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Case Club Med: recruitment

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  1. Introduction
  2. The recruitment process: towards a rationalization
    1. The method of recruitment
    2. Imperative budgeting service recruitment
  3. Towards a better consideration of 'Human Resources'
    1. Allocation of candidates
    2. Towards a LOYALTY process

Though Club Med, the inventor of the holiday clubs, remains the leading brand in the world in terms of reputation in the tourism sector, several factors have nevertheless tarnished its image since the late 90s. In 1997, the Trigano family was ousted from the company by shareholders and in 2000, Serge and Gilbert Trigano were accused of "manslaughter" after the plane crash which occurred eight years ago, especially by the media.

Finally, the development of the Internet on the one hand, and discounters and low-cost airlines on the other, mean that the public has recently been inundated with offers. This set of events has contributed significantly to initiate the appeal of the Club Med; however, problems related to the fall in demand (from a commercial point of view) and supply applications (problem HRM), have today induced the Club to respond. However, further analysis of the situation of the company revealed that its image is affected both by external factors and by internal limitations.

Thus, in the area of recruitment, several indicators saw a decline in less than a decade. The number of unsolicited applications reduced by one third, and the quality of applicants and candidates finally recruited was largely degraded, though a parallel increase in the turnover of its GO (Club Med staff) was observed. All these indicators now invite the company to rethink its entire recruitment policy, a task it has assigned to "village recruitment" Lyon, an organization which has been created for the purpose.

This entity is facing a double limitation specific to Club Med. Due to the seasonality of its business it is indeed required to renew short-term contracts for each season. This job insecurity is further reinforced by the lack of political loyalty of GOs.
However, strictly speaking, "recruitment" is a hiring process that occurs over the long term. This is a real investment for the company which must consequently analyze upstream any possible cause of rejection that could come from employees. In other words, the idea of recruiting, in theory, excludes short-term employment and hence, in particular, seasonal contracts.

How then to reconcile the seasonality of the business of the Club, with the need for the long-term vision required for a genuine policy of recruitment? How may we reconcile the specificity of the sector with the required quantity and quality of future employees at the same time?
Clearly a redesigning of the background activity of "recruitment" should be implemented.

From an organizational perspective, the company must be aware of the exigencies of service by streamlining recruitment. From the perspective of "human resources" in the strict sense, the club must now analyze the causes of the collapse of key indicators (quality, quantity) and the reasons for the dissatisfaction of employees, in order to adapt to them. Also taking into account these two factors: organizational (or administrative) and human, it should think of a model that could be extended to the whole of Europe, to increase productivity.

Tags: Human resources, productivity, specificity¸ Club Med, Gilbert Trigano, recruitment.

[...] In this case, the normative implications of Club Med are not limited to a revival of streamlined GO of the previous season, who are then free to work again for the Club. Also, employees do not feel unwanted by society. This indicates no real intention to continue with the old season on a long term. Again, staff is not perceived as a real "resource", and their recruitment is not designed as a real "investment." This policy may be partly explained, and is particularly related to the cultural willingness of the "nomadic tendency" of GO and to prevent the "routinization" of work. [...]


[...] In all cases, this system leads to the disruption of the operation of the site, increasing recruitment costs and harming the image of the club. This dysfunction may partly explain the high rate of turnover. To overcome these difficulties, the village chief will no longer be considered simply as a privileged "internal client", but as a real player, inescapable in the process of recruitment of GOs (the role of empowerment). As a supervisor of the staff recruited, the final decision to retain this or that particular candidate should be made by him The course of the selection days The selection of candidates called involves several steps. [...]


[...] With respect to improving the responsiveness of the recruitment cell, we proceed in three stages: 1 - First, a study of the practices of the competition will be conducted in order to match the time taken - Secondly, the increase in personnel in the village hiring (27 people instead of four) will both centralize and speed up the screening phase - This centralization will be the opportunity to test a new model that can be extended to the whole of Europe. [...]

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