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Portman Hotel Co.
哈佛案例编号 9-489-104 Rev. Aug 1, 1989

通过这个案例，大家可以了解到人力资源管理工作中哪怕仅仅是前期的职位描述没有做好，也会给整个企业经营带来不可估量的损失、导致投资失利。

波特曼酒店(The Portman Hotel)于1987年在旧金山开业，由建筑设计了凯悦、万豪、威斯汀等著名酒店的约翰·波特曼的管理团队经营。在设计这家唯一以波特曼名字命名的酒店时，管理层即希望能够提供象泰国东方酒店、香港丽景大酒店那样的奢华服务标准，因此波特曼制定了一种对住客“无规则”的服务规范，以期与其它同类高端酒店区别开来。与此奢华服务及酒店超高端定位相配，投资方在硬件方面毫不吝啬，装修配备等极尽奢华与昂贵。

波特曼酒店为将要提供的创新服务提供了一种称为PV的新职位(Personal Valet，或译为“私仆”)，PV们除要为客人提供常规的客房服务以外，还必须满足客户提出的所有除违反法律或道德外的要求。一般酒店的工作往往是按照功能进行分类，如前台、饮食、客房清洁等，并由相关经理人员统一指挥调度；但波特曼酒店的PV们则面对着横向跨度极泛的工作要求，并且还因实际情况需要跟其它PV以及酒店中其它职能部门配合协调。在PV的招募培训方面，波特曼对新招进组织的PV候选人无论是普通的大学毕业生还是经过职业学院技能培训的酒店服务专业毕业生均提供为期两周的入行培训，与他们签订工作合同，并赋以Associate的头衔。PV们的收入大部分与小费挂钩。

然而这创新的服务却并没有为波特曼酒店带来预计的利润，反而从酒店运营开始就产生了一系列的麻烦：入住率低、旅客不知如何使唤PV、PV的收入低而没有工作热情、离职率高、酒店人力支持不足、服务水准下降、PV与其它员工关系紧张……最终这个照搬亚洲奢华酒店模式的旧金山豪华酒店以失利告终。

－－－－－－－－－－原因分析－－－－－－－－－－－－－－－－
波特曼照搬东方酒店的成功模式，但却没有制定西方同业内成熟的职位描述，因此招募进组织的员工从开始便无法满足酒店运营后的一系列要求。东西方酒店的客户服务模式由于文化差异等因素而不尽相同，侧重点不同导致在西方酒店业并没有一个对应于东方酒店业内类似PV的职位，而波特曼仍然使用西方固有模式培训、招募PV，最终导致PV的工作混乱并与组织内其它部门、员工产生冲突。

参考链接
<a href='http://harvardbusinessonline.hbsp.harva ... ?id=489104' target='_blank'>http://harvardbusinessonline.hbsp.harvard....jhtml?id=489104</a>
<a href='http://doi.contentdirections.com/mr/hbs ... 225/489104' target='_blank'>http://doi.contentdirections.com/mr/hbs ... /489104</a>

Questions:
1. Analyze the gap between the PV concept and its implementation at the Portman Hotel.

2. What could management have done?

3. Why was Portman unable to replicate the service and ambience provided by premier Asian Hotels such as the Oriental in Bangkok and the Regent in Hong Kong, in San Francisco?

Instructions:
SS are required to form groups and discuss the distributed case materials, which can also be obtained from the course web page. Each group must submit their written reports before class presentation day and this assignment will be scored.

The above three questions are for ss' consideration before their presentation in the coming Thursday class. Each group will present their powerpoint slides in class. Their performance will be assessed and scored accordingly on a team base.

For any questions, send me SMS or reply to this email directly ASAP so that every team knows exactly what they are expected.

ps: since we dont have classes the day next week, i wont put the case study class off to April 1st, and thus cancel the witten report assig. the scoring will be based only on the slides.

the process of case analysis, ie. how will you view the problem(s) and in what way will you find a solution for it/them?
_____________________________________

<span style='color:blue'>job design | selection & recruitment | compensation | performance mgmt | developing talent</span>

key competencies of PVs (ie. the advantages of PVs' employment)
SS are suggested to raise as many points as they could

KNOWLEDGE
-general knowledge
-functional knowledge
-customer service

SKILLS
-time mgmt (pv's and customers')
-active learning plus listening
-cor-ordination
-social/service orientation
-technical skills
-problem solving, decision making
-communication
-domain specific

IMPLEMENTATION
-compensation
-guest ambiguity - reward-related
-recruitment & selection
1) stressing assertiveness
2) higher need for structure
-other workers in the org.
-status in hotel----> inconsistent staffing sys.