffen
could reposition the hotel on a niche market and rely on their most loyal Starlacians to manage the hotel once
they retire. Some Swiss studies have shown that the area might lack medical and social institutions to take
care of elderly people. By transforming the current facilities and adding the new lodging and dining capacity,
Carla and Steffen could tap into an entirely different market. They could also have the hotel run under a
management contract while keeping ownership, or even sell the entire hotel.

Indeed, one of Steffen's old friends, Benjamin, currently works for Whitestone, a private equity firm that
invests in businesses, improves, and subsequently sells them. Steffen set an appointment with Benjamin a
few days ago, to discuss the future of the esteemed hotel. Before Steffen could even speak a word, Benjamin
informed Steffen that he had just met Isabelle, a former Starlac bartender who had quit a few days before and
who was spreading a negative image of the hotel.

Isabelle: A Deluded or Reluctant Employee?

I worked for weeks on polishing my CV and my handwritten cover letter. I'd heard Hotel Starlac uses
graphology to pre-select applicants, a reference checking system, and CV screening before selecting those
candidates who will make it to the interview phase.

Anyway, I was short-listed for the bartender position and was really excited. It was an opportunity to work in
a hotel that employed Michelin star chefs, which had been redecorated by world-renown designers, where
international celebrities used to book their rooms on a daily basis. Thrilling!

My selection interview on the phone with the bar manager lasted barely 20 minutes. It was a weird interview.
The bar manager asked me about a wide range of topics, some of them not clearly related to my position.
Yet, I thought it was worth answering any question if that is what it takes to get a great job. The bar manager
stressed that my personality type fits with that of his cohesive “team of champions.” He went on to spill the
beans about how great the job would be. He told me that for an entire week his team of champions would take

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care of my orientation. On my first day, I would be introduced to Hotel Starlac's values. I would be personally
welcomed by Steffen, the GM. I would watch a video about Starlac's history. The bar manager also assured
me that I would have dinner at the “Holy Swan” during my orientation program. Finally, the team of champions
would introduce me to other employees, and I would attend training courses on the CRM program and on
some basics of my job. Eventually, he told me that work would be fun at the bar, that the team of champions
was really nice and helpful, and that he counted on me to be nice and helpful as well.

Actually, I wonder if the bar manager ever had an idea of the kind of ideal candidate he was looking for. I even
realize that he ended the phone interview without giving me any specific information about the job, duties,
or responsibilities. In fact, nothing in the orientation program the bar manager had described ever actually
happened!

On my first day, I was told the hotel was in a rush and that the usual orientation would take place later—which
never occurred. On my second day of work, the bar manager asked me whether I could replace the night
auditor during his break, from 1 a.m. to 2 a.m. He told me that it was the GM who asked the F&B manager
who asked him to ask me, or something to this effect. To keep my job, I accepted, of course. Actually, not only
have I had to replace the night auditor during his breaks for two weeks, but then, when he went on sick leave,
I had to replace him for an entire month. This was really far from being a bartender. There was supposed to be
another night auditor … who actually never came back from his vacation! So in fact, I had to replace two night
auditors. My workload was crazy! And I never had the mandatory training I was expected to have, neither for
my bartender position nor for any night auditing duties. Later on, I was told by a room attendant that this kind
of situation was quite common and that I shouldn't complain to Carla and Steffen about that. Essentially, the
bar manager probably knew from the beginning that I would have to be in charge of some night auditing but
didn't dare tell me.

Eventually, the bar manager told me in a very rough manner that I did not perform up to his standards and
that I was not nice and helpful enough with his team of champions. Despite all the work and filling in that I
had done, I got no recognition at all. I have worked for Hotel Starlac for two months, and I think I have had
enough. Although I met Carla and Steffen many times, I was too scared by the bar manager to talk openly
with them. The bar manager seemed to be like one of their favorite “Starlacians,” as they say, so I thought I
would have no chance at all.

I don't know what's going on here. In appearance, people look friendly, but I think this is only window dressing
in front of the bosses. There are rivalries and everyone gossips. There are more hidden conflicts than clear
rules. Some Starlacians can do whatever they want there!

A few of them actually told me that they were using the CRM program only at its minimum capacity. They
never believed the CRM system would improve anything. They said they know their customers way better
than any software program. They must be wrong because I just met the former CMO, who worked at Hotel
Starlac for six months. He told me that most of the former repeat customers do not come to the hotel anymore.
The client segmentation has changed. Clients' comments on websites and OTAs are turning sour. Things
could be done to reverse this situation, but the owners seem oblivious to the situation or are unwilling to
change. Maybe they are being blinded by their Starlacians.

Senior employees have too much influence over the owners, and are making them believe that nothing should
change. They are stuck in their comfort zone, and pleased to be there.

Seriously, there is no way I would spend another day working there!

Whitestone: A Partner or a Buyer for Hotel Starlac?

After having devoted his life to the hospitality industry, Steffen is planning to retire and travel the world to
benefit from worldwide hospitality as a customer this time. Not only is the Starlac facing commercial and
financial challenges but some staff issues also need to be addressed. Steffen wants Benjamin to tell him
about his options with regard to signing a management contract with Whitestone … or even selling the hotel

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to Whitestone.

Whitestone is an investment and advisory firm that includes a private equity fund. Thanks to its capital,
strategic awareness, and operational backing, the company aims to create value by investing in different
businesses. For more than 15 years, Whitestone has been driving hotels' repositioning and restructuring
while pressuring management to implement all changes that would enhance staff performance and increase
return on investment. In many of the hotels it has been partnering with, Whitestone has designed a clear
organizational chart, documented new rules, regulations, and disciplinary codes for each department, and
provided training related to standard operating procedures (SOPs) for heads of departments (HODs).

Whitestone's plans include procedures aimed at distributing and coordinating tasks among line employees
to clearly state what they have to do and how to do it. That way, bottom-line employees need not talk to
each other while executing their specific and precise tasks. Underlying this approach is the expectation that
faster work means greater productivity and ultimately more profit. To emphasize the connection between an
individual's work and the hotel's bottom line, individual incentives are based on individual productivity in a
clear-cut individual pay-for-performance HR system. In compliance with Whitestone's productivity planning
and performance-driven processes, employees are instructed not to waste time. Procedures and disciplinary
codes are created by Whitestone and transmitted to HODs, who must inform supervisors of such
organizational policies. In turn, supervisors are to pass these policies on to bottom-line employees.

Under Whitestone's new management contract, personnel administration at Hotel Starlac would be more
formalized, centralized, rational, instrumental, standardized, and impersonal. Labor division, regulations and
control procedures would be stronger. Whitestone would conduct job analyses and create clear and specific
job descriptions and job specifications for each and every position in the hotel. Job descriptions would be
based on time-and-motion measurements to analyze the time and movement necessary to perform the
components of a job. Job specifications would include a detailed list of qualifications and technical knowledge
required at each position. Then, Whitestone would conduct a detailed and systematic manpower planning to
identify personnel needs and ensure that the labor supply could be modified according to forecast occupancy
rates, so that the hotel would never be overstaffed. Moreover, Whitestone would select applicants for basic
operational positions by using a General Mental Ability (GMA) test, an integrity test, and a work sample,
while applicants for higher positions would participate in a series of structured interviews. All new employees
would have a short but intense training session to learn the details involved in performing their jobs, in
compliance with the SOPs defined by Whitestone. During these sessions, newcomers would engage in role-
play and scenario exercises to make sure they were sufficiently familiar with the hotel's SOP and regulations.
For instance, new hires in the marketing and sales department would engage in mock phone calls with
representatives from tourism agencies. Whitestone would search for any flaw in the new employee's reactions
and let them know what to improve on the spot. Those observations would serve to evaluate employees'
training needs.

Overall, the whole hotel organization would have in place a strategic balanced scorecard system, akin
to those in hotel groups like Hilton and Taj and which ties departmental profit and loss—and income
statements—to standard operating key performance indicators. A strategic balanced scorecard measures
employees' performance across all hierarchical levels against a set of predefined targets and identifies
discrepancies. Whitestone would use the balanced scorecard approach to keep a tight control over Hotel
Starlac's management, while Steffen and Carla would retain ownership.

An alternative to a management contract would be to sell the Hotel Starlac outright. In fact, one of the most
popular ways to raise the value of the asset is the income capitalization approach. This approach is based
on the principle that the value of a property is indicated by its net return, or what is known as the “present
worth of future benefits.” The future benefits of income-producing properties, such as hotels, include the net
income estimated by a forecast of income and expense along with the anticipated proceeds from a future
sale. In brief, by forecasting the net income of the future years, Whitestone would evaluate the present value
of the hotel. To forecast the future, they would probably use numbers over the last three years. It means that
the more profit there will be during those three years, the higher the hotel's value when Carla and Steffen
eventually sell it, if Carla agrees to do so.

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How to Go Forward with Hotel Starlac?

Steffen and Benjamin's conversations have yet to be formalized because everybody knows that Carla is very
attached to the venerable institution. Steffen has told Carla about Isabelle's story, but Carla, relying on the bar
manager's testimony, has discounted Isabelle's description as that of a lazy ex-employee. Therefore, Steffen
suggested that he would arrange a meeting with Isabelle. Carla agreed and then told Steffen she had had
a talk with Benjamin. She thinks a management contract with Whitestone would probably maximize hotel
profit but would do nothing to advance their original dream: to benefit society. It could also put their loyal
employees at risk or imperil their retirement. They could keep the Hotel Starlac and help loyal employees
find jobs elsewhere. They could donate the establishment to the Leodora Foundation, a nongovernmental
organization that puts smiles on patients' faces by sending clowns into hospitals. Carla and Steffen have been
donating to the charity for many years.

Discussion Questions

1. How would you characterize Hotel Starlac's current organizational structure and culture in terms of
their strengths and weaknesses?
2. What are the strengths and weaknesses of Hotel Starlac's current hiring practices, including their
orientation practices? To what extent should we take Isabelle's description as being accurate? If
further investigation is needed, how would you conduct it? How can hiring practices at Hotel Starlac
be reassessed?
3. Perform an assessment of Hotel Starlac's current management of working conditions and social
dynamics, including leadership aspects. What measures can be implemented to identify and
address employee dissatisfaction?
4. What are the strengths and weaknesses of Hotel Starlac's current performance management and
appraisal practices? How can its performance management system be improved?
5. What are the strengths and weaknesses of Hotel Starlac's current reward practices? To what extent
does the monetary and nonmonetary rewarding system contribute to retaining the top performers?
To what extent does it lead to dysfunctional turnover? How should it be improved?
6. Both from the owners' and the employees' perspectives, what would be the pros and cons of the
changes that would (1) be implemented by Whitestone under a management contract, and (2) occur
if Hotel Starlac moves into a niche market by becoming a medical and social institution?
7. What decision should Carla and Steffen make about Hotel Starlac—transform it into a medical and
social establishment to enter a niche market? Run it under a management contract and keep it?
Make it profitable within three years before selling it?
8. What kind of data on Hotel Starlac's external environment would you need to collect and analyze to
make a more accurate diagnostic and formulate more reliable recommendations?
9. What kind of data regarding Hotel Starlac's internal environment would you need to collect and
analyze to make a more accurate diagnostic and formulate more reliable recommendations?
10. Discuss the advantages and disadvantages of adopting the Whitestone approach to bottom-line
labor. What moral issues confront employers who want to implement such an approach? What
would be the likely reaction of hotel and restaurant employees' unions if Hotel Starlac implements
the Whitestone approach?

Further Resources

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Understanding service management. (pp. 269–294). Chichester: Wiley & Sons.
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Journal of Contemporary Hospitality Management, 18(4), 278–289.
Schein, E. (1983). The role of the founder in creating organizational culture. Organizational Dynamics, 12(1),
13–28.

Web Resources

Swiss federation—Hotels and Restaurants: http://www.gastrosuisse.ch/fr/gastrosuisse/

Swiss Hotel Association: https://www.hotelleriesuisse.ch/en/pub/index.htm
European Hotel Managers Association: http://www.ehma.com/
American Hotel & Lodging Association (AH&LA): http://www.ahla.com
École hôtelière de Lausanne: http://www.ehl.edu/en
STR (Smith Travel Research, Inc.) Global: http://www.strglobal.com/
International Union of Food, Agricultural, Hotel, Restaurant, Catering, Tobacco and Allied Workers'
Association: http://www.iuf.org/w/

Data Sources

European Council on Hotel, Restaurant & Institutional Education (EuroCHRIE). http://www.eurochrie.org/

about/

Swiss Federal Statistical Office. http://www.bfs.admin.ch/bfs/portal/en/index/themen/03.html

Links to research output: HospitalityNet. http://www.hospitalitynet.org/index.html

https://dx.doi.org/10.4135/9781473944626

Improving Hotel Starlac's Human Resources and Talent Management

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