HUMAN RESOURCE PLANNING

SHMR1033

GROUP REPORT - 15%

AGODA.COM

GROUP ASSIGNMENT:
PREPARED BY: MATRICS NO:

1. ANIS IZATI BINTI OTHMAN SX210786HMRHS04

2. FATIN ALIFA DALILA BINTI MOHD NIZAM SX212151HMRHF04

3. NURUL NAJWA BINTI AZIZI SX212149HMRHF04

4. VENOSHADEVI A/P MANOKARAN SX210756HMRHS04

PREPARED FOR: DR IRZA HANIE BINTI ABU SAMAH

PRESENTATION VIDEO LINK:

https://drive.google.com/file/d/1akL9qWjQ02wumUOADl40-tGZWhAXZtG6/
view?usp=sharing
 TABLE OF CONTENTS
NO. CONTENTS PAGES

2-3
1. INTRODUCTION

2. IMPLEMENTATION OF RETRENCHMENT STRATEGY 4-6

2.1 Human Resources Planning
2.2 Retrenchment Strategy and Its Types

3. DOWNSIZING STRATEGY 6-8

4. EVALUATION CRITERIA 9

5. EXPECTED LONG-TERM IMPACT 10-15

5.1 The Cost of Layoff
5.2 Hiring Freeze
5.3 Elimination of Formal Training
5.4 Early Retirement
5.5 Elimination of the EAP

6. CONCLUSION 16

7. REFERENCES

1
1. INTRODUCTION
There is no doubt that tourism makes a significant contribution to the global economy. The
United Nations World Tourism Organization (UNWTO) presented positive figures regarding
global tourism growth in 2018. There were 1.4 billion international tourist arrivals (up 5% from
the same time in 2017), with $1.7 trillion (up 4% from the same period 2017) (UNWTO, 2019).
This growth was attributed to the emerging middle class, new business models, technology
advancement, low-cost travel and the ease of visa facilitation. From the tourism receipts
highlighted, it is clear that the tourism sector is a significant player in global economies, creating
jobs and wealth as well as changing lives for the better. The tourism sector, therefore, has been
assisting in transforming, especially poorer communities.

However, given the quick growth, the UNWTO noted that there was also an increasing
demand for the sector to be more responsible by ensuring effective destination management and
reduce negative impacts associated with the sector such as greenhouse (GHG) emissions. The
year 2018 was the ninth consecutive year of growth in the tourism sector, and this was a
remarkable achievement! With COVID-19 in the mix, predictions from the UNWTO were that
international arrivals could drop by between 20% and 30% compared to 2019 (Gössling et al.
2020). The growth in terms of arrivals and receipts for selected continents is reflected in Table 1.

Table 1 International tourist arrival and tourism receipt in 2018

Source: data from UNWTO (2019)

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 Given the widespread negative impacts of COVID-19 on all sectors of the economy, the
tourism sector was not spared and became one of the worst affected sectors (Nicola et al. 2020).
Global travel restrictions accompanied by stay-at-home orders caused disturbances in the global
economy. possibly surpassing damages witnessed during World War II (Gössling et al. 2020).
An estimated 90% of the global population was impacted by restrictions on mass gatherings, and
this disrupted the tourism and hospitality sector. The financial repercussions of the coronavirus
have already begun to manifest themselves within the tourism industry.

In research from Wen J. & Huang S. (2019), United Nations World Tourism
Organization reported that there is a global crisis in the tourism industry and Covid-19 is
responsible for a decline of international tourist arrivals that estimate the losses of US$300–450
billion. For example, in the US hotel industry revenue per available room fell by 11.6% for the
week ending 7 March 2020 (Nicola et al. 2020). In China, hotel occupancy rates fell by 89% as
of 31 January 2020. This resulted in workers having reduced working hours, being put on
temporary layoffs and, in extreme cases, being dismissed. This is surprisingly more terrible than
the effect of SARS in 2003.

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2. IMPLEMENTATION OF RETRENCHMENT STRATEGY

2.1 Human Resources Planning

Human resource planning (HRP) is the continuous process of systematic planning ahead to
achieve optimum use of an organization's most valuable asset—quality employees. Human
resources planning ensures the best fit between employees and jobs while avoiding manpower
shortages or surpluses. There are four key steps to the HRP process. They include analyzing
present labor supply, forecasting labor demand, balancing projected labor demand with supply,
and supporting organizational goals. HRP is an important investment for any business as it
allows companies to remain both productive and profitable.

2.2 Retrenchment Strategy and Its Types

The Retrenchment Strategy is adopted when an organization aims at reducing its one or
more business operations with the view to cut expenses and reach to a more stable financial
position. In other words, the strategy followed, when a firm decides to eliminate its activities
through a considerable reduction in its business operations, in the perspective of customer
groups, customer functions and technology alternatives, either individually or collectively is
called as Retrenchment Strategy. There are three types of retrenchment strategies: turnaround,
divestment, and liquidation.

TURNAROUND

RETRENCHMENT
DIVESTMENT
STRATEGY

LIQUIDATION

Figure 1 Types of Retrenchment Strategy

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1) Turnaround strategy
The turnaround strategy is a retrenchment strategy followed by an organization when it
feels that the decision made earlier is wrong and needs to be undone before it damages
the profitability of the company. Following are certain indicators which make it
mandatory for a firm to adopt this strategy for its survival. These are: (1) continuous
losses, (2) poor management, (3) wrong corporate strategies, and (4) high employee
attrition rate.

For example, Dell is the best example of a turnaround strategy. In 2006. Dell
announced the cost-cutting measures and to do so; it started selling its products directly,
but unfortunately, it suffered huge losses. Then in 2007, Dell withdrew its direct selling
strategy and started selling its computers through the retail outlets and today it is the
second largest computer retailer in the world.

2) Divestment strategy

The Divestment Strategy is another form of retrenchment that includes the downsizing of
the scope of the business. The firm is said to have followed the divestment strategy, when
it sells or liquidates a portion of a business or one or more of its strategic business units
or a major division, with the objective to revive its financial position.

An organization adopts the divestment strategy only when the turnaround strategy
proved to be unsatisfactory or was ignored by the firm. Following are the indicators that
mandate the firm to adopt this strategy: (1) continuous negative cash flows from a
particular division, (2) unable to meet the competition and (3) lack of integration between
the divisions.

For example, Tata Communications is the best example of divestment strategy. It

has started the process of selling its data centre business to reduce its debt burden.

3) Liquidation strategy

The Liquidation Strategy is the most unpleasant strategy adopted by the organization that
includes selling off its assets and the final closure or winding up of the business
operations. It is the most crucial and the last resort to retrenchment since it involves
serious consequences such as a sense of failure, loss of future opportunities, spoiled
market image, loss of employment for employees, etc.

5
 The firm adopting the liquidation strategy may find it difficult to sell its assets
because of the non-availability of buyers and also may not get adequate compensation for
most of its assets. The following are the indicators that necessitate a firm to follow this
strategy: (1) failure of corporate strategy, (2) continuous losses and (3) business
becoming unprofitable.

Generally, small sized firms, proprietorship firms and the partnership firms follow
the liquidation strategy more often than a company. The liquidation strategy is
unpleasant, but closing a venture that is in losses is an optimum decision rather than
continuing with its operations and suffering heaps of losses.

3. DOWNSIZING STRATEGY

As we know, Agoda is one of the world’s largest and fastest-growing online travel booking
platforms for accommodation, flight and more. Based in Asia and part of Booking Holdings,
Agoda foster a work environment rich in diversity, creativity and collaboration. Agoda build and
scale cutting edge technology that enables our millions of travelers to experience the world. With
over 4000 professionals from 90 nationalities is more than 40 locations around the world, Agoda
has a culture of exceptional diversity and openness. We believe in supporting and challenging
the passions of people who bring individual perspectives to collective challenges, and that
excellence comes from cross-pollination and collaboration.

Covid-19 pandemic has hit hospitality industry hard. Thousands of hotels worldwide had
to close their business, either temporarily or permanently. Others developed new strategies to
keep going, while they continue to meet customers changing travel need. The booking Holdings-
owned Asian travel brand has held off staff cuts for as long as it could, first reducing costs across
the business. This includes Brown foregoing his salary for the rest of the year. But the impact of
Covid-19 proved deeper and more prolonged than expected, Brown told Agoda employees in a
virtual town hall on Monday afternoon Asia. The retrenchment represents about 25 percent of
Agoda’s total workforce. According reports to Agoda “Naturally, functions where team’s
workload is volume-driven are most impacted. Most of the cuts are in our CEG (Customer

6
Experience Group) but they are also in product, IT, Finance, Partner Services, Marketing and
Rocketmiles.

According to Agoda newsroom, Agoda laid off 1,500 staff globally as part of its cost
cutting measures due to the impact of COVID-19. In light of significantly reduced travel
demand, Agoda has since reduced marketing spend, implemented a hiring freeze, as well as a
temporary 20% salary cut for all senior leadership team members. This was announced by Agoda
CEO John Brown at a virtual townhall, where he also said he will forgo his salary for the
remaining of 2020.

Shortly after the layoffs which made up approximately 25% of its workforce, Agoda has
launched a talent directory to aid those laid off to find a new job opportunity. The departments
that offer are branding, content, customer service, design, engineer & technology, finance &
accounting, human resources & people, legal, marketing & partnership, partner services and
product. In a website and spreadsheet created by the travel booking platform, those who have
had to leave the company have included their profiles. According to Agoda, former Agoda
employees are encouraged to provide their details for potential employers to access on the site.
While, potential employers were asked to reach the individuals directly or submit job
opportunities in the live document.

An Agoda spokesperson told Marketing in addition to the talent directory support, the

company has engaged an Outplacement Service provider to assist affected staff with transiting to
their next role. According to Agoda, support programs have been curated based on individual’s
specific needs and impacted employees will also be a part of its alumni program and stay in
touch with the company, connect with each other and learn about future job opportunities. The
employees will also be able to access Agoda's global network of third-party professional
counseling vendors to assist with dealing with the transitions.

7
 “Due to the impact of COVID-19 on our business and the travel industry, we've had to
say goodbye to great people at Agoda recently; talented individuals who we believe other
companies would be lucky to have. In support of our teammates departing Agoda, we've
launched the Agoda Talent Directory to help connect these talented individuals with new
opportunities,” Agoda said on LinkedIn. Agoda did not respond to Marketing's queries on
number of affected staff in Asia. 

In an email to employees following the virtual Town Hall, Brown said, “Before getting to
this decision we took aggressive measures and every opportunity to reduce costs across the
business. Staff reductions will always be the last resort, but we have had to make this very
difficult decision. The truth is that while we are seeing some signs of recovery in our core
markets in Asia-Pacific, the impact of Covid-19 on the travel industry is deeper and will be more
prolonged than we could have envisaged. “Today, we announce the need to make even greater
savings in order to ensure that Agoda can weather this crisis and prepare for the long-term. We
need to resize and reshape teams to adapt to what travel will look like in the future, and this
means that we have taken the very difficult decision to reduce our existing team by 1,500
employees.” He told Skift his focus henceforth will be on innovating products that will provide
flexibility. “Expectations are that growth will come from domestic travel first and we will
reshape teams to help partners capture this demand,” Brown said.

In March, Agoda introduced EasyCancel, allowing participating partner hotels and

properties worldwide to offer guests greater booking flexibility and the option to cancel up to 24
hours before arrival. This relates to all bookings made until June 30.

8
4. EVALUATION CRITERIA

An evaluation can use quantitative or qualitative data, and sometimes includes both of term
criteria. Both methods can perform important information for evaluation and both can improve
community engagement. These of methods are rarely used alone. Basically, they generally
provide the best overview of project.

Quantitative data provide information that can be counted to answer such as question
‘How many?’ or ‘what were the outcomes?’. Quantitative data can be collected by surveys or
questionnaires, pretests and posttests, observations, review of existing documents and databased
or by gathering clinical data. Surveys may be self or interviewer-administered and conducted
face-to-face or via online. Furthermore, analysis of quantitative data involves statistical analysis,
from basic descriptive statistics to complex analyses.

While qualitative methods collected through direct or participant observation, interviews,

focus group and case studies and from written documents. It is also included examining,
comparing, contrasting and interpreting patterns. This kind of method will come out with
analysis likely include the identification of themes, coding, clustering similar data and reducing
data to meaningful and important points such as in grounded theory-building or other approaches
to qualitative patterns.

Family tourism is one of the largest and most stable markets in the tourism industry.
According to the Family Travel Trends 2018 survey, Asian tourists engage in more multi-
generational and extended family trips (Agoda, 2018). In qualitative research, variable
measurement, and relational model verification. First, through purposive sampling, semi-
structured interviews were carried out with 25 adults who initiated and personally travelled with
their parents at least once within one year to reveal the dimensions of holiday experience and
perceived value.

When the Covid-19 pandemic spread globally, it had a significant impact on the tourist
and hotel industries. The pandemic’s ramifications, including travel bans, border closures and
quarantine directives, have forced numerous enterprises in the tourist and hospitality industries to
scale back or shut operations. Among the industries impacted, hotels are subject to severe
restrictions and “new normal” standards. Hotel management is determining how to deliver
services securely, and with the crisis continuing, there is uncertainty about how these situations
will evolve. Hence, by using both method of qualitative and quantitative can perform findings of
the outcomes during pandemic.

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5. EXPECTED LONG-TERM IMPACT

The coronavirus disease (COVID-19) pandemic has triggered one of the worst jobs crises since
the Great Depression and has had quite a huge impact, it also severely affected one of the
linchpins of the global economy – the tourism industry. Covid-19 began as a localized health
catastrophe, but it quickly grew into a global health crisis with significant economic
consequences, unprecedented in speed and magnitude. Since the chain of reaction is still
progressing and spreading over the world in the form of 2nd and 3rd waves (Chan & King 2020)
or possibly 4th waves (Ravindran 2021; Whyte 2021), economists have yet to completely
measure the consequences of the epidemic.

5.1 The Cost of Layoff

With the number of positive cases of coronavirus soaring to nearly 5 million and more
than 319,000 deaths worldwide, it is clear that the recovery process can take years. Movement
restrictions have been relaxed in some countries, but signs of future social and economic
challenges are beginning to appear. Agoda seems to have been struck by the brunt of a pandemic.
Asia's online travel giant has announced that it will shrink its business because previous cost-
cutting attempts were not as effective as expected. According to Hamdi, R. (2020), the 1,500
people retrenched across 30 nations accounts to 25 percent of Agoda's workforce.

A layoff, or cessation of workers employment, is at times a temporary suspension but

often a permanent termination of employees from their jobs in the organization (Telford, 2018).
Layoffs are one of the mechanisms companies use as short-term solutions to lower labor costs
(Telford, 2018). For example, the company may have to issue severance pay to outgoing
employees, pay overtime wages to remaining employees and use placement services for
temporary help. Remaining employees are saddled with additional responsibilities and
requirements that can affect the amount of work they are expected to perform. If not managed
properly, the added stress due to work-load increases can erode any productivity boost (Acevedo,
2017).

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 Downsizing and layoffs introduce many different changes in an organization including a
change in how comfortable and secure employees feel about their job within the organization
(Heathfield, 2019). Accordingly, employees may abandon the commitment to their employer
because of loss of trust and fear that their job is also at stake. Bruno (2008) explained that while
the morale and productivity of remaining employees will be affected if they feel that the layoffs
were handled badly, it may also end up limiting its revenue growth, as well. After a layoff, no
employee totally relaxes; they are waiting for the next round of downsizing or cost-cutting
layoffs, which may include them (Heathfield, 2019). The layoff of one individual or more in a
company may appear minor, but it often causes a ripple effect in an organization.

5.2 Hiring Freeze

Hiring freeze refers to the process of temporarily banning the recruitment of new employees. It
may also entail the ban on promotion and pay increases for the existing employees. Recruitment
freeze is one of the defensive strategies an organization can adopt to cut costs and to make the
company more productive and profitable (Nyasha, 2017). Baumolet et al. (2003) argue that
recruitment freeze reduces organizational slack and operating costs, streamlines operations and
enhances effectiveness towards making an organization more competitive. It also reduces the
costs of salaries and remunerations as promotions and pay increases are presently frozen. Nyasha
(2017) suggests that hiring freeze becomes necessary to address the issue of labor costs and
hedge organization against collapse.

In light of significantly reduced travel demand, Agoda also has since implemented a
hiring freeze as part of its cost cutting measures due to the impact of COVID-19 (Farveen, 2020).
These financial hardships are affecting the organization in significant ways. However, according
to Sullivan (2009), as much as most companies often opt for hiring freeze during periods of
downturn, it often induces drastic consequences on a company’s performance. Literature implies
that hiring freezes may affect revenue generating roles, cause frustrations and discontent among
employees and affect a company’s brand image (Heathfield, 2018; Sullivan, 2000). In

11
accordance to the organization is capitalizing on using the existing employees to cover their
positions as well as other similar positions that are falling vacant, it was found that freezing often
results in increased stress, decreased morale and lack of work life balance for survivors because
of increased responsibilities and obligation (Nyasha, 2017). Unanticipated hiring freezes impose
considerable constraints on organizations and their employees by hindering the ability to find or
cultivate talent to fulfill shifting demands, hence may be a signal to employees that there is no
chance of promotion. As such, hiring freezes do not simply maintain the workforce status quo,
but they have profound impacts that hinder the quality and capability of organizations long after
such freezes have been lifted.

Although some of the employees have been motivated by hiring freeze because they
retain their jobs as compared to retrenchment, of late dissatisfaction among the employees seem
to be setting in. As dissatisfaction sets in, most of the employees are beginning to feel that the
company is heading towards the wrong direction. In effect, some of the employees have started
to leave. Yet, as they leave, their jobs are passed to the remaining employees without an
increment in pay. This causes more dissatisfaction that threatens to undermine effective
performance of some of the employees. The end results have been reflected in the endless exodus
of more valuable employees, thereby causing a manpower crisis. With the manpower crisis,
organizations are already increasingly finding it difficult to fire low performers, thereby limiting
quests to improve performance. The implications are latent in the fact that although the hiring
freeze was aimed at reducing costs, it seems its unintended consequences are threatening to
undermine its value as a cost cutting strategy.

4.3 Elimination of Formal Training

Employees are major assets of any organization. The active role they play towards a company’s
success cannot be underestimated. As a result, equipping these unique assets through effective
training becomes imperative in order to maximize job performance. Training is a type of activity
which is planned, systematic and it results in enhanced level of skill, knowledge and competency
that are necessary to perform work effectively (Gordon, 1992). Development is a broad ongoing

12
multi-faceted set of activities (training activities among them) aimed at bringing someone or an
organization up to another threshold of performance, often to perform some job or a new role in
the future (McNamara, 2008).

There are so many benefits associated with training. Cole (2001) summarizes the benefits
as (1) high morale – employees who receive training have increased confidence and motivations;
(2) lower cost of production – training eliminates risks because trained personnel are able to
deliver better performance; (3) lower turnover – training brings a sense of security at the
workplace which in turn reduces labor turnover and absenteeism is avoided; (4) change
management – training helps to manage change by increasing the understanding and involvement
of employees in the change process and also provides the skills and abilities needed to adjust to
new situations; (5) provide recognition, enhanced responsibility and the possibility of increased
pay and promotion; (6) help to improve the availability and quality of staff.

However, if the organization chose to remove the formal training to their employees as
the COVID-19 pandemic has seriously disrupted skills development around the world and take it
as a way of cutting the cost, it adversely could give impacts toward both short-term and long-
term for individuals and organizations.

5.4 Early Retirement

As companies look for ways to reduce their workforce to trim costs during the pandemic,
more are offering early retirement packages to their employees. This is often undertaken by
employees who are willing to go into early retirement (Zatzick & Iverson, 2006). Early
retirement can be defined as the full exit from an organizational job or career path of long
duration, decided by individuals of a certain age at the mid or late career before mandatory
retirement age, with the aim of reducing their attachment to work and closing a process of
gradual psychological disengagement from working life (Beehr, 1986; Feldman, 1994; Schalk
and Desmette, 2015). Previous research defined ER according to three objective criteria: age,

13
years of service, and eligibility. But, as recent reviews of literature stated, “these objective
criteria still play a major role in understanding ER decisions, but exclusive reliance on these
criteria may no longer be warranted” (Feldman, 2013).

However, the drawbacks of voluntary termination and early retirement incentives are
often latent in the fact that if the employees refuse to leave, the business may be forced to use
compulsory termination. Compulsory termination may tend to cause chaos that distorts the
normal flow of work. It may also tend to cause employee dissatisfaction and low motivation
(Zatzick & Iverson, 2006). Coile et al. (2014) found that employees approaching retirement
during a recession are disproportionately likely to suffer long-lasting negative consequences,
including years of reduced replacement earnings, loss of health-care coverage, lower utilization
of health care, and reduced longevity. The number of households “at risk” for being unable to
maintain their preretirement standard of living in retirement also increased during the Great
Recession (Munnell & Rutledge, 2013). This decrease in retirement security was driven both by
increases in early retirement (Rutledge & Coe, 2012), which spreads retirement savings and
Social Security over a longer time frame, and reductions in retirement assets.

5.5 Elimination of the Employee Assistance Program (EAP)

Employee Assistance Program (EAP) is a workplace program designed to assist: (1) work
organizations in addressing productivity issues, and (2) “employee clients” in identifying and
resolving personal concerns, including health, marital, family, financial, alcohol, drug, legal,
emotional, stress, or other personal issues that may affect job performance” (Employee
Assistance Professionals Association, 2020). In most cases, large organizations which have a
greater number of workforce or organizational labor force, have EAP departments with qualified
personnel; usually psychologists from whom employees seek to be assisted.

The ILO Centenary Declaration for the Future of Work adopted in June 2019 declared
that "safe and healthy working conditions are fundamental to decent work”. This is particularly

14
significant today, as ensuring safety and health at work is indispensable in the management of
the COVID-19 pandemic and the ability to resume work. Work arrangements and conditions
have changed considerably, bringing new psychosocial challenges for the health and well-being
of workers. As a result of the COVID-19 pandemic, many stressful situations at work. Increased
workloads, longer working hours, and reduced rest periods are a concern for most of them. In
addition, they may be worried about getting infected at work and passing the virus to family,
friends, and others at work, in particular if appropriate protective measures are not in place.
People working from home are exposed to specific psychosocial risks, such as isolation, blurred
boundaries between work and family, increased risk of domestic violence, among others.

The fear of losing the job, pay cuts, lay-offs and reduced benefits make many workers
question their future. Job insecurity, economic loss and unemployment can have a severe impact
on mental health. These and other psychosocial risks may arise or increase as a result of the
COVID-19-crisis. Many of them may have emerged during the period of the rapid spread of the
virus and strict isolation measures and still persist over time as businesses open their doors.
Others may increase when workers return to their workplaces.

If the organization chose to eliminate the EAP, psychosocial risks may increase stress
levels and lead to physical and mental health problems. A range of physical reactions can also
occur, such as digestive problems, changes to appetite and weight, dermatological reactions,
fatigue, cardio-vascular disease, musculoskeletal disorders, headaches or other unexplained
aches and pains. In addition, a poor psychosocial working environment may have a considerable
impact on workplace productivity, through increased absenteeism and presenteeism, lower job
engagement and reduced job performance (with respect to both the quality and quantity of work).
The accumulation of stress and fatigue may reduce the accuracy of work and increase the
possibility of human error, heightening the risk of work injuries and accidents.

15
6. CONCLUSION

Pandemic Covid-19 has created a fear of the unknown, causing many businesses to suffer. For
example, the travel and tourism industry are especially affected as many countries have instituted
lockdown and quarantine orders. Since organizations rely on human resource management to
disseminate the latest information related to organization and employment, the role of human
resource management becomes even more challenging during the crisis situation which they are
needed to find innovative solutions to ensure the continuance of their companies and to help their
employees cope with the crisis.

The novelty of this report lies in showing the retrenchment and downsizing strategies
with evaluation criteria taken and its long-term implications. The highlighted issues include the
process of retrenchment, employee compensation, and criteria to retrench. Furthermore, the
challenges are unemployment, general survival, social and psychological disorders, and less
organizational productivity.

Though the long-term effects of COVID-19 are currently unknown, but there is little
reason to believe that its impact on organizational life will be short-lived. Health experts have
warned that the effects of the current pandemic are far from over. Accordingly, HR should focus
on the future, assuming that the current challenge they face is not a one-time event, but rather a
"new reality" that offers new opportunities.

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