Neus Gracia Garcia 5DVP - 56696251refer

Neus Gracia Garcia
CIPD Membership number: 56696251
Cohort May 20 5DVP
Submission date: 13th June 2020
Unit: Developing professional practice - CIPD Diploma level 5 in HR
Word Count: 2929
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CIPD Membership number: 56696251 May 20 5DVP
1.1: Evaluate what it means to be an HR professional with reference to the CIPDs most
current Profession Map
The New Professional Map (NPM) acts as a framework to lead HR Professionals on their way to
develop behaviours towards “exhibit and role model professional and personal integrity and
honesty at all times” (CIPD 2020). The NPM aims to lead the way by setting the values, Specialist
Skills, Core Knowledge and Behaviours which HR Professionals should pursue in order to support the
organization with an improved wellbeing that sits within the personal and professional life of the
employee at an individual and group level (see Appendix 1.1.1.) (Leatherbarrow & Fletcher 2019)
(Avado 2020).
From my experience, those competencies as per HRCS’ 2015 (see Appendix 1.1.2) will become part of
your personal branding that will allow you to showcase yourself in the market. I consider my solid
competencies setting on a Strategic Support due to my commitment to develop and drive engagement
and organization culture whilst focusing on the wellbeing of the team (Dave Ulrich 2015). Culture and
Behaviour would be my Core Knowledge as I take part in “Great Place to Work” team where we go
above and beyond regarding the employee journey experience and engage with their wellbeing and
development. A successful example of this is an internal course called Proud to Lead, this allows the
participants to acquire expert knowledge in specific roles such as Revenue Management but also soft
skills with exposure to Coaching and Emotional Intelligence, in order to have a better understanding of
their teams as unique individuals (see Appendix 1.1.3). I consider myself at a Foundation level on
“how employee engagement impacts the way people feel at work” as per the examples above and
reflects in our retention rates. In order to move forward to an Associate level, I want to assist the
development of certain policies across the company and our culture to be able to have an input in all
the different procedures structures within The Doyle Collection (DC) culture and values (CIPD 2020)
(Avado 2020).
Valuing People would be my unique Core Behaviour at Associate level on “treating people fairly and
considerately in your work”, particularly over the Recruitment Process where it is an essential
conduct. In order to progress to a Charter level, I would be required to be able to make a difference in
the company’s measures in execute fairness, compassion and humanity in my approach. Finally,
Resourcing is my Specialist Knowledge as I involve the team from their first stage in their work lifecycle,
ensuring I find the right fit for our vacancy in the department. Taking into consideration the above, I’m at
Associate level in “different sourcing approaches for passive candidates”, where I would find
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different channels to advertise and reach the candidates across the different vacancies. In order to
achieve a Chartered Member level, I require a better understanding of the consequences to approach
the different channels and their Return on Investment (RoI) (CIPD 2020) (Avado 2020).
Nonetheless, a HR Professional prioritises the values of the NPM such as Evidence-Based, as should
they document their decisions in a fair manner with equal documentation; Principles-Led, where their
standards are that work, people and professionalism matter and finally Outcome-driven, where their
input creates a positive environment in all the aspects of their employees (CIPD 2020) (Avado 2020).
An example of consistency to achieve those values is showcased via our Interview Question designed
specifically for each role and/or department which ensures the consistency, equality, pragmatic
decisions and professionalism.
This would support the “work of HR in four levels when it comes to professionalism” as the values
of the NPM assist to conduct our own selves in order to be able to project our standards and lead by
example for the bigger picture (see Appendix 1.1.4.) (Taylor & Woodhams 2016).
Although HR is a department that has constantly matured over time as proven by HR Outlook Winter
2012-13 (CIPD, 2013), the organisations priorities unfolded a new need into “Now is the right time to
invest in improving product and service offerings, business processes and workforce
development” (Avado 2020). Therefore the future might require an alteration within the map.
To conclude, the NPM is a structure that allows the HR Professionals alongside Organisations to have
a path to follow and develop with a set expectations to carry your role from a Foundation level where a
junior bureaucratic functions are expected all the way up to a Charter Fellow Member where a more
critical role within a contribution in a strategy of the company is anticipated.
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1.2: Describe the elements of group dynamics and conflict resolution methods
Tuckman developed the stages of group development model (Tuckman 1965) where he identifies the
steps and behaviours a team will go through their development from their arrangement until they
conclude their project. I experienced the different stages mentioned whilst assisting with the creation of
the annual Graduate Programme (GP). As previously quoted, I’m a Talent Executive which in cluster
role across our hotels in UK, a unique team that rarely works with a specific team on a daily basis (see
Appendix 1.2.1) (CIPD 2020) (Avado 2020).
Forming, is the first stage where individuals are introduced to each other, this would have been
reflected in December 2019 where the team was formed across UK and Ireland, alongside the Talent
Manager. At the time we brainstormed different ideas but nobody differs from the tasks assigned.
Storming appeared in January, whilst the Talent Manager was on annual leave; the adverts needed to
be published between two of the Talent Executives. However, one Executive struggled to proceed on
the specific day appointed. Another Executive that was in a different location could have been
described as ‘completer/finisher’ in Belbin’s model’ (Belbin 1981), they realised that the task wouldn’t
be completed unless they were taking ownership; and therefore rescheduled other commitments,
advised the rest of the team of the delay and arranged it herself. As a result of the clear communication
across the team, the stage known as Norming was developed and the team carried on through the
phone Screening Interviews followed by the Skype interview stage. The project was already in the
Performing stage and arranging to schedule the ‘GP weekends’; where the final stage will take place
throughout several group activities alongside personal interviews with different Heads of Department
(HOD’s) and General Managers (GMs). Over 400 candidates applied initially for this vacancy, they will
spend 24-months cross-training across all the departments, due to start in September 2020 with only 8
vacancies. Adjourning will be expected then, when the team will regroup to review the project for the
final time in October 2020.
One of the conflict resolutions known as IBR Approach (Roger Fisher and William Ury 1981) was
carried out whilst a conflict appeared as the adverts needed to be published. The first stage in absence
of a manager was to ensure a good relationship and transparency within the team was maintained,
although recognising the inability to deliver that task splitting it between two Executives mentioned
earlier. We separated ourselves from the problem as the second stage states and as the process
couldn’t be demonstrated over the phone, one Executive agreed to take care of the whole assignment;
alongside the third step and listening carefully to try to understand the needs of each other and seeking
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a way to resolve the issue as other projects might be affected as a consequence. As it states in the
fourth step, they both listened first and talked second in order to be able to understand each other as
the Executive that misunderstood the task, this was her first year taking part in this project and didn’t
realised that she needed a basic demonstration prior to the fixed date, therefore, they both set out the
facts as the fifth stage and realised they had to arrive to an agreement. Finally as mentioned on the
sixth stage, we explored the options together and settled with a reorganisation of the project where I
would post all the adverts required and my colleague would be taking full ownership of the main email
inbox which is both of our responsibility. See advert in Appendix 1.2.2. (CIPD 2020) (Avado 2020)
(Mindtools 2020).
This was the way that the conflict was resolved. Similarly, at the five dysfunctions of a team model
(Lencioni 2002), which can be applied to conflict resolution as he mentions “If you could get all the
people in an organization rowing in the same direction, you could dominate any industry, in any
market, against any competition, at any time.” (Patrick Lencioni 2002) (CIPD 2020) (Avado 2020).
Lencioni´s model is a pyramid based (see Appendix 1.2.3.); in absence of trust on their base, which if it
is missing, a team it wouldn’t be able to develop and is followed by fear of conflict which we have
already seen in Tuckman’s model as a fundamental requirement to overcome when we are looking at
group dynamics. When it comes to conflict resolution, Lencioni produced a graph where we will need to
work through individual, relationships, environmental and informational obstacles in order to reach the
issue definition (see Appendix 1.2.4.) (Lencioni 2002) (Wick 2017) (CIPD 2020) (Avado 2020).
Taking the previous conflict example, the first step is to assess the individual’s obstacles across the
team. As we rarely work together on a project, we don’t know each other’s personalities, strengths and
weaknesses. Back in December 2019, if we were vulnerable without fear of judgement or
consequences, we could have been in a better place to tackle this process. This could had been
achieved with a DISC assessment as an ability to find “out as an individual or as a team unique
motivators, stressors, how best to work with all of the other styles and how best to resolve
conflict with each other” (Celine Williams) (see Appendix 1.2.5.). Second step, relationship
obstacles, by looking at the previous year scenarios in order to pre-empt rising any issues as previously
mentioned without fear of repercussion in order to overcome them. Accompanied by environmental
obstacles (which we can’t control), an example is our team meeting in December, the meeting was
delayed by a few hours due to transport issues. Same applies to the advert conflict, as we were both in
different offices, where it seemed difficult to explain the process on how to perform the assignment.
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Finally, Information obstacles, linked to being able to complete previous steps, we should have acted
differently as one team member had never posted adverts at university sites previously, therefore,
didn’t have the knowledge and information required for that specific task. (Wick 2017) (CIPD 2020)
(Avado 2020).
By working off this chart and getting to the core issue that creates a conflict within the team, we will
transform the pyramid into the base of trust, conflict, commitment, accountability and results (see
Appendix 1.2.6.) (Lencioni 2002) (Wick 2017).
Consequently, by creating trust within the team we will work on the conflicts as we did when
appro1.2.aching the advert conflict, creating commitment by being able to compromise by rescheduling
other obligations, my colleague assisted in other functions and informed the whole team of the delay.
Finally, taking accountability by arranging a meeting where the process could be trained for next time.
Throughout early 2020, we worked on the project which unfortunately had to be postponed due to
COVID-19. Therefore, following the creation of the adverts and consequently posting them, phone and
Skype interviews, and Graduate Weekends final interview stage; we were expecting the result:
successful aspirants to join us in September 2020. (Wick 2017) (CIPD 2020) (Avado 2020).
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2.1 Apply project management techniques
The Graduate Management Programme team was arranged for the second year in December 2019,
where a Gantt Chart (Gantt 1910) and a SWOT analysis (Humphrey 1960) could have been generated
(see Appendix 2.1.1. and 2.1.2.).
By conducting a SWOT analysis, we could have pre-empted the threats and opportunities whilst being
aware of the weaknesses and strengths of the project. Nonetheless, resembling Porter´s Five Forces
(Porter 1980) and PESTLE Analysis (Aguilar 1967) it reviews the surroundings of the project from a
social, political, competitors, technological, economical and legal aspect which might affect the
business as an external factor in order to minimise the future impact whilst also highlighting the
opportunities and increasing the strengths by working on the weaknesses. (CIPD 2020) (Leatherbarrow
& Fletcher 2019).
As a consequence, a Gantt Chart would bring accountability to the project to each team member by
scheduling milestones required to achieve our final SMART objectives (Drucker 1955 - Doran 1991); by
stating all the different tasks, although some activities overtake others without Phase 1 to be finished,
Phase 2 can’t be started until prior activities are completed and subsequently for the whole project
(Avado 2020) (Mindtools 2020).
Find Graduate Management Programme Managers Guide in Appendix 4.
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2.2 Apply problem solving techniques
Upon return from Christmas leave in January 2020, we moved onto the 3 rd phase of the Gantt Chart,
where we should have posted all our adverts in several sites. I contacted my colleague and found she
was unsure how to post them and felt overwhelmed without knowing how to ask for help. Therefore, we
went through the decision tree (Quinlan 1979) to find all the different options in order to find a solution
(see Decision Tree in Appendix 2.2.) (Mindtools 2020).
By identifying each of the options I used the decision tree to analyse the situation in order to achieve
the desired outcome; to post the adverts on time which would be the end node in the tree. The problem
we encountered was my colleague not knowing how to post the adverts; which will result in the first
decision node, as the chart mentioned “does everyone know how to post the adverts?”, alongside the
chance node which results in either positive or negative outcome. By analysing all the possible
outcomes prior arriving to the end goal to “post the adverts”, we can forecast potential outcomes for
each decision node. Normally, we would be able to add a percentage on those chance nodes, in this
specific issue we had a short time frame to resolve it and was apparent that if the answer was negative,
we would fail our objective. Accordingly, I assessed the situation and instead of only doing my part of
this step, I analized the problem as I tried to explain over the phone as I wasn’t able to deliver the
training required to access to the Universities applicant tracking systems. Therefore, I analysed again
looking for a different solution, as we were not able to meet in the same propriety for the remainder of
that week. Subsequently, looking at the decision tree again I could post all the adverts myself, but this
would bring another issue as I didn´t allocated the extra time required in my daily tasks of that week. As
a consequence, I informed my colleague of this analysis with a summary of the possible outcomes, she
compromised and assisted in another project so that I would have a larger amount of time to be able to
achieve our main goal within the timeframe required. Decision trees will aid you in reaching a
conclusion by visualizing all the possible outcomes. Also, a percentage or a cost related to the
decisions can be included if required by the project.
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2.3 Apply a range of methods for influencing, persuading and negotiating with others
Influencing, persuading and negotiating can easily be misinterpreted as there is a fine line between all
the techniques mentioned.
See below a table with the principles for each technique alongside examples (CIPD 2020) (Avado
2020) (DeFalco 2020).
Influence Persuade Negotiate
Cialdini´s principle is based in a Persuasion code reflects the RADPAC stands for rapport,
philosophy that by reciprocity, two sides of the brain as analysis, debate, propose,
commitment and consistency, primal and rational. The Primal agreement and close to discuss
social proof, authority, liking and side controls how a compromise between both
scarcity you will be able to affect communication can impact us. parties. It’s the most well-known
someone’s beliefs throughout a In order to react to the signs 6 technique in the corporate world.
nurtured relationship based in bias have to be activated, they
confidence. are personal, contrastable,
tangible, memorable, visual
and emotional.
By attending myself the Proud We had a new role as a We were looking for a Talent
to Lead Programme and Barista created in one of the Executive for our hotel in USA, I
consistently praised the gains hotels. The ideal candidate assisted with the recruitment
from the development provided would have previous both sides of the ocean.
with several other employees experience in that role in a However, due to the time
mentioning similar success Hotel environment. difference my shifts became
stories I influenced our intensively long. I planned the
My previous experience was in
Reservations Assistant Manager outcome desired and the
Airports and I’m aware of the
to apply before the applications possible views and approached
speedy service they require, a
closing date for the 2020 my manager, when we assessed
CV took my interest but was
Programme. the current needs, we debated
lacking the Hotel experience. I
both of our perspectives in the
interviewed the candidate and
requirements as I still needed to
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requested references, followed

be present at the London
up by speaking to the HOD
proprieties, subsequently I
mentioning I had acquired
proposed to shift my work
personal references, which
schedule to start 4 hours later
mentioned the candidate
twice a week to suit the time
sense of urgency as was
difference, we agreed this would
required by the role, had the
be a temporary solution to be
same strong values as the
reviewed two weeks later.
HOD of loyalty and cultural
belonging, which sounded like
a unique candidate and related
to my previous experience.
Meanwhile, I requested the
candidate ensured his first
impression would be smartly
dress. This candidate was
promoted in February 2020 to
Assistant Restaurant Manager,
after 2 years since joined the
company.
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3.1. Undertake a self-assessment of one area of HR professional practice capabilities to

identify continuing professional development needs
As a Talent Executive I am exposed to only a part of HR, nevertheless I am driven by the same Core,
Knowledge, Behaviour and Specialist Knowledge (CIPD 2020). Continuous Professional Development
is a critical strategy in order to develop and progress as HR Professional, and in order to create a plan
with SMART objectives (Drucker 1955 - Doran 1991) I conducted a self-assessment that can be found
in Appendix 3.1.
The reason I have chosen People Practice is because even if workforce planning, employee lifecycle,
wellbeing diversity and inclusion and even knowledge of certain policies and regulations are relevant to
my day to day responsibilities I would like to be able to develop further into workforce planning specially
as new procedures will need to be implemented as a result of COVID-19 and Brexit.
On the other hand, Commercial Drive will be crucial attitude in order to adapt to the new normal.
Although, perseverance is required on a daily basis when you are recruiting in hospitality as is a high
turnover industry; high quality consistency needs to be delivered to ensure the workforce fits within
company culture and the changes that might arise needs to be faced with resilience. As above, I look
forward to becoming a pillar in the changes that we are going to face as soon as business returns.
Finally, Employee Experience is the journey we strive to provide to our team. Engagement isn’t only a
one day event, it is a journey that we implement in order to ensure our team has a voice by providing
an on-boarding journey into the Doyle Collection adventure where they have an opportunity to develop
their talent, recognise the opportunity to have an impact whilst driving our employer brand. Therefore, I
would like to develop and ensure I can make a difference as a HR Professional.
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3.2 Produce a plan to meet personal development objectives based on an evaluation of

different options
As Benjamin Franklin said “If you fail to plan, you are planning to fail!” (Raje 2020).
CDP is our own responsibility and planning is as crucial as is reflecting in the original objective and the
outcomes (See Appendix 3.2.1.). SMART objectives (Drucker 1955 - Doran 1991) stands for Specific,
Measurable, Achievable, Realistic and Time-Bound and assist you to be precise and give you an
explicit period where you can reflect and amend if required. Personally, I chosen goals that are
connected with the NPM in order to growth as a HR Professional: improve my influencing Skills, my
knowledge in workforce planning, RoI and Engagement.
Find PDP in Appendix 3.2.2.
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References
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distinction-leaders
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%20SMART%20objectives.ashx
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 Fisher, R. & Ury, W. (1981) - IBR Approach. Accessed on 25th May 2020. Available at
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strategicdiscipline.positioningsystems.com/blog-0/leadership-harmony-5-dysfunctions-of-a-
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Appendix
1.1: Evaluate what it means to be an HR professional with reference to the CIPDs most current
Profession Map
 1.1.1 - New Professional Map (CIPD 2018)
 1.1.2 - HRCS’ (2015) HR Competency study – (Dave Ulrich 2015 - Avado 2020)
16
 1.1.3. - Proud to Lead Overview, structure of the courses – (Doyle Collection Hotels 2019)
17
18
1.2: Describe the elements of group dynamics and conflict resolution methods
 1.2.1. - Tuckman (1965) Group Development Theory - (WorkSmart Blog 2020)
 1.2.2. Graduate Programme Advert – (Doyle Collection Hotels 2020)
Applications are now open for The Doyle Collection Graduate Programme. Commencing in
September 2020, applications are open until Friday 20th of March 2019.
If you are looking to join a progressive hotel group who will support you, mentor you and provide you
a well-rounded Operational Graduate scheme, with the opportunity to work in hotels in the UK/Ireland
and the United States, then the Doyle Collection is for you.
What our programme will offer you;
This 2-year Graduate Programme will be based in one of our UK or Ireland hotels and includes a 3-
19
month secondment in our stunning Dupont Circle hotel in Washington DC.
The programme includes 6 x 3-month placements in the areas of Front Office, Restaurant & Bar,
Reservations, Event operations, Housekeeping and the onsite support functions (HR, Sales,
Finance), before progressing to Supervisory / Assistant Manager level role. This is designed to give
you a well-rounded knowledge of all areas of the operation, providing you the skills and experience
needed to be an expert Manager in a luxury hotel environment.
With regular Graduate conferences, mentorship opportunities and a guaranteed role at the end of the
programme, we are seeking applications from Graduates that are passionate about hospitality and
are ready to grow their career with an award-winning hotel group.
The ideal candidate will possess the following;

 Degree level qualification in any specialism
 A genuine passion for hospitality
 The desire to be part of a team
 The willingness to work hard and be actively involved in the business
 Work experience in an industry where people come first
 Open to working in any of our 8 hotels in 5 cities and 3 countries
The perks of a career with the Doyle Collection;

 A competitive salary
 Holiday that increases each year with length of service, up to 5 additional days off
 Free meals on duty as well as breakfast to get you started and all-day tea and coffee for the
caffeine lovers
 Discounted hotel rooms in the UK, Ireland and USA for you, your family and friends
 50% off food when dining with the Doyle Collection
 Great locations with easy access to public transport
 In-house training team dedicated to your personal development
 Reward and recognition programmes (earn bonuses, restaurant meals, overnight stays and
extra days off!)
 Save money with our Cycle to Work scheme and plan for your future with our pension
 Staff summer parties, Christmas parties and regular team get togethers
20
The application process;

 Applications are open until Friday 20th of March 2019
 Shortlisted candidates will be contacted within 2 to 3 weeks for an initial phone interview
 The interview process also includes a face to face meeting and workshop event in London or
Dublin
 Successful candidates will be offered in June for a September start date
The Doyle Collection;

The Doyle Collection is a carefully curated collection of eight Irish family-owned luxury and urban
hotels located centrally in London, Dublin, Washington DC, Cork and Bristol. What binds our hotels
together is the Doyle service ethos - a real warmth and thoughtfulness.
We are delighted that the Doyle Collection has been listed as one of the Best Large Workplaces by
Great Place to Work for three years running; 2017, 2018 and 2019.
 1.2.3. Patrick Lencioni, 5 Dysfunctions of a team – (Patrick Lencioni 2002 - Wick 2017)
21
 1.2.4. Patrick Lencioni, Conflict Resolution Model - (Patrick Lencioni 2002 - Wick 2017)
 1.2.5. DISC Framework – (Marston 1928 – Williams 2019) – Gravitate HR
22
1.2.6. Patrick Lencioni, Conflict Resolution Pyramid - (Patrick Lencioni 2002 - Wick 2017)
2.1 Apply project management techniques
 2.1.1. - Gantt Chart – (Gantt 1910 - Avado 2020)
23
24
 2.1.2. SWOT Analysis - (Humphrey 1960 - CIPD 2020 - Avado 2020).
Strengths Weaknesses
 Doyle Collection Hotels is a strong  New programme, so HODs are

Irish Hotelier still getting used to the
 Second year for the Programme requirements from the programme
 24 months Graduate Programme as the Graduates would only
that includes 3 months in every spend 3 months maxim in their
department Operational and departments across different roles
Support role  Graduates are constantly
 Graduates spend 3 months in changing departments so it
Washington as part of their doesn’t allow them to settle in a
programme; as a consequence department.
have a depth knowledge of how a  Resistance from in-house teams
hotel operates and possible for the fast track into Management
consequences of any actions in all  Graduates might be suitable for a
the respective departments support or operational role
Opportunities Threat
 Increasing brand awareness  Doyle Collection Hotels are not as

 Reducing turnover by developing well-known as other bigger
the Graduates into a managerial Hotelier brands
position  Brexit – RTW
 Approaching the best candidates  Covid-19; not as many applicants
in the market from the best as previous years
Hotelier schools/Universities  ROI not able to be seen until the
 Able to outsource candidates programme finish in 2 years
directly from Careers Fair for  Graduates may leave prior the
Junior roles that might be passive end of the programme
at the time of meeting
25
2.2 Apply problem solving techniques - Decision tree – (Quinlan 1979 - Mindtools 2020)
26
3.1. Undertake a self-assessment of one area of HR professional practice capabilities to identify

continuing professional development needs – (CIPD 2020)
Core Knowledge Core Behaviour Specialist Knowledge
People Practice Commercial Drive Employee Experience
As a Talent Executive for our In my current role, Commercial As mentioned previously, I’m
UK hotels, I’m aware of the drive is a key behaviour to be conscious of the employee
importance of the people able to show resilience and be a journey and that engagement is
practices from employee part of the change needed, a crucial element showcased in
lifecycle, the diversity and whilst understanding our the company brand by ensuring
inclusion whilst ensuring customers and be in line with our employees have a voice,
policies, regulation and Right to the company values. their well-being is cared for,
Work are followed. When I communications promote
We struggled to attract Chefs at
joined the team, I designed a inclusion and diversity, whilst
different levels as it’s a
set of Interview questions to their onboarding is strategically
candidate driven market for this
ensure we took the decisions planned and overall
role in London. I looked into
with pragmatic data. This shows engagement is provided
different channels alongside our
that I’m working at Foundation throughout the whole journey.
Applicant Tracking System
level. I hope to be able to
where we could approach I’m a huge advocate about our
develop further by being
passive candidates such as Great Places to Work team
involved in the elements that
LinkedIn or visiting culinary which ensures all of the above
make up workforce planning
schools, alongside advertising in each hotel as they hold
(succession, supply,
also on Social Media and unique needs.
forecasting, skills gaps, etc.).
communicating to all the teams Although I’m at Foundation level
I have, had discussions with my across the three hotels in case as I have an understanding as
manager regarding Brexit and I a referral could raise a possible per above mentioned. With our
hope upon our return to the applicant. return to the hotels likely to be
hotels I will be involved in the Accordingly, I consider myself in August I’m planning to
strategy plan for workforce on an Associate level and would continue being a brand
Planning 2021. hope upon our return to the ambassador as per my role but
27
hotels that I will be involved in be more involved in making a

the strategy plan for workforce difference and acquire a
Planning 2021 in order to be stronger knowledge about the
able to support others through tools and approaches to drive
the changes we will be facing. employee engagement.
3.2 Produce a plan to meet personal development objectives based on an evaluation of different

options
 3.2.1. CDP Cycle - CIPD (2020) Khan (2020)
 3.2.2. Profesional Development plan (Avado 2020)
28
NAME: Neus Gracia Garcia MEMBERSHIP NUMBER: 56696251
COVERING THE PERIOD FROM: June 2020 TO: December 2021
What do I want/ What will I do to What resources or What will my success criteria Target dates for
need to learn? achieve this? support will I need? be? review and completion
Improving my  Attend a course  Emotional  Completion of the course,  1st September 2020
influencing skills – called Emotional Intelligence course at alongside being able to put it completion of the
Seek to understand Intelligence FutureLearn into practice into the daily course
myself better whilst  Read the book  Read the book 1936 routine.  15th October obtain
understanding the 1936 How To Win How To Win Friends  Acquire more responsibility in more responsibilities
impact of different Friends Influence And Influence People the strategy for the Workforce in the Brexit Workforce
influencing and People by Dale by Dale Carnegie, Planning due to Brexit Planning
communication Carnegie, and and The Small BIG alongside Right to Work  Reading the book by
styles in a range of The Small BIG (by Steve Martin, policies development. 1st January 2021
situations (by Steve Martin, Noah Golstein and  Influence my Manager
Noah Golstein Robert Cialdini) positively in order to acquire
and Robert more projects in that field.
Cialdini)
Workforce Planning  Completion of  Avado CIPD course  Completion of the course  Review 1st December
and RoI – Different CIPD Diploma  Support from my  Apply the learning by being 2020
approaches to level 5 in HR Manager to see a able to calculate our Graduate  Completion of CIPD
27
 Request cross real case for Management Programme ROI Diploma level 5 in HR
defining, developing
training with my Workforce Planning for our 2018-2020  Calculating the
and retaining talent
manager upon and the retention rate  Being able to calculate the retention rate for 2020
on an individual and
return to business at DC retention rate for 2020 across in December and
group level
gaining exposure our 3 hotels in London analysing the impact
to workforce of COVID-19 and
planning and Brexit versus 2019
developing  RoI calculation
strategies to September 2021
retain our team
Engagement – How  Attend  Attend Employment  Completion of the course  Completion of the
to apply different Employment Relations and  Being able to assist in the course by March 2021
engagement Relations and Employee delivery of the engagement  Being able to assist for
approaches, and Employee engagement at The strategy for 2021 the delivery of the
understand the engagement Open University  Completion on the Market 2021 – reviewed in
drivers and course at The  Support from my research of the main December 2020/
enablers of Open University manager, gain cross competitors to be done by Completed in
engagement  Subscribe to HR training and September so we can December 2021
magazine to be exposure to the compare it to our current  Market research the
up to date with Engagement current Engagement Strategy competitors on their
the new trends strategy  current engagement
and maintain strategy completed by
myself up to date September 2020
 Conduct market
28
research the
competitors on
their current
engagement
strategy
29
4. Graduate Management Programme Managers Guide – (Doyle Collection Hotels 2020):
Introduction & Overview

The Graduate Management Programme is designed to
enable the company to grow a highly skilled group of future
leaders through an accelerated practical development
programme. The company has long had a relationship with
various colleges and institutions where graduates have
been welcomed as part of their course placements to gain
experience within a luxury hotel group. There are several
success stories of students who have benefited from this
experience, although what has been noticeably missing is
our own post graduate programme to attract and nurture
talent from graduates with a desire and keen interest in
working in the hospitality sector. The company needed to
offer an opportunity post-graduation to develop its own
talent and benefit from students looking to launch their
careers.
Recruitment & Selection
Over the past 9 months we have worked hard to attract,

assess and select a group of 8 graduates to join the
company. We have invested in targeted advertising at
universities, attended numerous recruitment fairs in
Europe, the UK and placed adverts online. The campaign
was a success.
 500+ qualified Applicants

 80+ Initial Telephone Screenings
 40 Interviews
From a shortlist of 22 candidates, we hosted 2 selection

events; one in the UK and one in Ireland, across 2 days. The
graduate applicants were asked to participate in a number
of practical group challenges, as well as sitting through a
speed interview and a grueling Debate presentation. The
GM’s and a selection of senior leaders from within the
company scrutinised, questioned and deliberated before
reaching a decision to select 8 graduates to participate in
the programme.
Outline of the Programme
The programme is specifically designed to give the graduates exposure to all of the practical elements of
running a hotel. Whilst most of them have spent several years at University learning the theory and know-
how of running a hotel, including work placements, it is not possible to deep dive into all the practical
elements of each department and fully understand the operational requirements of each role. The Doyle
collection programme is designed to give the graduates exposure to all the job roles in the hotels and
expects them to learn through doing and experiencing these roles first hand. We believe that the best
managers relate to the tasks they themselves have completed, working with the people they will be
expected to lead in the future. This requires a hands-on approach to ensure they understand how each
department functions and is interdependent on each other, to guarantee the hotel operates smoothly and
successfully.
As Heads of Department the programme relies heavily on your investment and conscious understanding of
the requirements we expect of the graduates. We need each HOD to help ensure the success of each
graduate so that we can build our future leaders.
General Overview
 18-month operational rotation with 6 key areas of focus
 Followed by a 6-month supervisory placement
3- month placements in each of the following 6 areas;

 Housekeeping
 Front Office
 Central Reservations
 Restaurant and Bar
 Events Operations
 Administrative functions – finance, sales and human resources
For London graduates;

12 months will be completed in one property, with 3 months in the USA and 3 months in Central
Reservations. Graduates at Marylebone will complete their Housekeeping placement at either Kensington
or Bloomsbury.
For IRE and Bristol graduates;

15 months will be completed in one property, with 3 months in the USA
After 18 months in the above, all Graduates will apply for a Supervisory position.
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All Graduates during their first 18 months are additional to the departmental headcount, thus enabling the
graduates to flexibly move between departments at each 3-month interval and similarly to work between sub-
departments, and thus complete the program of learning and activities required. The program itself is notable
for the short tenure of each placement and the extent of responsibilities that must be learned within each
placement. HODs and Graduates are required to work together to pre-plan and map out the time spent in the
department to fulfill the required list of expected learning and tasks. You should aim to meet with your Graduate
at least once a week to review progress and plan activities for the forthcoming week(s).
Our expectation of you as a HOD is that you will complete a summary of your graduate’s progress against the
listed areas of learning and development expected, and to appraise their overall achievements at the end of the
placement. This placement record will be submitted to the GM/HR for review. Our expectations of our
Graduates, is that they will complete a reflective account of their placement which will accompany the HOD
review.
It is important that the graduates pass each departmental placement and achieve the required standards so that
they can progress to supervisory level. If they experience any particular difficulties during a placement, the on-
site HR team and General Manager will need work with the HOD to provide additional training, coaching and
support to help them succeed. 3 months is not a long period and you will notice from the outline of what is
expected they will get comparatively little time to pick up the essential skills which an otherwise operational
non- graduate is afforded 6 months. You will need to be patient and supportive in helping them to overcome any
challenges and encourage them for the duration of their placement.
The following sections of this document outline each of the departmental placement expectations by way of a
list of learning and development areas the graduates will be expected to complete. These expectations have
been carefully mapped out by the Group L&D Manager in conjunction with a HOD within the business to ensure
they are realistic and achievable.
Inevitably, at times the graduates may undertake a familiar placement where they have previously completed
work experience or a placement in the same field. This will inevitably offer advantage to you, your team and
possibly make a smooth and expedient experience for both the HOD and the Graduate. However, at times the
graduate may commence a placement in an area where they have no experience, or are less comfortable. Their
studies may have provided only a theoretical understanding of what the work may entail. In this regard they may
need more nurturing and support to gain the essential skills within your department, as the tasks they are
expected to undertake may not play to their natural or preferred strengths. This can be frustrating, challenging
and disheartening at times. As experienced HOD’s you will need to nurture the talent and ensure they complete
the placement, helping them to overcome their anxieties and endure the tougher challenges that may come
with unfamiliar work. The graduates are aware that to be a trusted manager in the future they will need to
understand each role in the hotel, have practiced the same tasks and be able to find common ground with the
operators who will in the future look to them for direction, solutions and leadership. They will not be able to
excuse themselves from any aspect of the programme and will be expected to get stuck into each role.
32
At the completion of each rotation
At the end of each placement the graduate will be asked to complete a review and appraise their own
performance and experiences. The HOD will also need to complete a checklist of the tasks associated with the
placement and similarly write a brief appraisal of the graduate’s progress. This will be submitted to the Hotel
HRM and GM and shared with the Group L&D Manager and Talent Manager.
You will be asked to measure the Graduates overall achievements on the programme based on the below scale
of performance
1. Working Towards Expected Outcomes:

The graduate has completed most elements although may need some further exposure in the
department to refine the necessary skills and their experience in a few areas. Some additional
support/training needed to learn some aspects of the department.
2. Meets Expect Outcomes:

The graduate has completed all placement requirements and has a good understanding of the different
operational roles within the department and how these interrelate. They have performed the tasks
diligently and have worked well with team members at an operational level, as well as gaining exposure
to junior management and supervisory responsibilities.
3. Exceeds Expected Outcomes:

The graduate has completed and exceeded expectations of the requirements of this placement, they are
accomplished in all roles and have shown initiative and a greater depth of knowledge, skills and
understanding. They have worked to support other team members and excelled in some tasks where
they have shown good leadership potential.
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Graduate Expectations
As a HOD you should be familiar with the expectations of your graduate whilst they are on placement in your
department. These same expectations have been conveyed to the graduates to ensure both parties are aware of
the expected work effort and intuition they will need to exhibit.
Common to all placements, HOD’s should expect to identify the following behavioural attributes from their
graduates:
 Forward thinking and understanding. Seek out and make themselves familiar with all SOP’s such that
they become second nature. Learn the sequence of tasks, order of service and arrangements within the
department quickly so they can demonstrate an aptitude for getting things done
 Flexibility to adapt to departmental needs and service demands. They are part of a team whom will
regularly experience pressure to meet customer demands and targets. The service sector is notoriously
fast paced and reactive, they will be expected to help support your team adapt to changes and
anticipate how best support the demands of the department
 Planning, Prioritising and Organising. They will need to use their time in each department effectively to
get the most out of each placement. The guidance in this booklet takes you through the different
elements of each placement but you may be required to direct their daily activity or identify additional
experiences or spend more time in one area if you feel they need to strengthen their skills and
knowledge in an area. You will also need to balance your departmental activities with the extra
vocational courses they will be enrolled on throughout the 2 years
 Team Player. As a graduate they may be looked up to as a Role Model by other team members,
although it is essential that they show humility and demonstrate that they can graft and support all
those whom they work alongside no matter the task. Build strong relationships and become a trusted
team member
 Inquisitive. You should not expect the graduates to know everything at once, some of them will not have
any experience in some departments, and they will be encouraged to seek help whenever necessary to
better understand their role. There are experts and passionate enthusiasts all over our hotels willing to
help so please direct and guide them towards the appropriate resources. You are equally responsible for
the success of the graduate while they are in your team so expect lots of questions and offer detailed
insight. They are responsible for asking questions, seeking answers and mastering the craft in every
department.
 Look for opportunities to learn more. Good leaders constantly look for opportunities to learn. The
graduates will be expected to complete both our ‘Proud to Lead’ and ‘LEAD’, development programmes
during their 2-year programme. You will need to facilitate their attendance at all formal courses and
34
factor their absence into your weekly roster. They MUST be afforded 2 days off each week and therefore
you will need to include any learning sessions into their normal 5-day shift patterns. Each hotel often run
independent learning sessions with suppliers and in-house experts, which will help improve general
knowledge and understanding of the hotel and industry. Please include the graduates where possible
 Solutions Focused. Rarely will a day pass where there isn’t a problem or challenge within a team that
needs addressing, whether this is a customer complaint or a logistical matter. This is an occupational
hazard of working in a customer service profession, and so procrastinating over the problem is
unhelpful. As the graduate’s experience with us grows they will learn to deal with issues more
confidently and sometime routinely, but they will also have the added advantage of having worked in
and between different departments, absorbing knowledge and expertise that others will not be familiar
with. Use this to your advantage and let them help to resolve and identify solutions
 Good Communicator. The graduates must be able to communicate clearly concisely and professionally
at all times.
 Make some mistakes. Graduate trainees are never perfect, and should be allowed to make a few
mistakes; our only expectation is that they learn from them. As a HOD please provide constructive not
critical feedback, if something goes wrong afford them the opportunity to re-learn or be coached to
improve their skills. 3 months is not long to learn when others are afforded 6 months.
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Graduate Support Network
Line Managers, Guru’s, Mentors and Heroes (Contact Details)
Below are the details of the graduates reporting lines and support network. As a group of graduates, they will be
encouraged to stay in regular contact with one another, particularly as they will be going through different
placements at different times, and thus each of their experiences will provide a valuable insight for one another.
Line Manager
The HOD will be the immediate Line Manager for the department where they are currently placed. You should
speak to your graduate about operational issues specific to your current placement or day to day work activities.
(Rosters, shifts, completion of all the tasks, areas of responsibilities etc. for each department). You will need to
plan their activities at least a week ahead to ensure the graduate knows what to expect and to enable you both
to follow the programme guidance fully for successful completion
General Manager (aka the Guru)
The General Manager is the key sponsor of the Graduate in their hotel and thus will meet with them regularly
(min 1x per month) to review their progress and to mentor their development through the programme.
Mentors
Mentors are people we have identified who can be a friendly ‘go to’ for all those seemingly silly questions, and
helpful tips and advice, the one the graduate can call on in a crisis and will tell them how it is, or who to seek out
for help. They have usually grown with us and will be a trusted source of support.
HR Heroes
HR Heroes, are the organisers and custodians of the programme. The HR team have worked hard to ensure the
programme is well organised. They have a vested interest in ensuring the graduates successfully complete the
programme and are appropriately looked after during each placement. The following people should be
contacted in the first instance if you have any concerns about your graduate. They will do their best to help and
resolve any matters expediently.
Jessica Berry – Talent Manager / Jessica_Berry@doylecollection.com / +44 7741 231 772
Kevin Larvin – Group L&D Manager / Kevin_Larvin@doylecollection.com / +44 7469 159512

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Formal Learning Programmes
The graduates will be required to participate in some formal learning interventions over the next 2 years. You
and the GM should expect to schedule them to attend all courses associated with the following:
Proud to Lead
All Graduates will be enrolled on this 1 st stage Development Programme from September and will expect to
complete this series by the following July.
WSET Levels 1&2
All Graduates will be expected to attend the Wine Spirit & Education Trust (WSET) training as a compulsory
element of their F&B placements. Both Level 1 & 2 require an end of course assessment. The course will offer a
more in-depth understanding of Wine and Spirits, including food and wine matching, classic and new world
wines, wines by geographical regions and modern methods of viticulture. The Group L&D Manager will enroll the
Graduates on the WSET training and advise of the commencement date according to when they are scheduled
to complete their F&B placements.
Business Writing Skills
This 2-day course will provide the Graduates with appropriate insight and business language skills to refine their
written communication skills. This course is usually clustered between several hotels, and held in London or
Dublin.
LEAD
LEAD is the second stage management development programme, which was implemented in Sept 2018. The
graduates however, will start this in the September of their second year. LEAD focuses primarily on practical
management skills and good people leadership skills essential for all middle managers and HOD’s. It builds on
the knowledge base of ‘Proud to Lead’ but with a more in-depth focus on helping our managers with the
practical elements of effectively managing larger teams of people, budgets and logistical operations. They will
participate in the course alongside other junior and aspiring managers, during the final 6 months of their
departmental placements and during their 6-month supervisory placement
Train the Trainer
Train the Trainer is a 2 day coaching style course aimed to teach the graduates the methods and techniques to
train others in any subject matter using universal practices. As an accomplished trainer, having successfully
completed this course, they will be able to train others in your team and help develop and refine their expertise.
37
This course will therefore be completed during the latter stages of their 6-month supervisory placement.
38
Graduate Induction Schedule
The Graduate Management Programme commences on Monday 9th September 2019.
The first three days will be a comprehensive induction to the company and the Programme. This is being hosted
from Monday 9th through Wednesday 11 th September in London. This week has been carefully organised by the
Group L&D Manager to deliver a well-rounded and thorough induction.
All Graduates will commence onsite departmental placements at their property from Thursday 12 th September
2019. Therefore the first rotation equates to 3.5 months, giving them a little longer to settle in.
Rotations will then happen on the first of the month in January, April, July and October each year.
The graduates will start in different departments across the groups according to the following schedule:
*there is a chance this rotation will need adjustment at a later date, notice will be provided
39
Housekeeping – 3 Months
Housekeeping Departmental
Induction Month 1 – Room
Attendant
 Week 1 - 3 days shadowing and department induction
 Week 1 – learning bed presentation standards and bathroom standards
 Week 2 - 8-16 rooms
 Week 3 – up to 16 rooms
 Week 4 – up to 16 rooms
Month 2 - Mastering the role, deep cleaning and the responsibilities of a Linen Porter
 Week 5 - Mastering the role of the room attendant
 Week 6 - Deep cleaning, specialty cleaning, carpet and steam cleaners
 Week 7 - Deep cleaning, specialty cleaning, carpet and steam cleaners
 Week 8 - Linen Porter
o Logistics of linen
o Managing stock effectively
o Uniform management and maintenance
o Lost property
Month 3 - Public Areas & Supervisor

 Week 9 - Early Public Area – meeting rooms, restaurant
 Week 10 - Late Public Area & Turndown
 Week 11 - Room checker
 Week 12 – Supervisor activities
40
Food and Beverage – 3 Months

F&B Departmental Induction
Breakfast operations: Week 1-3

 T/C+ toast service (selection of teas and specialty coffees on offer)
 Clearing and setting up tables (standards of the table set up)
 Buffet (Continental, Hot Buffet and Selection on Juicery Bar)
 A la carte menu offering
 Host (Telephone manner, greeting guests/recognition of the regular guests)
 LQA standards
Kitchen Operations: Week 4

 Breakfast- product knowledge and fair understanding of service
 Larder- help with preparation and service of salads and starters
 Sauce - use of Josper Grill and plating
 Pastry - preparation and service of desserts
 Running the pass (shadowing lead chef and F&B)
 Stock Control
 KP - knowledge of using a dishwasher and basic cleaning skills
Dinner service: Week 5 - 8

 Menu and wine list knowledge, recommendation of dishes and drinks suitable for guests with dietaries
 Pass - preparation of dishes for example finger bowls, needed during food service; service, timings
 Room service - taking order over the phone; tray preparation; floor check
 Micros knowledge - posting orders on the system
 Running a Section - taking orders and looking after guests
 Supporting other staff- helping with water and drink preparation and service; relaying the tables
 Host tasks - taking reservations and confirming the bookings over the phone; greeting guests and building
connection with them while they are dining with us
 LQA standards for dinner service; F&B targets; basic knowledge of Market Metrix and Trip Advisor
Bar operations: Week 9 - 12

 AM operations (opening the bar, float count, stocking up the bar)
 Bar food menu knowledge
 Service of Afternoon Tea
 Cash up procedures & responsible service of alcohol
 PM operations (closing the bar, cashing up)
 Drinks menu knowledge and introduction to Cocktails
 Bar shifts - set up of the bar, food and beverage product knowledge
 General knowledge (stock take, beverage cost, new offers, doing orders with HOD, attending the weekly
Ops meeting)
41
Event Operations – 3 months

Events Departmental
Induction Week 1-4 Spent as
Events Waiter
 Learn the different room set ups
 How to read a function sheet
 canapé drinks reception service
 3 Course dinner service
 All day meeting service (Tea and coffee breaks and working lunch)
 Learn Events operation day to day jobs including cloakroom, polishing glasses, daily cleaning schedule.
Week 5 Spent as Supervisor

 Learn how to meet an organiser for an event and run through a function sheet
 Complete a briefing with the team prior to an event
 Delegation of tasks to team on a shift and managing that these tasks are completed
 Opening procedures of the events department
 Closing procedures of the events department
Week 6 Spent with Assistant/Events Manager

 Introduction to Event sales team and their role with the operations team
 Attendance at the weekly BEO Meeting
 Attendance at the weekly HOD Meeting
 Attendance at the daily morning Meeting and experience the part the Events Manager plays
 Attendance at the weekly F&B Managers meeting and what part the Events Manager plays
 Agency staff, contacts, payment and how to book them
 Events Tastings with a potential client
 Events Show Rounds
Week 7 Minibar Attendant

 Introducing Bartech system: print reports, check revenue, unlock mini bars, offline mini bars
 Introducing mini bars/ luxury mini fridges and the honesty bars
 Refilling mini bars, luxury mini fridges/ honesty bars
 General cleaning of mini bars and maintenance
 Expire date check and turnover
 Mini bar/ honesty bar Expire date book
Week 8-11 Spent as a Room Service Waiter

 Introduction to Room Service standards
 Introducing LQA standards
42
 Learn how to use micros: posting checks, closing checks, look up guest details
 Learn the menus, introducing/ tasting all dishes
 Learn the allergens, types of dietary requirements
 Learn the drinks list
 Complete early shifts: learn opening
 Complete late shifts: learn closing
 Meet daily tasks: floor check, mise en place, delivering amenities, delivering turndown
 Introducing amenities, type of VIP levels
 Luxury room set up standards
Week 12 Spent with Shift Leader/Manager
Shift leader:
 Opening/ closing procedures

 Cashing up procedure
 Delegating staff
 Overseeing service
Manager:
 Creating rota
 Payroll forecasting
 Payroll through core
 Attendance at the weekly F&B managers meeting
 Attendance at the weekly HOD meeting
 Attendance at daily morning meeting, make a note of VIP`s and pass it onto the team
 Oversee all VIP stays, set up amenities, clean mini bars, double check facilities are set as per standards
 Overseeing mini bars: preparing expire list, updating the dates folder
 Overseeing amenities: prepare the list, double check the trolley, prepare special amenities, set up
special amenities
 Communicating daily to guest relations regarding to VIP stays
43
Reservations – 3 months
Reservations Departmental
Induction Month 1
 Technical skills: Opera reservations system
 Room availability & rates
 Product knowledge: Room types, rooms viewing
 Individual bedroom reservations
 Managing effectively main e-mail inbox for the hotel
 Phones training
 LQA standards
 Quality Track and SMART calls
 Understanding of GHA DISCOVERY Programme
 Getting familiar with shift duties (e.g. dealing with non-arrivals, arrivals check list, daily communication
sheet, trace report, reservations made yesterday report, merging profiles, filing)
 Online travel agent’s extranets, (how they work, rates, interface, websites)
 FIT travel agents (how they work, allocations & free sale, inputting new reservations)
 IDEAS system (how overbooking level works)
 Understanding good communication with other departments in person and via Opera
Month 2
 1st month plan ongoing . . . +
 Communication with other departments by attending to daily / weekly / monthly meetings
 Accounting side (e.g. PM accounts & refunds)
 Delivering Saturday shift independently
 Small group bookings (between 5 – 10 rooms)
 Setting up bedroom allocations / groups
 Basic knowledge of budget and forecast
Month 3
 1st & 2nd months plans ongoing . . . +
 Group bookings (between 10 – 40 rooms)
 Inputting rooming list
 Show around
 Group contracts / invoicing
 Preparing weekly Group sheet including VIPs, packages and 14 days forecast
 Revenue training
London graduates will be seconded to the Central Reservations Team based at the Marylebone hotel for this
placement.
Bristol & Ireland Graduates will be based on site at their hotels for this placement.
44
Front Office – 3 months

Front Office Departmental
Induction Month 1 – Reception

 General Hotel Orientation in different Departments: Housekeeping, Maintenance, F&B, Sales, Concierge,
CRO and how they interact with the reception team
 Hotel Security and Evacuation Plan for guests during an emergency
 Introduction to Reception area
 Check in and check out brand standards
 PMS Opera overview
 Reception SOPs
 Room types
 Cash handling
 Invoicing and reconciliation
 DISCOVERY Loyalty Program
 AM and PM check Lists
Month 2 - Guest Relations

 Introduction to Guest Relations Office
 Telephone etiquette
 GR SOPs
 GR AM and PM check lists
 VIP amenities
 Bespoke Travel agencies
 Guest recognition reports analysis
 R/S order taking skills and MICROS overview
 Guest Relations Executive tasks introduction
 Pre-arrival communication
 Guest Profiling
 How to manage the lobby
Month 3 – Mastering the skills

 Supervisor tasks introduction
 Room allocation
 PM screening
 Queue rooms analysis
 Duty Manager tasks introduction
 Complaint handling
 Enhancing the guest experience
 Benchmarking tools analysis
 VIP rooms check and VIP guest greeting procedures
45
 Health and Safety regulation
Month 3 – Nights
 Minimum 1 Week on Nights :
o Night Auditor and Night Manager tasks introduction
o Overall Hotel reports analysis
o End of day reconciliation
o GM package
o Night Security Procedures
o Revenue reports
o Hotel operations summary
46
Finance – 1 month
Week 1 - Income Audit
 Revenue reconciliation
 Credit card reconciliation
 Banking
 Management (A&P) verification
 F&B reconciliation
 Clearing difference accounts
Week 2 - Accounts Payable

 Raising orders
 Dealing with suppliers
 Receipting
 Month end accruals
 Travel agency commissions
 Food Flash Management
Week 3 - Accounts Receivables

 Sending customer invoices
 Payment processing & reconciliations
 Credit card chargebacks
 Business account management
 Debt collection
 Paymaster control
Week 4 - Senior accounts duties

 Profit & Loss account
 Balance Sheet
 General Finance Hotel Support
 Payroll control
 Forecasting
 Budgeting
 Expense Control
 General Ledger Reconciliations
47
Sales – 1 month
Week 1
 The role of sales at Doyle Collection
 On property sales and global sales team organisation
 What tools we use to research and win business
 How to complete the perfect site inspection
 Our Doyle Collection sister hotels
Week 2
 Sales processes - opera/ lanyon/ BI 360 data
 How to input a new profile for a company or agent
 Bidding and tendering for business
 Third party partnership e.g. GHA DISCOVERY
 Reporting and analysis - our top producers and nationalities
 Hotelligence and other competitor set reporting
Week 3
 Site inspections of competitor hotels
 Attend a sales appointment or exhibition with the sales team
 Telephone technique for sales - dealing with an enquiry and proactive sales techniques
Week 4
 Trends and opportunity for hotels
 New markets
 Reporting and production of sales plans
 Attendance at monthly sales meeting
48
Human Resources – 1 month

Week 1
 Recruitment & Selection processes – 1 week with Talent Team, CV Screening, Sitting in on interviews,
Offers & Regrets
Week 2
 L&D – 1 week with L&D Team, co-host facilitation of Proud Programmes (if confident enough), updating
& reviewing training grid & requirements
Week 3-4
 New Hire Orientation – preparation of contracts and HR paperwork, reference checking, preparing
personnel file, eligibility checks
 HRIS – payroll, hire & leaver process, HR Analytic reporting (turnover etc)
 Administration – Proud Points, EE or F&F requests, ad hoc letters as requested (e.g. landlord reference),
Updating noticeboards (Job of week etc), Birthday Cards & Posters, Uniform Ordering
 Proud People Events – co-ordinating a team event (e.g. Brand Ambassador, Spotlight Superhero,
Wellbeing Festival etc)
 Grievance & Disciplinary – De-brief from HRM to gain exposure of process, opportunity to take
minutes at a meeting (if confident enough and issue is a minor offence)
 Health & Safety – Shadow for VDU Assessment, Hazard Busters Meeting, H&S Rep Meeting
 Performance Management – monitoring of probationary chats & time to talk
 Ad Hoc – attend a “people meeting”, view preparation work for budgets (if rotation occurs during
budget prep time)
Please note that within this placement, the Recruitment and L&D component may take place at different times
throughout the course of the month to accommodate all Graduates
49
Additional Information
GMP Projects
The Graduates will work on two projects throughout the course of the two year programme;
 Group project to focus on an area of the collective business – set by Pat and the Exec Team
 Individual project relevant to the challenges your hotel faces – set by the GM in year 2
US Placement
As part of the programme all the graduates will spend 3-months at the Dupont Circle, to
experience the US, and the different operation on offer. The company will arrange travel and
accommodation for this element of the programme, and will where possible, arrange for the
graduates to experience this placement in pairs.
If for any reason the Graduate is not able to travel to the US the company will endeavour to find
an alternative placement at a different property in either the UK or Ireland so they can
experience an alternative property for the duration of the agreed placement.
Supervisory Placement
The final 6 months of the programme will be completed in a Supervisory level role. Ahead of the
transition, the Graduates will meet with the onsite HR Manager and Group Talent Manager to
discuss this move. This is the opportunity for the Graduate to gain more operational experience
in an area of interest that will improve their skill set and experience for when then transition into
a management role. The supervisory placement is contingent on the successful completion of
each of the 3-month placements. If there is an area of any placement that needs additional focus
the Graduate will be advised and supported to finish this element before moving into the
supervisory role.
50

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Neus Gracia Garcia

CIPD Membership number: 56696251

Cohort May 20 5DVP

Submission date: 13th June 2020

Unit: Developing professional practice - CIPD Diploma level 5 in HR

Word Count: 2929

1.2: Describe the elements of group dynamics and conflict resolution methods

2.1 Apply project management techniques

Find Graduate Management Programme Managers Guide in Appendix 4.

2.2 Apply problem solving techniques

Influence Persuade Negotiate

requested references, followed

3.1. Undertake a self-assessment of one area of HR professional practice capabilities to

3.2 Produce a plan to meet personal development objectives based on an evaluation of

Find PDP in Appendix 3.2.2.

 1.1.1 - New Professional Map (CIPD 2018)

1.2: Describe the elements of group dynamics and conflict resolution methods

 1.2.1. - Tuckman (1965) Group Development Theory - (WorkSmart Blog 2020)

 1.2.2. Graduate Programme Advert – (Doyle Collection Hotels 2020)

What our programme will offer you;

month secondment in our stunning Dupont Circle hotel in Washington DC.

The ideal candidate will possess the following;

The perks of a career with the Doyle Collection;

The application process;

The Doyle Collection;

 1.2.5. DISC Framework – (Marston 1928 – Williams 2019) – Gravitate HR

2.1 Apply project management techniques

 2.1.1. - Gantt Chart – (Gantt 1910 - Avado 2020)

 2.1.2. SWOT Analysis - (Humphrey 1960 - CIPD 2020 - Avado 2020).

 Doyle Collection Hotels is a strong  New programme, so HODs are

 Increasing brand awareness  Doyle Collection Hotels are not as

3.1. Undertake a self-assessment of one area of HR professional practice capabilities to identify

Core Knowledge Core Behaviour Specialist Knowledge

People Practice Commercial Drive Employee Experience

hotels that I will be involved in be more involved in making a

3.2 Produce a plan to meet personal development objectives based on an evaluation of different

 3.2.1. CDP Cycle - CIPD (2020) Khan (2020)

 3.2.2. Profesional Development plan (Avado 2020)

NAME: Neus Gracia Garcia MEMBERSHIP NUMBER: 56696251

COVERING THE PERIOD FROM: June 2020 TO: December 2021

Introduction & Overview

Recruitment & Selection

Over the past 9 months we have worked hard to attract,

 500+ qualified Applicants

From a shortlist of 22 candidates, we hosted 2 selection

Outline of the Programme

3- month placements in each of the following 6 areas;

For London graduates;

For IRE and Bristol graduates;

At the completion of each rotation

1. Working Towards Expected Outcomes:

2. Meets Expect Outcomes:

3. Exceeds Expected Outcomes:

Graduate Support Network

Line Managers, Guru’s, Mentors and Heroes (Contact Details)

General Manager (aka the Guru)

Jessica Berry – Talent Manager / Jessica_Berry@doylecollection.com / +44 7741 231 772

Kevin Larvin – Group L&D Manager / Kevin_Larvin@doylecollection.com / +44 7469 159512

Formal Learning Programmes

WSET Levels 1&2

Business Writing Skills

Train the Trainer