UNIVERSITÉ CÔTE D’AZUR INSTITUT D’ADMINISTRATION DES ENTREPRISES & THANG LONG UNIVERSITY MASTER OF INTERNATIONAL TRADE INTERNSHIP REPORT ON ADAPTIVE PRACTICES IN STRATEGIC HUMAN RESO
BACKGROUND OF SHERATON HANOI HOTEL
General information of Sheraton Hanoi Hotel
Sheraton Hanoi Hotel has been constructed since 1993 and currently operated under the legal status of Berjaya Hotel Joint Venture Company Limited
Enterprise name: Berjaya Hotay Join Venture Comapny Limited
Abrevieation name: BERJAYA - HOTAY JV LTD (formerly known as VIMAS JV LTD) Founding date: 10/07/2008
Enterprise code: 011022000156 (dated on 10/7/2008; latest updated on 06/11/2014)
Legal type: Two-member limited liability company (FDI)
Foreign party: Berjaya Corporation Berhad in Malaysia (70% of equity interest)
Vietnamese party: Hotay Exploited Investment Join Stock Company (30% of equity interest) Business group: code 5510 (Main) Short-term accommodation services
Details: Business tourist accommodation establishments
Hotel name: Sheraton Hanoi Hotel
Head Office Address: K5 Nghi Tam, Quang
An, Tay Ho District, Hanoi, Vietnam
Email: reservations.hanoi@sheraton.com
Website: www.sheraton.com/hanoi
(National portal on business registration, 2021; Sheraton Hanoi Hotel, 2021)
Function: To provide services for customers that meet international 5-star hotel standards, including accommodation, conference rooms, seminars, events, catering services, additional services such as gym, sports, health care, beauty, etc
Duties: Driving outstanding customers experiences, listen and fulfill customers needs and expectation as first priority
Vision: Creating a welcome assured community where Associates, Customers, Owners, and Shareholders can thrive and win
Figure 1 Sheraton Hanoi Hotel’s Logo
Mission: Be a world favorite hospitality company with the most inspired talent in the industry
Philosophy: “The World’s Gathering Place”, that is the core value that Sheraton brings
The hotel converges for great things, deliver the belief in the power of the collective and that
“Life is better when share” Sheraton aspires to create a community with a welcoming and trusting culture, where customers and employees both grow and succeed
Core values: The strategy for the entire system of Sheraton Hotel&Resorts is part of the general strategy of Marriott International, including “Put people first; Pursue excellence; Embrace change; Act with integrity; Serve our world” It can be said that the human factor is the most important one, making the company's success
The history of Sheraton has been commencing since 1937 when there was the acquisition of a 200-room inn in Springfield, Massachusetts In 1968, The International Telephone and Telegraph Corporation (ITT) acquired Sheraton, which was now known as “ITT Sheraton” and included The Luxury Collection (consisting of 53 hotels and resorts in 20 countries), Sheraton Hotel and Resorts, Four Points Hotels, Gaming and Casinos In 1998 Starwood® Hotels&Resorts Worldwide, Inc acquired Sheraton; and by 2016 Marriott International, Inc officially merged with Starwood Lodgings following the completion of the acquisition, creating the world's largest hotel company with over 5,700 hotels; 1.1 million rooms and a new portfolio of 30 brands The Sheraton name has been successfully positioning themselves with high quality accommodation and outstanding service in locations as diverse as North America, Canada, Latin America, Europe, the Middle East, China and the Pacific region; beinng recognized by more than 70% of customers worldwide Currently there are more than 500 Sheraton hotels in more than 120 countries and territories
The 5-star Sheraton Hanoi Hotel belonging to the Sheraton Hotel & Resort chain Invested in and built by Faber Group since 1993 but experiencing the fluctuations of the Asian economic crisis in 1997, it was not until March 5, 2004, that the hotel was officially opened and put into operation Sheraton Hanoi Hotel is currently operated under the incorporation of Berjaya Hotay Join Venture Comapny Limited whose principal activities include developer and operator of an international standard five-star hotel and provision of related services (Berjaya Corporation Berhad, 2020)
Sheraton Hanoi Hotel is currently oeprated under the management of Marriott International, Inc The Marriott Hotel Group was founded by John Willard Marriott in 1927 In
2016, Marriott International Corporation announced the acquisition of Starwood Hotels and
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Resorts, becoming the largest hotel group in the world with more than 7,600 properties in more than 130 countries around the world (Marriott, 2021)
As a member of the classic premium brand tier of Marriott International, Sheraton Hanoi Hotel has grown rapidly to become as their announcement “Hanoi's leading luxury and one of the best hotels in the world” Sheraton Hanoi Hotel owns an area of over 870m 2 , including 299 rooms with traditional Vietnamese design in harmony with French style Maintaining the core values from the past, continuing to inherit the quintessence of professional service style from Starwood and Marriott International, Sheraton Hanoi Hotel has been honored to receive many great awards, with some outstanding awards in recent years, to name some but not exhaustive such as “5-level Green Lotus sustainable tourism label (the highest level) in 2013” issued by the Ministry of Culture - Sports - Tourism; “Travelife Silver Award for sustainable tourism in 2014” granted by Travelife Collection; “Award of Top 5 Star Hotels in Vietnam in 2018” granted by Vietnam Tourism Award; “The best choice of hotel for travelers in 2020” voted by Trip Advisor, “Best Recoomdeation of customers in 2021” granted by Agoda, and “Best of the Best” of premium restaurant in Vietnam in 2021 for the hotel’s Hemispheres Steak & Seafood Grill granted by Tripadvisor Along with that, the hotel is honored to welcome many high- ranking foreign officials to visit Vietnam such as the US President, the King of Malaysia, the Prime Minister of the Republic of India, the Prime Minister of the Lao PDR Up to now, Sheraton Hanoi Hotel is increasingly asserting its position and becoming the first choice for tourists in Vietnam 1
Product and Services
The accommodation service business is the main activity of the hotel, always accounting for the highest proportion in the revenue of Sheraton Hanoi Hotel The hotel has 8 types of rooms with an area from 37m 2 to 176m 2 , including 283 hotel rooms and 16 Suites In addition to the harmonious and luxurious architecture with the style of combining European and
1 Club Marriott, 2021 Sheraton Hanoi Hotel [Online] (Updated 15 June 2021) Available at: https://www.myclubmarriott.com/hotel/hoteldetail/en/sheraton-hanoi-hotel [Accessed 15 June 2021, 10:15pm]
Marriott International, Inc, 2021 Sheraton Hanoi Hotel [Online] (Updated 15 June 2021) Available at: https://www.marriott.com/hotels/travel/hanhs-sheraton-hanoi- hotel/?fbclid=IwAR39r1Q5dYs58iYRiLfNpiOxYbRBi0sbplwWU9vCBmbqwoT_G3z65QNoZJk [Accessed 15 June 2021, 10:42pm]
Giang Nguyen, 2017 JW Marriott – Từ Quán Bia Trở Thành Tập Đoàn Khách Sạn Lớn Nhất Thế Giới [Online] (Updated 11 October, 2017) Available at: https://titangroup.vn/jw-marriott-tap-doan-khach- san-va-du-lich-nghi-duong/ [Accessed 16 June 2021, 8:15am]
Vietnamese cultures, all rooms in the hotel use a 10-layer Sheraton Sweet Sleeper bed system imported 100% from abroad – be exclusive to Sheraton brand
With the class of an international hotel brand, the ceiling of each room at Sheraton Hanoi has an arrow pointing to the East, making it easier for Muslim guests to pray towards the Kaaba (ie the house of God) in Mecca, one of the three holy lands of Islam In addition, the accessible room is a special room designed specifically for people with disabilities, the equipment is installed reasonably to create absolute safety
In the period of 2018 - 2019, the food service business accounted for more than 26% of the total revenue of Sheraton Hanoi Hotel, ranking second only to the revenue of the accommodation business There are six hotel food service locations, including Oven D’or restaurant, Hemispheres restaurant, Bar Déjà Vu, Pool bar, Lobby Lounge, Club Lounge and
In room dining - 24-hour room service The culinary department is committed to ensuring that the tastes and expectations of incoming customers exceed expectations, both in taste and quality
The hotel has changed the furniture layout at Hemispheres restaurant and Oven D’or restaurant to create a new style, creating a more enjoyable experience for diners At the same time, each month there are different culinary programs, for example the program "Discover Singapore cuisine" with the performance of guest chefs from Singapore, or the "Happy Mid- Autumn Festival" which is dedicated to the full moon night meal
Sheraton Hanoi Hotel was voted as one of the top conference hotels in Asia The hotel's conference room system has modern equipment such as: high-speed Internet system, modern sound and light system, LCD projector, stationery items, registration desk delegates Professional and dedicated service staff
With a total of 770m 2 of conference rooms, the large banquet room can be divided into three parts, accommodating up to 500 guests for a reception The second largest meeting room can also be divided into three sections and can accommodate up to 200 guests Business Center specializes in providing office services (such as printing, photocopying ), secretarial services, providing small meeting rooms and facilities for conferences and seminars There is also a garden area suitable only for parties and cocktails
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At Sheraton Hanoi Hotel, in order to attract customers' attention, increase guests' stay and help customers have interesting and unique experiences, the hotel also provides a variety of additional services
Sheraton Fitness: 24/7 access - A fitness club that helps customers exercise, tennis courts, saunas, massage jets, swimming pools
Sheraton Club: exclusive premium services that creat “upside of everything” experience to loyalty customer – Marriott Bonvoy memebership
Other services: Travel advice desk; Transportation by Limousine and shuttle bus;
Laundry Service; Babysitting services; Call Center Service; Bed linen service; The clothing and souvenir shops of Saga and Hanoi Silk.
Clientele
Sources of guests booking hotel rooms : Lodging is the type of service that brings the highest revenue source for Sheraton Hanoi Hotel In general, the hotel has 3 main sources of booking guests
- Sources of direct bookings: Guests who come directly to the hotel; Guests make phone calls; Send mail, fax, email; Via internet, social networking site, hotel website
- Source of bookings through intermediary agents: Travel agents; Travel agency;
Hotel services encompass diverse offerings beyond room reservations, including catering, MICE (meetings, incentives, conferences, and exhibitions), and additional amenities The clientele for these services are primarily derived from Marriott International's central reservation system, ensuring a steady stream of guests seeking various hotel offerings.
- Leisure: Tourists include group and individual guests, domestic and inbound tourists
This group of guests use room service and most of other services at the hotel such as dining, entertainment, Individual can be called as Non-qualified visitors (NQ)
- Event: They are couples, individuals or group of peoples who prefer to organize parties
(wedding/ birthday anniversary ), living in Hanoi or some neighboring provinces They mainly use food service and other additional services, use little or no accommodation service
- Contract guests: They are institutions and agencies who would like to organize conferences, workshops, parties at the hotel
Besides, the hotel's target customer group is the international tourist market, especially neighboring markets in Asia such as China, Japan, Singapore, Korea, Along with that, right
7 from the time of construction, Sheraton Hanoi Hotel has targeted the international tourist market segment, especially Japan, Korea This fact helps to explain why the number of visitors from these countries accounts for such a majority as presented in Table 1 In recent years and prior to the Covid19 pandemic, the hotel's customer source is still growing steadily in each market, especially the impressive growth of visitors from Asian countries
Table 1 Accommodation Service Statistics for Sheraton Hanoi Hotel by December 2019
Indicator Unit Amount performed by 12/2019
Accumulated over the sampe period last year (%)
1 Number of visitors of the top 10 markets
(by nationality of international arrivals)
- South Korea, North Korean … Times 3,671 81.0
2 Guests staying overnight at the hotel
2.1 Number of turns of the customer served
2.2 Total number of days of guest stay
- Total number of days sold (e) Night 8,185 88.9
- Total number of days when rooms available for sale (f)
Besides, the hotel's overall room occupancy rate reached 88.3% Regarding the criterion of total number of visitors, the proportion of international visitors accounts for the majority Of 10,699 turns of the entire customer served at the hotel in 2019, 97.8% were international guests while only 2.2% were domestic Corresponding to that is 97.8% of international guests' stay days out of a total of 8,230 total days of stay in 2019 Having such a high proportion of international visitors is because Sheraton Hanoi Hotel has a reputation for many years, located in a convenient location, plus good service quality and reasonable price compared to other hotels of the same rank.
Financial Highlight
With the characteristic that Sheraton Hanoi Hotel is owned by two joint venture investors through Berjaya - Hotay JV and operated by Marriott International, the hotel's financial
Thư viện ĐH Thăng Long parameters are controlled by the investors According to the management policy of the investor, the trainee can only access the annual financial report published by Berjaya Land Berhad Group, and the report submitted to the Hanoi Department of Tourism has been made public to obtain limited information regarding Sheraton Hanoi Hotel The details below are aggregated results from those sources
Table 2 Sheraton Hanoi Hotel’s Business Performance in 2018 – 2019
1.Cost of accommodation 465 585.3 Billions dong +120.3 125.87%
5 Corporate income tax (20%) 230.73 312.25 Billions dong +81.52 135.33% Profit before tax 1,153.65 1,561.26 Billions dong +407.61 135.33%
Profit after tax 992.92 1,249 Billions dong +256.08 125.79%
Table 2 shows the results of specific business activities during the period 2018-2019 of Sheraton Hanoi Hotel
Revenue : In 2018 total revenue reached 2,354.5 billion VND, by 2019 reached 2,986.4 billion VND, an increase of 631.9 billion VND equivalent to 126.84% compared to 2018 In which, revenue from accommodation service reached 1,595.3 billion VND, an increase of 359.7 billion VND (reaching 129.11%) compared to 2018 In 2018, revenue from food services reached 765.3 billion, accounting for 32.5% of the proportion, then increased by 30.01% in
2019 to reach 995 billion VND, accounting for 33 ,32% of the proportion Along with the increasing trend with accommodation and catering services, revenue from other services increased from 353.6 billion VND (in 2018) to 396.1 billion VND Although revenue increased, the proportion of revenue from other services in 2019 decreased by 12.1% compared to 2018 (accounting for 15.02% of the proportion), reaching only 13.26% It can be clearly seen that although the revenue from other services of the hotel in 2019 reached 396.1 billion VND, 2019 was a bumper year for Sheraton Hanoi Hotel when the total revenue reached 2,986.4 billion
VND, making revenue from other services only account for a small proportion, so the proportion will be reduced compared to the previous year
Business expenses : Along with the fluctuation of total revenue, total expenses also increase over the years This makes perfect sense when revenue increases, costs must also increase In 2018, the total cost was 965.4 billion VND, in 2019 it increased by 16.69% to 1,126.5 billion VND Although the total cost increased, the cost ratio decreased, from 41% in
2018 to 37.72% (down 3.28%) The cost for accommodation services in 2019 reached 585.3 billion VND, an increase of 125.87% compared to 2018 In 2018, the cost for food and beverage stopped at 324.3 billion VND, in 2019 this figure has increased to 398 billion VND (an increase of 12.73%) The rate also increased from 33.59% to 35.33% Contrary to the above two costs, other costs decreased from 176.1 billion VND (in 2018) to 143.2 billion VND (in 2019), the proportion decreased from 18.24% to 12.71% In sum, although the hotel expenses in 2019 have increased compared to 2018, when compared with revenue, the hotel has saved and cut costs to maximize profit
Moreover, according to Berjaya Land Berhad’s annual report, for the financial year of 2018,
“Sheraton Hanoi Hotel recorded an occupancy level of 89.2% and ARR increased by 10.6% As a result, the hotel’s total room revenue increased by 12.8% to 224.36 billion VND from 198.83 billion VND in the previous financial year mainly supported by the increase in international arrivals and domestic vacationers Overall, the hotel’s total gross revenue rose by 5.1% to 360.72 billion VND from 343.34 billion VND in the previous financial year.” (Berjaya Land Berhad,
2018) Reach to the financial year of 2020, Sheraton Hanoi Hotel generated a total gross revenue of 310.15 billion VND and occupancy level of 63.1% (Berjaya Land Berhad, 2020)
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ORGANISATIONAL STRUCTURE AND ORGNIZATIONAL CHART
Organizational chart
A description for the organizational chart of Sheraton Hanoi Hotel is presented in Figure 2
Figure 2 Sheraton Hanoi Hotel’s Organizational Structure
Organizational structure description
As mentioned in chapter 1, Sheraton Hanoi Hotel is operated in the form of joint venture investment under Berjay – Hotay JV company limited Therefore, the hotel is operated by Marriott International (MI) in terms of hotel operations, standardized all functions related such as, Rooms, FB, Sales & Marketing, HR, ENG, Loss Prevention…adhere local law Periodically, the financical reports are sent to MI and Owner office by monthly, quarterly and annualy
General Director (Deputy General Director)
General Director (Deputy General Director)
Marriot International General Manager (GM)
Marriot International General Manager (GM)
The Board of Members (BoM) serves as the governing authority for Berjaya – Hotay JV Company Limited, with the President, Vice President, and other members constituting its composition Appointments are made based on capital contributions, ensuring proportionate representation for each joint venture party Key decisions, such as appointments and dismissals of key personnel and charter amendments, require consensus among BoM members present Other matters are decided by a majority vote of present members.
• General Director and Deputy General Director
The General Director (GD) is the legal representative of Berjaya – Hotay JV company limited and Sheraton Hanoi Hotel The General Director and the first Deputy General Director are nominated by the Vietnamese joint venture party and are Vietnamese citizens permanently residing in Vietnam The General Director is responsible to the Board of Members for the operation of Berjaya – Hotay JV company limited and Sheraton Hanoi Hotel The General Director needs to discuss with the First Deputy General Director about a number of important issues such as: organizational apparatus, appointment and dismissal of key personnel, annual financial settlement, settlement of works, signing of economic contracts
The General Manager (GM), who is hotel operator and assigned by Marriott International, fulfills the goals committed to both Marriott International and Berjaya – Hotay JV In a senior role in the hotel, the general manager is responsible for formulating and implementing strategies to drive growth and increase hotel profitability These strategies can be about investment plans, business plans, product development plans, branding plans, etc At the same time, organize the implementation of strategies to ensure financial efficiency and cost effective for the hotel
This department is also known as the Front Of House part, is the bridge between customers and hotel services, between suppliers and partners with the hotel, between departments in the hotel The main duty is to ensure all customer receive great experiences, built loyalty
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Duties of this department are to welcome custommers, receive and handle customer requests, and transfer customer information to relevant departments; provide customers guidances, do check-in and check-out procedures for customers, collect fees if customers use other products in the hotel; store information of customers on the system, report to superiors of the operation situation; connect and support other departments to complete tasks; finding beautiful, unique, quality products to introduce to hotel customers; look for specific products to highlight the hotel
Front Office has the following key measues:
Functions of Housekeeping are to provide the main products and services at the hotel, bringing the highest revenue source in the total revenue of the hotel; responsible for the rest of the customer's stay at the hotel; closely and consistently coordinate with the front office department in selling and providing room service This can be divided into small parts with separate functions, more specifically housekeeping department, laundry department, uniform room, public area & landscape
This division has several tasks, comprise of preparing rooms and making sure they are always ready to welcome guests; daily cleaning of rooms, lobby areas and public areas; checking the condition of the room, other equipment, items and products in the room when cleaning; receiving and delivering guest service, notify the front desk staff of related issues; supervising the status of hotel clients
Amidst the ongoing COVID-19 pandemic, Marriott International has implemented its "Commitment to Cleanliness Protocols (CTC)" to ensure the health and safety of guests The Sheraton Hanoi has meticulously followed the CTC protocols since July 2020, incorporating regular updates and enhancements to its operating procedures These measures are designed to create a clean and hygienic environment for guests throughout their stay.
- PPE, especially facemask is global standard, a part of uniform for all associate
- More steps to access the room including disinfection procedures
- Clean and make up the room after 24 hrs of disinfection
- Every 2 hrs to clean public area, especially the High touch area (lift, stair case, public toilet…)
- Apply electrosatic disinfection spray machine to clean and disinfect the large area like meeting room, back of house cooridor…
Housekeeping has key measures as follows:
This department performs the work related to dining at the hotel, divided into 4 sub- divisions: Kitchen, Restaurant, Bar and Banquet
Kitchen divied by many section based on food route:
5 Oven D’or kitchen (both Western & Asian style) – names as the venue
6 Hemispheres Kitchen (Specialty in Seafood & Grilled) – named as the venue
Beside firing creativity for new taste, new menu… kitchen team is really focus on food hygene, cost and productivity
Oven D’or restaurant, located at the hotel main lobby, is the restaurant with 150 seats offering buffet for breakfast, lunch, and dinner Holding Top 10 best tripadvsior score, Oven D’or provides premium service to diners both local and international Promotions are up to date and large range of choice from weekly themed buffter to savour weekend brunch
Hemispheres Steak & Seafood Grilled, awarded by Tripadvisor Best among the Best, is the restaurant that develops their worldwide food tour and spice up with so many dishes come from all places in the world such as reknown Hitachi Wagyu Beef, Duck confit, Frech Foi Gras, Nha Trang Lobster, King Crap…
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Banquets provide all style of events, parties and meetings Sheraton Hanoi Hotel is famous for wedding sales, 40% of total F&B Revenue comes from Banquet which are super busy in Q1 & Q4 normally
With a “new normal” concept, all F&B outlet and venues are striclty compliance with CTC protocols:
- Facemask & other PPE for servers
- Table, chair, menu, tips money… disinfected after each serving
- Buffet counters are disinfected every 2 hours
- Offer breakfast box, delivery menu
Food & Beverages department utilizes some key measures as follows:
Functions of this department are to decide on financial strategies; find capital, source of capital for the hotel; monitor, manage and report revenue, expenditure, debt, etc
Its tasks are to prepare documents in the formation and use of capital; prepare documents to determine the business results of each department and of the whole hotel; prepare monthly, quarterly, and annual financial statements; manage and monitor revenue and expenditure Finnace department has some following key measures:
Sale and marketing department functions searching for customers for other departments such as room division, restaurant department; expand the market, attract potential customers for the hotel
This department’s tasks are to promote Sheraton Brand, work out market segments to drive Top line (Total Revenue), conduct Events Sales, and prepare and deploy pricing & Revenue statergies versus competitors in set of five 5-stars hotels in Hanoi, namely Intercontinental Westlake, Pan Pacific, Pulman, Melia, Sheraton Hanoi
Some key measures for Sales & Marketing department are as follows:
This department manages and monitors technical systems and equipment in the hotel to ensure good operation, without problems or malfunctions during operation
Its duties include monitoring, doing regular maintenance of equipment in the hotel; repairing tools and equipment at the request of other departments; performing stage decoration, sound preparation for the hall when the hotel has a conference, seminar or upon request
Technical department manage all systems in the hotel such as: Plant room, Chiller, Water, Electricity, Heat Pump, Fire-Life Safety, Gas & Oil, Telephone, TV, background music…to ensure the building operates smoothly
Technical department has key measures as the following:
Internship Position and Role within the corporate organization
The Human Resources department is not directly customer-facing but plays a crucial role in the efficient operation of a hotel.* The strategic management of human resources at Sheraton is essential to its success.
Hanoi Hotel, the trainee spent the entire of internship term at the hotel in the Human Resources Department
The trainee performed internship duties as a HR director assistant of the department It was an extremely valuable opportunity that the trainee had when receiving direct professional guidance and management from the department director This position has allowed the trainee to have an overview of the department's system of functions and responsibilities, enabling the trainee to systematically grasp and analyze the important strategic role that the department contributes to the business
Along with the extremely serious and rigorous and professional working process under the supervision of the department director, the trainee also made the most of internship term at the company to learn valuable practical experiences from fellow personnel at the HR department as well as from other parts of the hotel; they are all very friendly, cooperative, pleasant in exchange and sharing but also extremely serious, agile, and flexible in performing tasks That motivates me to make more efforts not only in the position of an intern but also towards understanding the spirit of the hotel’s core values reflected in the highly adaptive staff
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THE MISSION OF THE INTERN
The tasks assigned to internship position
As mentioned in section 2.3, the trainee received the approval for participating in 4- month internship at Sheraton Hanoi Hotel in the human resources department, with the position of an HR director assistant The main task of an HR director assistant is to assist the HR director in the process of performing daily HR-related administrative and professional duties including timekeeping, personnel file management, scheduling and making appointments, preparing reports on personnel situation, partaking in recruitment process, organizing seminars and training for employees The specific tasks assigned to the trainee are as follows:
- Support internal and external HR related inquiries or requests
- Maintain digital and electronic records of employees
- Assist with the recruitment process by identifying candidates and performing reference checks
- Maintain calendars of HR management team
- Oversee the completion of compensation and benefit documentation
- Assist with performance management procedures
- Schedule meetings, interviews, HR events and maintain agendas
- Coordinate training sessions and seminars
- Perform orientations and update records of new staff
- Produce and submit reports on general HR activity
- Keep up-to-date with the latest HR trends and best practice
- Coordinate for in-house events.
The link between the subject matter and the mission
The tasks that the trainee is assigned during the internship at Sheraton Hanoi Hotel as mentioned above show a direct connection with the subject matter To be able to recognize, analyze and learn the strategic decision-making process about human resources in the hotel, the best environment is to be a member of the human resources department In addition, the position of assistant to the director of human resources is a particularly favorable condition for the trainee to have the most and comprehensive access to the hotel’s professional and human resouces management activities, from internal support, to recruitment, motivation, training and evaluation With the direct guidance of the HR director supported with the application of a number of
Through analytical tools and theoretical foundations, trainees comprehend the dynamics of the business environment and hotel strategies, revealing their alignment with HR recruitment, training, and management approaches This understanding highlights the importance of employee adaptability and the interconnectedness of human resource strategies with the hotel's overall operations.
The goals achieved
The main goal of the trainee to work out an internship term at Sheraton Hanoi Hotel is to learn about the strategic human resource management system in a high-class hotel and focus on the volatile business environment and pressure to contribute to the hotel's staff to further promote their adaptive capacity to boost the hotel's business growth
During the four-month internship, the trainee will acquire comprehensive knowledge of Sheraton Hanoi Hotel's operations, specifically its human resources management system By participating in professional activities within the human resources department, the trainee will gain an in-depth understanding of the hotel's HR processes This immersive experience aims to prepare the trainee to adapt effectively to the dynamic business environment, as outlined in the individual work plan presented in Table 3.
1 Find out general information about the hotel
- Clarifying the history of establishment and development of the hotel;
- Describe in detail the organizational structure and operation of the hotel
2 Learn about the strategic human resource management system in the hotel
- Identify the elements that make up the strategic human resource management system operating in the hotel;
- Understand the mechanism of setting up human resource management strategy in the hotel
3 Analyze the adaptability of the knowledge and practice of the hotel staff through recruitment,
- Identify the manifestation of the adaptability of knowledge and practice of the staff in the hotel;
- Clarifying concerns about the adaptability of personnel in the
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Missions Goals Completion Date training, and working conditions strategies recruitment strategy, training, ensuring working conditions of the hotel
4 Analysis of specific adaptive practice cases of personnel
Explain the effectiveness of the adaptive capacity of specific personnel working in the hotel
5 Proposing recommendations to strongly exploit the adaptive capacity of human resources through the strategic human resource management system in the hotel
Make recommendations based on actual analysis results to promote the process of developing adaptive capacity of personnel from the hotel's strategic human resource management system
The intern’s contribution to the company
From the beginning of 2020 until now, the Covid-19 pandemic has seriously affected the tourism industry; in which the hotel - restaurant sector is of the most suffering industries Not only that, tourism services are inherently highly vulnerable to economic - social - environmental fluctuations and the diplomatic situation Therefore, the internship at Sheraton Hanoi Hotel is carried out with the desire of the trainee not only to learn but also to contribute to the hotel's business strategy planning and adjustment efforts from an approach of human resource management With the knowledge gained from the training program of AMI, my own practical experience of working in a multicultural environment and in the process of managing tourism students of Thang Long University to practice at domestic and foreign tourism enterprises, I tries my best and hopes to be able to clarify recommendation for applying adaptive strategy in human resource management to the high-end hotel business system and give useful suggestions suitable to the actual business conditions of Sheraton Hanoi Hotel.
The theoretical knowledge applied
All subjects in the AMI program have brought students very useful knowledge that can be applied to the internship process at enterprises Each subject helps trainees to understand and have deeper as well as more comprehensive explanations for the practical aspects observed and internalized during the internship at Sheraton Hanoi Hotel In order to analyze the strategic human resource management system at a foreign-invested enterprise and the internationalized
21 working environment, the trainee applied the following subjects to the process of implementing practical activities and completing this report
(a) Dimensions of Human Resources Management
As this course provided students a firm knowledge and understanding of the practical dimension of human resource management, the trainee can evaluate and discuss the changing nature of human resource aspects of management in Sheraton Hanoi Hotel under challenging context of currently changing business environment In order to understand adaptive practices in strategic human resource management in the hotel, this course helped the trainee in identify what actually happened in the hotel to enhance its employees’ qualification of high quality and performance
This course has equipped students knowledge and analytical skills to understand not only the fundamental theories of cross-cultural management/marketing but also tactics and strategies to manage a multicultural team and acquire intercultural skills Therefore, the trainee can apply those knowledge and skills during the working time at international working environment of Sheraton Hanoi Hotel to acquire deeper understanding about communication, different organizational functions, organizational culture, national culture, leadership, and organizational behavior
Through this course, students will acquire essential communication skills for interacting with individuals from diverse backgrounds The training provides invaluable knowledge on effective communication and business practices when engaging with people of different nationalities and cultures, fostering a global perspective in the professional realm.
Knowledge and practices from this course helped the trainee understand diversity of mindset of business, factors that affect that mindset, and negotiation strategies for working with people from different countries in the world At Sheraton Hanoi Hotel, the trainee was able to improve the awareness of business cultures and the international business communication, as well as to strengthen the evaluation of potential problems and negotiable solution to potential conflicts among the hotel’s customers, partners, and staff
This course provided useful theories and analytical tools for the trainee to handle the complexity of business environment and practical context of human resource management By applying PESTEL framework and SWOT matrix, just name two most common analytical
Thư viện ĐH Thăng Long instruments among the others, the intern can draw a comprehensive view on situation of and potential solutions for strategic human resource management in Sheraton Hanoi Hotel towards effective adaptability
Strategical consideration and decision-making can also be stimulated among learners of this course The trainee applied practical knowledge from this business simulation course to identify strategic management process of human resources in the hotel On that account, a better understanding of existing strategies is built up and alternatives of strategic planning for HR are established
STRATEGIC HUMAN RESOURCE MANAGEMENT TOWARDS
Strategic human resource management for adaptation
Human resource management (HRM) is a crucial function in organizations, encompassing a wide range of responsibilities These responsibilities include recruiting, training, and motivating employees; managing organizational performance; ensuring employee protection; administering rewards; and providing compensation However, the primary role of HRM is to effectively manage and direct all aspects of the workforce, ensuring that the organization operates efficiently and achieves its objectives.
The human resource management of a company is influenced by many asspects when doing business with foreign cultures First of all, all these aspects need to be taken into account by human resource managers, who should plan and implement clear directions for employees to help them adapt to the cultural differences of their colleagues and possible changes in the management style of the company as a whole Human resource managers can use a number of tools to achieve the desired goals of a company, such as strategic human resource management and human resource management policy Both management tools are widely used and play an important role in the entire structure of an organization
Strategic human resource management is an essential learning process that emphasizes on employees’ motivation and responsibility, which means relationships based on trust and freedom in making decision within the framework of their job duties Achieving success in business strategy and quality improvement is seen as the result of effective strategic human resource management, in which leadership style and culture are central to action (Towers 1994) Truss and Gratton (1994) argue further that a link between human resource management and strategic goals/objectives is brought in under strategic human resource management A result of this is to improve business performance and develop organizational cultures that foster innovation and flexibility in the face of a newly defined and highly competitive marketplace.
Strategic human resource management at Sheraton Hanoi Hotel
Core competency framework for personnel of the hotel
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Direction for human resource management to serve the overall business strategy of the hotel
Figure 3 Sheraton Hanoi Hotel’s HR Strategy in the period 2021-2025
Particular human resource management in Sheraton Hanoi Hotel in a volatile business environment
For Sheraton Hanoi Hotel, the top 5 main suppliers, namely Korea, China, Japan, the US and South Eeast Asia, continue to be significantly affected by Vietnam's border closure to prevent Covid-19 and seriously affecting its accommodation business In addition, international MICE groups as well as international entertainment activities are absent due to the global impact of COVID-19 and the border closures imposed by most countries The situation is not expected to improve much in 2021 based on the recent spike and worsening situation in COVID-19 cases around the world caused by the dominant Delta variant
Accordingly, hotels in Vietnam continued to have an extremely difficult overall financial performance for more than a year The COVID-19 community outbreak has had a severe business impact on Hanoi as well as the whole of Vietnam due to severe lockdown and restrictive measures imposed by local authorities
The local government adopted Directives 16 and 17 which essentially shut down all F&B income opportunities, including takeout or food delivery; as all stores, hotels and restaurants are required to close Therefore, the negative impact related to F&B revenue is significant compared to the previous year With comprehensive cost contingency initiatives in place, the GOP remained at a loss for several months
From HR side, a summary of cascading cost contingency plans as follows:
• Deferment of Annual Associate Merit Increase
• Pause all CORE face to face off property trainings
• All external trainings have been eliminated for 2020 & 2021
• Applied salary reduction to all management level
• Implement Voluntary Unpaid Leave program to all associate
• Proactively encourage all associates to clear annual leaves
• Minimize casual labor through cross department utilization of permanent associates
• Take internship and provide more on-the-job training to students so that they can support operation and business needs
• Minimize or postpone associate activities and in-house events
• Suspension of security contracts (casual), certify permanent associates to replace casual Security scope until further notice
• Suspension of landscape and culinary garden contracts and casual, with permanent associates taking over the duties until further notice
• Rightsizing in place with hiring freeze.
Business environment of Sheraton Hanoi Hotel
PESTEL analysis, a comprehensive framework for assessing macro-environmental factors, provides organizations with strategic insights by evaluating six key external factors: Political, Economic, Socio-Cultural, Technological, Environmental, and Legal These factors significantly influence an organization's operating environment and decision-making process, shaping its overall performance and competitiveness.
Vietnam's strong political stability and reputation as a safe destination make it an attractive tourist and business hub Government policies foster tourism development, providing favorable conditions for hotels to form international partnerships This stable environment has contributed to the flourishing of both the tourism industry and the hotel sector, exemplified by the prosperous period of 2018-2019.
Thư viện ĐH Thăng Long b) Legal factors
In general, the Government of Vietnam always tries to come up with policies to support businesses At the same time, it also strives to create a level platform for domestic and foreign businesses In 1987, a year after the Doi Moi (lit Renovation) policies began, the State promulgated the Law on Investment, encouraging foreign direct investment (FDI) into Vietnam, especially in the tourism industry
Vietnam's new membership in ASEAN and its accession to the WTO are signs of the government's desire to join the global community of nations Reforms in investment law and enterprise law, in response to the requirements to join these organizations, affect accommodation businesses The involvement of organizations such as the UN, WTO and UNDP in Vietnam introduces a global vision of tourism planning and has led to the drafting of Vietnam's first Law on Tourism, which took effect in January 2006 and was first amended later in 2017, effective January 2018
The political transition in Vietnam has influenced developments in tourism and in the accommodation sector in several ways In May 2010, the Government introduced 6 major measures to support small and medium-sized enterprises, especially for the hotel & hospitality industry, related to loan support, business administrative procedures, etc In the tourism industry, the Government finds a great potential in these industries, so there is also increasingly particular interest in developing these industries, making great opportunity for hotel businesses Furthermore, Viet Nam’s latest move to bring its legal framework closer to international standards by the adoption of its revised Labour Code on 20 November 2019 ILO has recognized this change as a significant progress to substantially improve Viet Nam’s employment and industrial relations and create a solid foundation for fair international integration and trade c) Economic factors
According to Ministry of Planning and Investment, accommodation, and food services accounts for US$ 12 billion in total registered investment capital in the country as of November
2020 The achievements and efforts of Vietnam's tourism have also been highly appreciated by the world, with the World Tourism Organization (UNTWO) ranking Vietnam sixth in the 10 countries with the highest tourism growth rate in the world
Along with that, the opened economic policy attracts foreign investment Thanks to foreign direct investment (FDI), the tourism industry and especially the hotels in Vietnam have improved in quality and increased in quantity and scale The entry of large international hotel chains has created an impetus for state-owned hotels to increase their scale and improve
27 services FDI has brought a new management style and marketing strategy to the accommodation sector in Vietnam (Suntikul, Butler, Airey, 2010)
Besides, a strong upward development of Vietnam's economy shows a good environment not only for the tourism industry and FDI but also for all other industries in general Thanks to this development, the number of people who have the need to travel and become potential customers is extremely large As part of the strategy, Vietnam aims to attract 17 to 20 million international visitors in 2020 As of November 2019, Vietnam welcomed 16.3 million international travelers, a 15.4 percent year-on-year increase, 2 not only that, they are also willing to pay more money in return for the satisfaction of the needs
However, Vietnam's membership of WTO has created great pressure in the current economy, stimulated competition among businesses, and created both conditions and opportunities for all hotels in Hanoi in general and Sheraton Hanoi hotel to improve service quality to be more attracttable to customers
Nonetheless, in early 2020, the Covid-19 pandemic has quickly "frozen" the world tourism industry and Vietnam's tourism is not out of that According to the UNWTO report, the number of international tourists globally in 2020 decreased by about 1 billion Total global tourism revenue lost 1.3 trillion USD; about 100-120 million workers in the industry lost their jobs 3 In Vietnam, according to the General Statistics Office (GSO) on December 27, 2020, many hospitality businesses in Vietnam have had to close due to no or too few customers; the industry's workforce has been facing shifts cut off, working days reduced or unpaid leave, unemployment 4 c) Social-Cultural factors
With high economic growth, people's living standards have been constantly increasing This also means that the demand for services in family or work trips is increasing This is also
2 Truyen Phuong, 2012 Development strategy for Viet Nam tourism to 2020, vision 2030 approved
[Online] (Updated 01 September 2012) Available at: https://vietnamtourism.gov.vn/english/index.php/items/4306 [Accessed 02 July 2021, 5:23pm]
Ha Phuong, 2019 Vietnam’s Tourism Sector: Opportunities for Investors in 2020 [Online] (Updated 12 December 2019) Available at: https://www.vietnam-briefing.com/news/vietnams-tourism-sector- opportunities-investors-2020.html [Accessed 02 July 2021, 5:33pm]
3 UNWTO, 2021 2020: Worst Year in Tourism History with 1 billion Fewer International Arrivals [Online] (Updated 28 January 2021) Available at: https://www.unwto.org/news/2020-worst-year-in- tourism-history-with-1-billion-fewer-international-arrivals [Accessed 02 July 2021, 5:45pm]
4 Nhan Dan Online, 2020 Vietnamese tourism sector overcomes difficulties and seek opportunities among challenges [Online] (Updated 11 December 2020) Available at: https://en.nhandan.vn/travel/item/9389602-vietnamese-tourism-sector-overcomes-difficulties-and- seek-opportunities-among-challenges.html [Accessed 02 July 2021, 5:50pm]
Nhan Dan Online, 2020 International visitors to Vietnam decrease 78.7% in 2020 [Online] (Updated
28 December 2020) Available at: https://en.nhandan.vn/travel/item/9443202-international-visitors-to- vietnam-decrease-78-7-in-2020.html [Accessed 02 July 2021, 5:54pm]
Thư viện ĐH Thăng Long a great opportunity for developing the hotel tourism business in Vietnam This is one of the big opportunities is the domestic market
Vietnam's tourism industry grapples with a severe shortage of qualified and adequate human resources to meet the demands of its rapidly expanding hotel infrastructure With over 800 hotels operating across various star ratings, including the imminent opening of hundreds more, the industry faces significant staffing challenges The shortfall of 9,300 employees in 2020, primarily comprising accommodation and tourism service staff, highlights the urgent need for a comprehensive solution The domestic tourism training system, currently capable of producing only 2,600 graduates annually, falls short of meeting this demand The most pressing need is for skilled professionals in management, culinary arts, hospitality, and tourism guidance.
The system of tourism training institutions in Vietnam is now formed, distributed quite evenly across tourist regions Currently, there are 192 tourism training institutions nationwide, of which 62 universities have tourism departments, 55 colleges (of which 10 are specialized in tourism training, the rest have tourism training courses) and 75 intermediate schools, vocational training centers 7 However, there remains a shortage of skilled and experienced workers and many are unqualified
Besides, FDI enterprises that have just entered Vietnam also have a great demand for recruiting senior personnel both Vietnamese and foreigners The labor market in the open economy has created an increasingly vibrant international labor flow, and foreign workers into Vietnam are increasing day by day In the context of international economic integration, along with the promotion of investment by foreign enterprises and international trade, the flow of foreign workers in Vietnam from many different continents has also increased This force has supplemented the domestic labor market while domestic human resources have not yet met d) Technological factors
Vietnam is considered as a country with the fastest internet development in the world A study by the Institute for Global Leadership of the US-based Tufts University rated Vietnam as
Problem identified and proposed solutions
From the results of PESTEL analysis and SWOT matrix, the main problems encountered in the business process and human resource management of Sheraton Hanoi Hotel can be identified From there, it serves as a basis for proposing human resource management solutions suitable to the current and future situation
Strategic human resource management theory argues that the effect of human resource management system depends on the degree of match between the characteristics of such systems and organizations as well as the external environment (Schuler & Jackson, 1987; Wright & Snell, 1991) Contingency theory also points out that external environmental factors
Thư viện ĐH Thăng Long will affect human resource management practices in companies (Becker and Gerhart, 1996; Wright and Sherman, 1999)
For HR planning, Sheraton Hanoi Hotel has shown they use an ethnocentric approach to key management positions including GM and Excom, which are recruited and transferred internally by the operating corporation; and other management positions and staff recruited by the hotel in the home country or abroad depending on actual needs This was maintained when the hotel was in the operating system of Starwoods and even when switching to the system of Marriott International While there is the outstanding advantage of ensuring a strong system of sharing the core values and corporate culture of the globally operating group among employees, this personnel policy has some limited aspects One is the relatively large cost of arranging foreign personnel of the operating group, which includes the allowance these managers receive for relocating, plus relocation costs for their entire family Another issue is a posible cultural barrier between managers and subordinates, as the negative side of the "foreign" image of the business That requires the hotel's foreign managers to have the ability to integrate well into the host country's culture, and to understand the needs of not only local employees but also local customers
Sheraton Hanoi Hotel prioritizes staff training to enhance their versatility and enable flexible deployment across multiple locations This approach aims to maximize personnel utilization while minimizing the potential risk of misallocation.
In addition, some departments at the hotel need more human resources, to recruit more employees, it takes time to train and test Without basic professional training courses, the quality of employees will be substandard If the hotel's weaknesses are not remedied in a timely and appropriate manner, especially in terms of pressure on staff, the hotel's business may face more profound disadvantages when there occur more risk factors including intense competition, inadequate skilled and experienced workers, and global epidemic situation The factors that employees need to adapt are customer preferences, knowledge, and skills Some professionals in the business have certain specialties that they use to please their customers Having employees with knowledge in different fields and responsible for the jobs they are best at will make the business more profitable If businesses standardize people, it will make it difficult for employees to meet the needs and preferences of customers that are the main goal in the service industry
Because of different influences on human resource management, there is a need for Sheraton Hanoi Hotel in HRM strategies to cope with the consequences of the pressures
According to S6-S7 and O2-O3 in SWOT matrix, the focus on strengthening the capacity of hotel personnel for the application of IT in HR management, along with quality investment in facilities and consolidating flexibility in business operations will allow the hotel to maximize the strengths of a well-trained and professional leadership team, as well as investment incentives of the Government Once those strengths are promoted, they will contribute to limiting the risks from global epidemics such as Covid-19 (T3) and shortage of skilled and experienced workers (T2)
For the placement of senior management positions in the ethnocentrism model, the hotel needs to ensure that they have staff capable of responding effectively to the pressures of cultural differences and being away from family and friends for long periods of time if it is a case In addition, the solution can also be directed towards enhancing the ability of the HRM system to operate in accordance with the cultural values of employees, thereby contributing to promoting the hotel's operational performance higher When hotel employees understand and accept the culture of the business, they can choose a style of behavior that not only meets the expectations of the business but also their own personality That clearly shows the relationship between human resource management and organizational culture According to research by Newman & Nollen (1996), in companies that have a good fit between human resource management and the company's culture, the company's operations will be more effective Moreover, in businesses that apply human resource management policies that are suitable for the culture of the country in which the company operates, sales are greater Therefore, more trainings on intercultural working skills, self-adjustment and adaptability provided to staff can ensure efficiency of the hotel’s human resources
Alternatively, the hotel can consider “geocentric” human resource planning, in which the hotel relies on the capabilities and requirements of key positions to select the best qualified, most suitable people, regardless of nationality, including foreign and domestic employees Regarding recruitment, the hotel may recruit foreigners or domestic based on the opportunity of “foreign labor flow into Vietnam” (O5) and “many tourism training institutions in Vietnam” (O7), along with strengths of the hotel in terms of "famous hotel brand" (S2) and "abundant finance" (S5) At the time of the current Covid-19 epidemic with workers being unemployed due to the closure of accommodation facilities and hotels, Sheraton Hanoi Hotel can also take advantage of attracting high-quality human resources depending on their actual recruitment needs
Sheraton Hanoi Hotel should flexibly exploit recruitment policies based on professional capacity and personal capacity to meet the business environment For employees, the hotel can
Seeking experienced candidates for internships and seasonal positions, Thang Long University Library strategically adopts a flexible HR policy This policy combines permanent and part-time personnel with a probationary and intern quota, allowing divisions to adjust staffing levels based on business fluctuations For management positions, the priority is internal development through Marriott's management training programs Where necessary, the hotel explores external candidates who are former Marriott employees or those from other Marriott hotels impacted by COVID-19, aligning with Marriott International's core value of "Put People First."
In addition, some existing practices at the hotel have shown good results and should be further promoted There are forms of encouragement and reward for employees with effective working attitudes to increase competition among employees and improve the level of qualifications of employees It is to name the form of giving away a TAKECARE Plus - redemption point card, through which employees will receive hotel incentives such as 5 points to receive 1 cake, or 1 Pizza at Bar DeJaVu; 12 points to get lunch buffet for two at Oven D’or restaurant
CONLUSION
Achievement of the internship
The main goal of my period serving as an intern in Sheraton Hanoi Hotel was to understand the enterprise’s strategic human resource management in general and cross-cultural human resource planning in particular so as to contribute to the company achieving its goal of human resource’s globally competitive capability in the future By the end of this internship, I have completed all the tasked assigned and gained actual understanding on the operation of the hotel's human resource management system in a strategy to effectively adapt to the present business environment
My internship at the Sheraton Hanoi Hotel not only enhanced my knowledge but also fostered a sense of maturity The hotel's rigorous mental preparation and foundational training equipped me to excel under pressure in both internship and subsequent employment Moreover, my proficiency in foreign languages has proven instrumental in advancing my work efficiency and enthusiasm for continuous learning.
The working environment is large, so when I worked at the hotel, I learnt more and are more receptive to jobs Because the working environment requires contact with hotel personnel and customers, my communication and learning English are improved I have also become more professional and agile in work, responsible for his work and create conditions to learn from colleagues at work.
Shortcomings of the internship
Because the internship period falls on the days of the Covid-19 epidemic, my training time is shortened because the manager is always busy I mainly have to observe other employees working and then follow, so there are still many things that I still do not understand and cannot do satisfactorily I have not yet grasped fully MI’s human resource strategy which is much comprehensive than the one of Sheraton Hanoi Hotel that I studied This may result in certain drawback in my perspective of HR management of the hotel, including its cross-cultural issues and different internationalization strategies with HRM systems of MI
Besides, the confusion and embarrassment when first experiencing the actual work makes it easy to make mistakes in the working process In the process of contacting and practicing
Thư viện ĐH Thăng Long directly with guests, there are some situations where handling is flustered, not flexible and skillful, and some small problems occur Although trained in a methodical and thorough manner through the training program at school, but because each business establishment has different characteristics and requirements, there are still relative differences between the theory learned and reality I have realized that the working environment is very competitive, so the pressure is also great.
Recommendations
− Internship period is very important and necessary for each student before graduation, because during this time, students can interact with reality, improve their ability and work skills Therefore, students should practice seriously and strictly follow all rules and regulations of the internship unit on job requirements
− Students need to prepare well when intending to practice in an international working environment with high intensity
− Interns need to improve their knowledge of culture as well as languages and foreign languages so that they can be more convenient in the working process
− Even though they have been trained at school, interns still need to be aware of the difference between theory and practice and need to listen to and absorb the opinions of their instructors
− It is necessary to deal with situations calmly and should not arbitrarily decide to solve or handle any situation alone, this will affect the hotel as well as the reputation of the school if the situation get worse and worse
− Agility is an essential part of the job Interns should also be gentle, friendly, respectful, and polite to their colleagues, thereby being loved and instructed more enthusiastically in their work
− The school should organize many practical sessions for students in the learning process to help students improve their understanding, practice reality, and avoid surprises when entering work At the same time, there are exchange hours between teachers and students so that students can have many opportunities to listen and learn from experienced and highly qualified instructors
− The school regularly organizes exchanges within the faculty together to create solidarity and help each other in learning
In the wake of the COVID-19 pandemic and its ongoing impact, Sheraton Hanoi Hotel should prioritize cost-containment measures and proactively implement revenue recovery strategies By transitioning business operations to the hotel, preserving cash flow, and adapting to the "new normal," the hotel can mitigate financial risks and ensure its sustained operation during these challenging times.
− The hotel needs to continuously create conditions for staff to be trained to improve their skills and foreign languages in order to timely grasp the changes of society and thereby serve guests better Foster, care about and help interns to have good skills at work, learn more to achieve high efficiency at work
To foster employee engagement and productivity, hotels should implement a comprehensive rewards and incentives program to acknowledge outstanding performance Additionally, they should cultivate a positive and welcoming atmosphere where staff are encouraged to interact with guests authentically and professionally By fostering camaraderie through team-building activities and providing emotional and physical support to employees, hotels can foster a sense of belonging and reduce employee turnover.
Conclusion
The hotel business has been growing very strongly Due to the development of science, technology and technology, people's lives are improved, the need to travel to rest, play, entertain and work becomes more and more popular In order to well serve the needs of guests, it is required that hotel operators must make their best efforts to constantly create, innovate and improve service quality to attract guests, thereby increasing revenue for the hotel hotel Employees in this service industry need to work with enthusiasm and passion, treat customers with respect and care, as well as be friendly and open-minded At the same time, the human resources of the restaurant - hotel industry are increasing in both quantity and quality Therefore, every human resource in the industry needs to constantly try and improve their skills
In the business, especially the hotel business, not only relies on modern facilities, amenities, but also depends greatly on the attitude and working spirit of the staff In any
Thư viện ĐH Thăng Long organization or business establishment, the human factor also plays a very important role Because employees are the main constituents of the organization, employees operate that organization and they will determine the success or failure of the organization In service business such as hotel business, the role of employees is even more important Because most of the services in the hotel can only be provided to guests through the direct labor process of the hotel staff A modern and comfortable hotel but with poor service staff can hardly achieve the business goals they set out
The report has built on a process of finding out the actual work of the human resources department at the Sheraton Hanoi Hotel From that, it draws practical meaningful comments for not only the hotel where the internship is located but also for the other hotels This report is also a self-assessment, comment, and review of the trainee's past internship, thereby drawing experience for himself and orienting for the future, determining his career goals
1 Becker, Brian E and Gerhart, Barry, 1996 The Impact of Human Resource Management on Organizational Performance, The Academy of Management Journal 39(4), pp.779-801 DOI:10.2307/256712
2 Berjaya Corporation Berhad, 2018 Annual Report 2018 (201765-A) KL, Malaysia
3 Berjaya Corporation Berhad, 2020 Annual Report 2020 (554790-X) KL, Malaysia
4 Bộ Tài nguyên và Môi trường, 2016 Kịch bản Biến đổi khí hậu và nước biển dâng cho Việt
Nam NXB Tài nguyên Môi trường và Bản đồ Việt Nam
5 Chakravorti, Bhaskar; Chaturvedi, Ravi Shankar; Filipovic, Christina; Brewer, Griffin,
2020 DIGITAL IN THE TIME OF COVID: Trust in the Digital Economy and Its Evolution
Across 90 Economies as the Planet Paused for a Pandemic The Fletcher School at Tufts
6 Newman, K L., & Nollen, S D., 1996 Culture and congruence: The fit between management practices and national culture, Journal of International Business Studies 27(4), pp.753-779
7 Schuler, R., & Jackson S., 1987 Linking competitive strategies with human resources management practices, Academy of Management Executive 9(3), pp.207-219
8 Suntikul, Wantanee; Butler, Richard W.; Airey, David, 2010 The influence of foreign direct investment on accommodation patterns in Vietnam as a result of the open-door policy
Current Issues in Tourism 13(3), pp.261-277 DOI:10.1080/13683500902937628
9 The National Assembly, 2014 Law on Investment No 67/2014/QH13 dated November 26,
10 The National Assembly, 2017 Law on Tourism No 09/2017/QH14 dated June 19, 2017
11 The National Assembly, 2020 Law on Enterprise No 59/2020/QH14 dated June 17, 2020 Hanoi, Vietnam
12 Kieu Thuy Tien, Hoang Bui Khue Tu, 2020 Human Rerource Challenges in Vietnamse Hospitality Industry In: HUFLIT International Conference On Ensuring A High-Quality Human Resource In The Modern Age, October 16, 2020, Ho Chi Minh city, Vietnam
13 Truss, C and Gratton, L., 1994 Strategic human resource management: a conceptualapproach, International Journal of Human Resource Management 5(3), pp.663-
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14 Towers, 1994 The handbook of human resource management Oxford: Blackwell
15 Wright, P and Sherman, S., 1999 Failing to Find Fit in Strategic HRM: Theoretical and Empirical Problems, Research in Personnel and Human Resource Management,
16 Wright, P.M & Snell, S.A., 1991 Toward an integrative view of strategic human resource management, Human Resource Management Review 1, pp.203-225
26 https://www.vietnam-briefing.com
27 https://www.vir.com.vn
28 https://www.sheraton.com/hanoi
Table 1 Accommodation Service Statistics for Sheraton Hanoi Hotel by December
Table 2 Sheraton Hanoi Hotel’s Business Performance in 2018 – 2019 8
Table 4 Human Resources of Sheraton Hanoi Hotel in the period 2018-2019 33
Table 5 SWOT matrix for Sheraton Hanoi Hotel 34
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Figure 1 Sheraton Hanoi Hotel’s Logo 2
Figure 2 Sheraton Hanoi Hotel’s Organizational Structure 10 Figure 3 Sheraton Hanoi Hotel’s HR Strategy in the period 2021-2025 24
ASEAN Association of Southeast Asian Nations
CTC Commitment to Cleanliness Protocols
MICE Meetings, incentives, conferences and exhibitions
PESTEL Political, Economic, Socio-Cultural, Technological, Environmental and
SHRM Strategic Human Resource Management
SWOT Strengths, Weaknesses, Opportunities, Threats
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(Source: Sheraton Hanoi Hotel, 2021) Photo 1 Panorama of Sheraton Hanoi Hotel
(Source: Sheraton Hanoi Hotel, 2021) Photo 2 Accommodation service at Sheraton Hanoi Hotel