Staff are not encouraged to make decisions without reference to the head of department nor are they encouraged to put forward new ideas for enhancing or improving practice. Any changes to practice are often from the top down and staff opinions are rarely sought Morale, as measured by a small yearly staff survey. appears low. and many of the younger staff leave after just a couple of months citing lack of opportunities and poor training as a cause. The survey also shows that staff are not happy with their manager and feel that they do not get praised or rewarded when they do a good job. The previous CEO had been with the charity for some 30 years and very much left the management of the club to the General Manager, who also retires later this year. The new CEO of the charity believes that there is a lot more that might be achieved, and good works undertaken, if the operation itself makes more money to invest into the charitable works, and she firmly believes that the organization is underperforming and is inefficient. Membership of the club has been falling steadily over the past five years and now stands some 50% of its original membership. A recent member survey shows significant complaints about the conditions of the facilities, especially the restaurant and bar which the members use to entertain as well as the drop-in customer service as well as the general lack of organization. The CEO has approached you and wants to employ your HR consultancy services to address the strategic HR issues around a modernization plan for the restaurant and bar facilities of the club. The modernization and renovation programmed will include the following: 1. The refurbishment of The Fox and Hound Bar, the Dining Room and the function rooms 2. Training and development of all staff on the new processes connected to the Bar, Dining room and function rooms. The refurbishment has been given to an architectural firm that will employ its contactors and manage all the building work. They have promised to work to the project deadlines. Naturally this will mean the members of the club paying more for the services: however, this will bring the charges in line with similar institutions and facilities. The CEOs biggest concern is how to undertake this project with the minimum of disruption to both members and staff. It is not an option to shut the club down completely during the project. Business as usual, as much as possible. must be maintained. Task 1 of 3 - Presentation (AC1.1, 1.2, 1.3, 2.1 & 2.2) Scenario: The CEO has asked you to prepare a 15-minute Powerpoint presentation for the Board of Directors "selling" your consultancy services. You still need to pitch for the contract since the two other board members will be involved in the decision. Instruction: Prepare a presentation in which you should: 1. Explain the importance of Strategic Human Resource Management (HRM) and how you could add value to the Club. You should discuss how strategic HRM could be linked with other departments. 2. Explain the strategic human resources services you could provide to the Club and their purposes 3. Analyse the factors that the Club should consider before embarking up the renovation and restructure. 4. Determine some preliminary HR requirements for the organisation considering the new contract. The Board is likely to ask questions - so be ready to answer any questions that may arise