getting the paper work right was more important than service to the customer in checking out and in. The paperwork system was overly complex and needed to be simplified. Also, shift change times were found to correspond with busy checkout times. Staff also complained at the lack of performance feedback and absence of learning plans and training programs. With the legalization of marijuana in October 2018, management is concerned that staff are notfollowing the HR policy on cannabis use in the workplace and showing up for work "high". This important H R Policy is not being taken seriously. Several weeks ago, the General Manager received a sexual harassment complaint. The written complaint is still sitting on his desk. A statistical analysis of staff was conducted with results as follows: In the current context, the total staff strength for the smooth running of the hotel is 85. The annual labour turnover index is 26:85 or 36.5%. Of the 26 staff that had been recruited in the pastyear, six had been replacements for the same kitchen assistant's job and ve had been replacements for receptionist positions. At exactly one year earlier, there were only 69 of 85 of the positions filled. Analysis of departures indicates that the majority of departing employees had shorter lengths of service, with the period of employment of less than 6 months being the most common and in the age group of less than 45 years. Analysis of the age distribution indicates that there may be some difficulties with promotions. In particular, a problem was identified for management promotions among junior managers, the youngest being 35. In the past, such a junior manager would have been promoted afterjust two years of service. Staff turnover of general managers has, in the past, been low however the age of the general manager indicates that there could be a potential retirement in the near future. The average retirement age of all staff is at 61. In view of this, it was thought likely that twojunior managers would leave Business 2720 Human Resources Planning lCase Study - Fall 2020 shortly. This was not desired since they are particularly capable, so ways of dealing with this promotion block were considered such as creating new roles, which might retain the junior manager's services until more promotional opportunities become available. Currently there is no HR Manager position in the organization and junior managers tend to be generalists. Staff by occupation, number and age Position Title Number of positions position No. workers Age General Manager 1 63 Managerstunior Managers T 35,38,43,52,5D,59,61 Reception 12 23,21,22,34,46,39,41,33,29,35,52,5D Room staff 19 59,60,50,28,32,55,39,39,41,22,29,35,29,33,26,35,41,28,6D Chefs 7 22,32,44,54,56,59,6[l Other kitchen staff 16 32,55,39,39,41,22,29,35,45,52,29,35,28,33,26,43 Bar waiters 13 39,41,22,29,35,27',22,'5I5,36,39,e111,22,28| Gardenflawn keeperslmaintenance 6 41,26,3D,28,5D,39 Others 4 36,55,51,45 Total 85
