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Course: BA Hospitality Management Subject: Human Resource Development & Employee Relations Lectures Name: Aileen Murphy Submission Date: 25th of November 2020 Students Name: Kayleigh Butler Students Number: 20080619 Word Count: 3,626 Signature:

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Table of contents

1.0 Introduction…………………………………………………………………………….....4 1.1.1 Background………………………………………………………………….. 4 1.0.2 Dalata…………………………………………………………………......…. 4-5 1.0.3 Dalata Awards……………………………………………………………...…. 6 1.0.3 Maldron Hotel……………………………………………………….......….. 6-8 1.1 The Maldron Human Resources………………………………………………………. 8-9 1.2 HR Activities……………………………………………………………………….…… 9 1.2.1 Employee training development & Career Planning………………………. 9-11 1.2.2 Management & Leadership……………………………………………...…… 11 1.2.3 Performance Appraisal……………………………………………………..... 12 1.2.4 Reward Management………………………………………………………… 12 1.2.5 Employee Relations…………………………………………………......... 12-13 1.3 Conclusion……………………………………………………………………………... 13 1.4 References……………………………………………………………………………… 14 1.5 Appendix………………………………………………………………………….... 15-19

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Table of Figures Figure 1Pat McCann (IBEC, 2020)............................................................................................4 Figure 2Maldron Hotel Wexford (Maldron Hotel Wexford, 2020)............................................6 Figure 3Development Programmes..........................................................................................10

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1.0 Introduction I am required to select a hospitality organisation that I am familiar with and write a case study. As I work in the Maldron Hotel Wexford I decided to it would be best to look at Dalata Hotel Group and the Maldron Hotel as I have knowledge of the company and very familiar with how the hotel is run. as I have been employed by them for nearly 2 years now. I will discuss how this particular hotel manages their human resources and how they operate their HR activities within the company. I have been able to get primary information about the company from my managers, other staff members and internal training. The other reason why I selected the Maldron is because it’s part of the Dalata group which is Irelands largest fastest growing hotel operator with 44 hotels all across Ireland & UK (3&4 stars). The Maldron Hotel Wexford is owned by the Dalata Group. 1.1 Background Pat Mc Cann has wealth of experiences throughout the Industry which is valuable to the organisation. He's an asset to his organization, due to his leadership, the company is good at cost management. He started as a Hall Porter in Sligo in a small family hotel before moving to Ryan Hotels, and working his way up through the Hotel Figure 1Pat McCann (IBEC, 2020)

Industry. He was part of Jurys Group as GM

in 1989. He was then awarded as an operations director in 1994. Between 2000 to 2006, he was the chief executive of the Jurys Group. Finally, in 2007 he found the Dalata hotel group. He has held many key positions outside of the Dalata group such as president of the Irish Hotel Federation and IBEC (DalataOnline, 2020). 1.0.1 Dalata Group Dalata is Irelands largest and the UK’s fastest growing hotel group with 42 owned, leased and operated hotels. This Dalata group was established by Pat in 2007, he gathered a crowd of people from a hotel called Choice Hotel. Pat rebranded the rent-out hotels with an owning brand called Maldron hotels in 2008. Dalata was founded in June 2007 by Pat McCann, who acquired a group of companies from Choice Hotels Ireland and in 2008 he rebranded the 4

leased hotels under their own brand as Maldron Hotels. With the recession in 2009/2010, there was a big impact on the hospitality industry and property values. Many hotel operators failed during this time and went under while Dalata on the other hand was able to thrive as they offered both management and operational expertise to other hotels that banks and receivers had taken control of. This process continued throughout 2010 to 2014 to a stage where Dalata where operating more than 50 hotels within Ireland and the UK. In 2013 to continue to expand Dalata became a public limited company which enabled companies and individuals to buy shares in the company and they were officially recorded on the Irish inventory change, also the definite list of the financial charge government of the United Kingdom. The great success of this, becoming a public limited company allowed Dalata to generate capital and purchase hotels which resulted in significant growth of the company. As a result of the process of working with banks and receivers, Dalata strategically commenced building a reputation and cash flow which enabled them in 2014 and 2015 to purchase a number of Moran Bewley Hotels which at the time was the largest acquisition for the group at the time for €453,000,000. In 2017 there was continues significant growth in the group and further growth of the company within the UK. As 2020 is the year of COVID-19, this has had a serious impact on the hospitality industry however Dalata are in a great position due to the cash flow and the ways of operating to overcome this and continue the growth. The growth strategy has been slightly delayed but is still a key focus for the group. (DalataOnline, 2020) Dalata is comprised of two obvious hotel brands. First was the Maldron brand that was developed and second was the Clayton brand which was developed in 2015. Dalata currently operate 44+ establishments with the Maldron and Clayton Hotels brand within Ireland and the UK. Adding to that, they also manage other partner hotels, with a developing pipeline of more hotels in the UK it will bring the count of hotels in the group to 54. The Dalata Group also have 4,871 employees working for the company, along with €1.47billion in Hotel Assets (DalataGroup.com, 2020). You can find Dalata Hotels in Dublin, Galway, Cork, Limerick, Wexford, Portlaoise, Sligo, Manchester, Leeds, Belfast, London, Newcastle, Derry, Cardiff, Birmingham, and Cambridge with a pipeline of hotels in Dublin, London, Birmingham, Brighton, Manchester, Glasgow, Bristol, and Liverpool. Dalata currently have 12,501 bedrooms in the group which can be broken down into 6,229 rooms in the 29 owned hotels, 2,726 rooms in the 12 leased hotels, 3,290 rooms in the 13 new pipeline hotels and 256 rooms in the management agreements with partner hotels. 2,631 of these rooms are located in Maldron Hotels within Ireland, 3,876

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of these rooms are located in Clayton Hotels in Ireland and 2,704 rooms are located in the Maldron and Clayton brand hotels in the UK (Dalata Hotel Portfolio, 2020).

1.0.2 Awards Awards that Dalata have been awarded throughout the years; here are some examples of Dalata main awards; (DalataAnnualReport, 2019; Hospitality Ireland, 2019)  2018 = March – Dalata won HR team of the year  2019 = May – Irish times Company of the year September – Irish Hotel Group of the year (Maldron Hotels) November – Overall award (published accounts) December – Business and Finance Company of the year

1.0.3 The Maldron Hotel

Figure 2Maldron Hotel Wexford (Maldron Hotel Wexford, 2020)

The Maldron Hotel is a 3-star hotel just outside Wexford town in the Barntown region which is just 4 km from Wexford town and 22 km from Rosslare Europort which would take on average 22 minutes to drive. The Maldron Hotel has a total of 108 bedrooms, a fully functioning bar, restaurant, club vitae leisure centre, crafty kids camp during school holidays, a playground, a mini golf course and 4 meeting rooms to withhold a capacity of 60 people. It

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also offers compliment parking and free Wi-Fi for its guests along with a daily rate of parking for non-guests who wish to avail for the parking facilities. The hotel was built in 2003 under previous ownership and was known as the Quality hotel (Cummings, 2020). This hotel has been operated by Dalata Hotel Group since August 2008. Originally Dalata entered into an agreement which seen them acquire the Maldron Hotel previously known as the Quality Hotel for €3.53 million under a 33-year leasehold agreement with the rent at €300,000 per annum with a rent review for increases at 5 year intervals but decided to purchase the building in 2010 (Maldronhotel.com, 2020). This hotel caters towards a more family oriented stays with its larger rooms and some of the interconnecting rooms but also is suited for anyone who wishes to stay for business or a romantic break. It offers great value for money, great facilities which all guests can use with a friendly service from all staff. As a hotel that is a part of a larger group of hotels, you will see a standard that is set by Dalata throughout this hotel which will be similar to all other Maldon hotels but has its own unique touch (MaldronHotel.com,2020) The bedrooms at this property range from standard rooms, family rooms, triple rooms and interconnecting rooms, which are all light and airy. All rooms will have a flat screen TV, hairdryer, high-speed Wi-Fi, room service, an iron and ironing board, laundry services, tea and coffee making facilities, a telephone which you can make internal or external calls, toiletries provided and a work desk. The standard rooms can range from a single double bed to a room with a double and a single bed. Triple rooms have 3 beds in the room some with 2 double and a single or a double with 2 singles. The family rooms can fit up to 2 adults and 3 kids with extra space in the rooms if cots or extra beds if they are needed (MaldronHotel.com,2020). Crafty kid’s camp is a service that the hotel runs during the school holidays that are supervised by the staff of the hotel so if parents wish to have their kids attend a camp all they will have to do is book it in a reception. The Kids club is on hand to ensure that the family will be able to enjoy their holiday and there is plenty to entertain the kids so that the parents can relax, safe in the knowledge the kids are in great hands (MaldronHotel.com, 2020) Club vitae is the brand name of the gym associated with the Dalata brand which includes swimming pool, Jacuzzi, Steam room, Sauna, Gym and Body & Soul which is the beauty salon. Grain & Grill is the brand name for the bar and restaurant in the Maldron Hotel, it serves food daily using locally sourced and fresh produce, along with a wide and varied

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drinks menu to accompany meals during guest’s weekend away. During the uncertain times of COVID19 the Maldron Hotel offers a click and collect service for its guests, which was created and used in all other Dalata hotels to allow guests to browse the room service menu and if they wish to order it can be done through the service and pay using their debit or credit card. The order will be sent down to the bar where the order will be placed and you will be called when your food is ready to be collected at the designated collection point. The Maldron can also cater for family events such as communion or confirmation parties from a set meal to finger food catering (MaldronHotel.com,2020). 1.1 Maldron Human Resources HR is the one the most critical areas of the business, regardless of the business when you’re starting off. It’s about protecting the business, but most importantly it’s about protecting the employees. It’s also important to be up-to-date of the business laws that may come out, so that your aware of any changes that occur. Head office would recommend all their hotels in Ireland & UK to improve on their KSA’s, e.g. they specifically tell the Maldron to focus on the best training. The Maldron would start by finding the best employee, e.g. a candidate that ticks all the boxes, they are able to develop within the company, regardless of their job role. Their strategy is to fit the right people, right place and selecting the right courses for their staff. Their focus is on developing staff further in their career to make them successful. Head Office would also tell the Maldron to invest in staff through Dalata Online which is a computer-based training. This is an online learning platform for employees to access, it allows employees to complete courses that are related to your department. When the courses are completed, employees are able to print off their certificates but it also gives them an opportunity to learn more about their departments and what it needed. Their main focus is delivering customer service by having skilled employees to be able to deliver high level standards to guests. They invest in staff, so that staff can be happier in their job which also reduces staff turnover. The Maldron show the employees their profits on a monthly basis on how the hotel is doing. The idea of this is to empower staff more. The managers can advise employees to complete first-aid courses and food handling which makes their CV better and a better employee (Buckley, 2020).

The Maldron offer different types of graduate programmes for their staff which leads along their career path. They have a HR Management Development programme which is designed to support their existing HR executives and Asst. managers an opportunity to continue on

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their learning and development journey in the field of HR. They also have 18-month HR graduate programmes which gives students that have graduated from college an excellent opportunity to gain knowledge’s of all different departments and in their last six months you can chose which business, e.g. sales, operations or HR and all of this is within the company (Buckley, 2020)

The Dalata group have an overall strategy for all their properties which was established by John Hennessy “Our business model seeks to empower our people at all levels. Hotel General Managers, supported by their teams, are given full decision-making authority responsibility and accountability for their properties. At the centre we also seek to empower our people by communicating what is expected of them and letting them get on with it” (John Hennessy, Non-executive Chair). 1.2 HR Activities

1.2.1 Employee training and development & Career planning The Maldron offer numerous of development programs for employees to progress further into their career. Dalata are dedicated to developing every employee who works hard for it within the company, they strengthen all employees to grow their experiences, develop skills and qualifications. The group have a large focus on on-the-job skills development and from day one, employees will learn skills that can ensure them that they have the knowledge to carry out their role in the team to the highest standards (DalataHandbook, 2020) Growing these people and developed into their careers is important to them, to back this up they need to have a good strength of planning success, they have created different types of training courses and programmes to develop employees professionally. to support this ethos and to ensure the strength of succession planning, they have designed numerous training courses and development programmes which will see employees develop both professionally and personally (Kinsella, 2020) The Dalata develop you on path that you want to go, they do this by keeping a training matrix besides employee’s name also employees will have a list of all the courses that the Maldron can offer them. Head Office ran a programme as part of their training and development. The Reach programme was running to help lead employees on the right path towards their future career. Its 8-week course that involved what steps to take next in your career and how to plan on what you want to do with your life also it was free of charge (Buckely,2020)

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The Development Programmes (DalataGroup.com, 2020; DalataHandbook, 2020) Sales Development Programme This is one year blended learning programme that focuses on developing their sales executives through mentoring, on the Graduate Management Development

job training and workshops. This is an 18-month programme that gives

Programme

graduated students an opportunity to work and learn about each of the departments. In their final six months, they get to choose a function to go into, such as Sales, HR or

Management Development

Operations. This is workshop based programme that aims to help management in their

Senior Management Development

development. This programme is aimed to General

Programme

Managers, it gives them an opportunity to develop and share ideas with their

Trainee Management Programme

associates. This programme allows the learner to work in the hotel and go to college on a block release basis. It’s an excellent way of giving employees the opportunity to learn and

Trainee Accountant Development

support their on the job training. This is a 3.5 year programme with a

Programme

accounts institute, it allows them to gain their accountancy qualification while gaining experience in the industry.

Figure 3Development Programmes

The company is still continuing to grow, they see their staff employees are the centre to the group of being successful, and how the staff perform. Progressing talent within the company has also continued and will be their preference for the future. The group offer a range of development courses to help achieve the above, along with career maps for staff to follow to help achieve their goals. Each development courses are tailored to the individual and the

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group’s needs. Seeking outside company’s input as well as our own training and development team in head office. Dalata have found the most efficient way to get all the staff and offer each team member training is with the launch of Dalata online (Kinsella, A, 2020). In relation to career planning, employees have the opportunity to move up to bigger hotels e.g. new hotel in Glasgow which the management of the hotel can invest in staff to further their career within the company and develop with them. The Dalata want their staff to develop their career within the group as levels of staff satisfaction, less turnover and they want to maintain their status. Maldron work closely with central head office in terms of where there falling down, their tasks and their compile what’s important. Induction and training are very important to perform throughout the hotel as this is what keeps employees interested, which stops large turnover of employees. In relation to turnover, employees may leave the industry because they’re not happy, as the hospitality sector is known for not keeping their staff may due to not treating them fairly (Buckley, 2020).

Dalata strategy for growth is based on 4 key areas which are customers, brands, properties and people. Their customers; they listen to their feedback and work hard to improve their services and products throughout the hotel. Their brands; this is where they deliver independent and fresh concepts in well invested properties in locations. Their properties; Dalata continue to growth their company by increasing their number of bedrooms, opened to leased models but are opened to take benefit of opportunities. Their people; this is where they focus on their own growth by offering the people development programmes (DalataOnline, 2020).

1.2.2 Management and leadership development Dalata Leadership team are a group of senior managers who support the hotel teams and drives the strategy in different functions. There are many of the executive team have progressed through the hotel industry. The head of functions covers the following; HR, learning and development, sales and marketing, revenue management and finance (DalataOnline, 2020). Management and leadership development in the Maldron would be an example of Deputy GM. They are given targets to hit in relation to their key performance indictors (KPI’s) which helps them achieve their objectives and overall goals. They are awarded for hitting certain GP in which each department has their own KPI to reach (Buckley, 2020).

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