copy of creating high performance work system by aligning hr practices and social innovation

7/27/2019 Copy of Creating High Performance Work System by Aligning HR Practices and Social Innovation

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Innovation is our trademark

The spirit of conquest is our

growth engine

Performance is the key to our

continued success

Respect is basis of all our

relationships

Trust is the foundation of our

Creating high performance work system by

aligning HR practices and Social Innovation

A Case Study on Pullman, Accor Group

Accor is a French Multinational corporation, operating in nearly 100 countries. The head quarter of which is

established in Courcouronnes, Essonne, France. (Stephanie A. 2002). In the 1960s, the travel industry in

France was booming, but many new hotels were concentrated only in major urban areas such as Paris.

Accor provides an extensive offer including complementary brandsfrom luxury to economythat are

recognized and appreciated around the world for their service quality: Sofitel, Pullman, MGallery, Novotel, Suite

Novotel, Mercure, ibis, ibis Styles, ibis budget, hotelF1 as well as Thalassa sea & spa.

Values of the company

Since the opening of the first Novotel in Lille in 1967, team members have been driven by apioneering spirit

of conquest. A key to Accors success, this attitude has over the years shaped the Groups culture, which is

the cement that binds our team members while respecting difference in their ages, cultures and positions

within the organization. Our culture is also shaped by a constant concern for people and a commitment to the

highest performance standards.

For nearly 45 years, across all brands and regions, Accors five

core values ofinnovation, a spirit of

conquest, performance, trust and respect have been shared and expressed every day by its 160,000

employees in Accor brand hotels worldwide. Managers leverage these values to provide support for team

members as part of the Groups ongoing transformation and development.

Company Motto

Successfully launch hotels and new brands; optimize operational excellence in existing hotels.


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Corporate Social Responsibility

The Accor Foundation in India is testimony to the Accor India Groups desire to commit and support its staff in

their socially responsible actions by linking cultures and providing support for the development of individuals

and their integration into the community.

The Accor Foundation in India supports the NGO Nireekshana (an NGO founded in 1992 that offers support to

families affected by HIV/AIDS, including healthcare, education, food and housing), and the NGO Dastkar. With

Dastkar (a society for crafts and crafts people started in 1981), the Accor Foundation works to improve the

economic status of Indian craftspeople, whilst preserving and promoting Indias rich craft heritage. The Accor

funded leather and fibre product, development, design and skill upgradation workshops provide new ideas and

impetus to traditional craftspeople. With Nireekshana, the Accor Foundation helps HIVpositive widows by

teaching them how to earn a living through skills training in traditional crafts. An independent audit into the

success of the partnership reveals that around 65% of the women trained are generating substantial income to

support their families and are developing a very positive outlook to the future.

Annual Company Turnover

The annual global turnover of Accor for 2010 was 5,948 million (2010 annual report). India is a growing

market with a huge potential, and Accor has a significant development pipeline in the country that we expect to

increase to 90 hotels by 2015 - this implies a significant growth in turnover over the next four years .

Preferred method of finding new employees

Choose two from this list: head hunter, newspaper ad, Job portal, word of mouth, internal search

Overwhelmingly, internal search and word-of-mouth since these media usually produce talent that is of proven

attitude and performance

Average age of your workforce

Accor Being a young company in India, with an average employee age of approximately 27-29 years.

Diversity and the battle against discrimination

Accors commitmentto diversity has been present since its origins. The Groups strength is based on the

diversity of its teams. The Group is also convinced that diversity represents a major advantage in terms of

team spirit, attracting and maintaining talent, innovation and the capacity to adapt to change. Accor has madediversity one of the keys to the companys performance.

Accor aims to represent the diversity of ethnic, social and cultural origins at all level in the company.

In each country, the human resources managers are in charge of declining the Groups diversity policy and

suggesting action plans.

Accor encourages all ideas that facilitate the diversity of teams while respecting the local culture.


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The team of Novotel / ibis World Trade Center Dubai managed by Bruno Guilloux, with 420 employees of 28

different nationalities, cultivates their differences around a common culture.

"We learn to respect the specifics of each culture, says the General Manager. Day to day, the pluralism of our

team is very rewarding. This diversity is also positive for our customers. Understanding our employees

cultures helps us to better understand our international clientele. We can adapt our attitudes and quality of

service."

Priority actions are defined depending on the specifics of each country, brand or activity.

The aim of these action plans is to guarantee non-discrimination and to encourage diversity on elements such

as gender, age for all stages in the company: recruitment, training or career development.

Recruitment of disabled people

The recruitment of disabled people is one of the aspects of this diversity.

A team was set up in France in 1992, to facilitate the integration of disabled people in the company. This team

aims to accelerate recruitment, training, communication and sensitization actions for recruiters.

Thus ourIntegrating the Disabled Projects ambition is to become international, to bring together the

numerous best practices already in operation, to capitalize on experience and to facilitate the integration of new

employees in the Group.

"Accor gathers all the talents, all of them. Skills are our priority!"

This is why all our positions, all our contracts are open to disabled workers: this is a priority in our recruitment

policy.

Ashwin Shirali, Regional Director - HR, Accor Hotels India says Accors ideal

employee is one who exhibits and exudes a sense of innovation, spirit of

conquest and respect.


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Pullmans dynamic development is underpinned by the extraordinary social, cultural and

professional diversity of our 160,000 employees. They continuously help them to develop their

skills and responsibilities with the goal of offering them motivating, rewarding careers and

increasing their employability.

3 commitments and quantifiable objectives for 2015

Code 16. Support employee growth and skills2015 target: 75% of hotel managers are promoted from internal mobility

2011 results: 75%

Code 17. Make diversity an asset

2015 target: Women account for 35% of hotel managers (outside Motel 6 / Studio 6)

2011 results: 27%

Code 18. Improve quality of work life

2015 target: 100% of host countries organize an employee opinion survey every two years

2011 results: 71%

16. Support employee growth and skillsAs the worlds leading hotel operator, Accor has acquired extensive experience in human resources

management. With its 17 Academies, the Group is also the worlds leading hotel school, helping every day

to develop the skills and increase the employability of its staff.

At year-end 2011:

435,092 days of training had been provided during the year, an average of three days per employee.

477 hotels had held training sessions to teach employees the host countrys language.

PLANET 21 e-learning modules

Training is a key lever for integrating sustainable development practices into the Groups businesses. In

April 2012, the Groups businesses introduced a unique online training tool for employees of all hotel

brands. It enables participants to embrace sustainable development issues and the PLANET 21 programs

ambitious objectives, while raising their awareness of the daily actions that can be applied in differentparts of the hotel, including guest rooms, restaurants and kitchens.

17. Make diversity an asset

Because of its hotels locations, Pullman enjoys a naturally diverse workforce. A source of enrichment and

performance, diversity must be present at all levels of the organization. Thats why Pullman actively

promotes diversity in all aspects of its business, from hiring and career development to training and

compensation.

At year-end 2011:

27% of hotel managers were women (excluding Motel 6/Studio 6).

18. Improve quality of work life

Work-related stress has become a public health issue that plays a role in determining a companysattractiveness.

The Group has always focused on providing employees with the best possible working conditions and

Accor is regularly included in the list of Best Places to Work prepared by the Great Place to

Work Institute.

At year-end 2011:

71 countries had carried out employee opinion surveys, in 2010 and/or 2011.

531 hotels had organized training to prevent psychosocial risks.


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PullmanCare

The goal of Pullman Care is to embrace responsibility for the companys actions on the

underprivileged section of the society by educating and providing support which will encourage a positive

impact on the society through its activities and we inspire others to do the same.

The initiatives undertaken in this programme are:

1. Assisting underprivileged artisans from Dastakar in their development.2. Contributing to ECPAT3. Proving Support to H.I.V Victims through Naz4. Introducing diversity in employment offered at Pullman Gurgaon Central Park by providing

o Diversity of Origino Gender Equalityo Differently Abledo Diversity of Age

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