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Group Assignment - Group 5 - Tut 2

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261 views34 pages

Group Assignment - Group 5 - Tut 2

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do.manh.0712
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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HANOI UNIVERSITY

FACULTY OF MANAGEMENT AND TOURISM

----------OoO----------

ROOM DIVISION MANAGEMENT

GROUP REPORT
HOW HOTELS MANAGE, ATTRACT, AND RETAIN TALENTS
(SOFITEL LEGEND METROPOLE HANOI & JW MARRIOTT
HANOI)

Major: Tourism and Hospitality Management

Lecturer: Ms. Tran Thi Thanh Thu


Tutorial: RDM TR21 CLC – TUT 2
Group 5 :
Ngo Thi Nhan 2106190037
Kieu Ha Anh 2006190059
Do Minh Anh 2006190002
Hoang Vu Nguyet Ha 2006190015

Word count: 3997 words


TABLE OF CONTENTS

I. Introduction............................................................................................................................1

I. Methodology...........................................................................................................................1

II. Findings and Analysis............................................................................................................2

1. Sofitel Legend Metropole Hanoi.......................................................................................2


1.1. Background information...................................................................................................2
1.2. Human resources management.........................................................................................2
1.3. Evaluation of Sofitel Legend Metropole’s HRM.............................................................4

2. JW Marriott Hotel Hanoi.....................................................................................................4


2.1. Background information...................................................................................................4
2.2. Human resources management.........................................................................................5
2.3. Evaluation of JW Marriott’s HRM...................................................................................6

3. Comparison................................................................................................................................7
3.1. Comparision of Sofitel Metropole Legend Hanoi and JW Marriott Hanoi's HRM
practices...................................................................................................................................7
3.2. HRM strategies' impact on hotels' ability to attract and retain talent..........................9

III. Recommendations................................................................................................................10

IV. Conclusion............................................................................................................................12

REFERENCES............................................................................................................................14

APPENDICES..............................................................................................................................17

INTERVIEW TRANSCRIPT 1..............................................................................................17

INTERVIEW TRANSCRIPT 2..............................................................................................24

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I. Introduction

The hospitality industry, known for its rigorous standards and competitiveness, faces significant
challenges in attracting, managing, and retaining talent. These issues have become more
prominent following crises such as the COVID-19 pandemic, which impacted global tourism and
altered employee expectations toward stability, well-being, and career growth (Liu-Lastres et al.,
2023). As a result, effective talent management has emerged as a priority for hotels seeking to
maintain service quality and cultivate a loyal, motivated workforce. This report provides a
comprehensive analysis of the talent management strategies utilized by two of Hanoi's most
esteemed five-star hotels: the Sofitel Legend Metropole Hanoi and the JW Marriott Hanoi. Both
internationally recognized hotels employ unique talent strategies shaped by their brand identities
- Metropole’s focus on heritage and classic luxury, contrasted with JW Marriott’s emphasis on
modernity and customer-centered innovation. This report identifies best practices by evaluating
their recruitment, training, and retention practices and provides recommendations to enhance
employee engagement, satisfaction, and career development in luxury hospitality.

I. Methodology

This report used the qualitative research design to investigate how hotels effectively manage,
attract, and retain their talented workforce. The qualitative methodology was chosen to align
with the specific topic by employing in-depth interviews and document data. This approach can
offer detailed and comprehensive data that mirrors the complexity and flexibility of real-world
scenarios within the hotel industry. The interviewees were selected using purposive sampling
techniques to ensure the information gathered was pertinent and valuable. The information is
later examined and contrasted to reach a conclusion on the subject.

Regarding the ethical approval, the participants were provided a consent form outlining the
interviews’ purpose and data usage. The participants’ identities were kept confidential and data
was stored securely. In addition, this report’s limitation was the small sample size, which may
limit the generalizability of findings.

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II. Findings and Analysis
1. Sofitel Legend Metropole Hanoi

1.1. Background information

Sofitel Legend Metropole Hanoi, located in the heart of Hanoi’s historic French Quarter, is a
renowned five-star hotel that has been a symbol of luxury and elegance since its establishment in
1901. This prestigious property showcases exquisite colonial-era architecture, blending French
design influences with local Vietnamese elements, creating a unique ambiance that reflects the
rich cultural heritage of the region. With 364 beautifully appointed rooms, including the historic
Metropole Wing, guests have an unparalleled experience steeped in history. Notable suites
within the hotel are named after distinguished guests such as Charlie Chaplin and Graham
Greene, adding an exclusive touch that enhances the allure of the accommodations (Accor
Group, 2023).

Catering to high-end travelers and business professionals, Sofitel Legend Metropole Hanoi
provides an exceptional blend of luxury, sophistication, and authentic Vietnamese hospitality.
The hotel features a range of upscale amenities, including fine dining options, a luxurious spa,
and elegant meeting spaces, making it a preferred choice for leisure and corporate guests. Its
unwavering commitment to excellence has earned it numerous accolades and recognition,
solidifying its position as one of Asia’s premier luxury hotels. With a focus on delivering
memorable experiences, the hotel not only honors its storied past but also continuously adapts to
the evolving needs of its clientele, especially in the post-COVID-19 era, ensuring that guests
receive the highest standard of service and care (Linh Tong, 2023).

1.2. Human resources management

Sofitel Legend Metropole Hanoi adopts a strategic, reputation-based approach to attract and
select top talent. By positioning itself as a leader in luxury hospitality, Sofitel draws candidates
interested in high-end service and heritage-rich environments. Recruitment efforts include
partnerships with local and international hospitality schools and participation in industry job
fairs, which highlight the hotel’s cultural legacy and prestigious global recognition (Accor
Group, 2023). Following the recent industry recovery post-pandemic, the hotel has adjusted

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recruitment to address a renewed emphasis on workplace stability, assuring potential hires about
long-term employment prospects (Liu-Lastres et al., 2023).
For training and development, Metropole prioritizes continuous employee training that covers
essential hospitality skills, from guest relations to cultural sensitivity, ensuring that staff provide
consistent, personalized service to an international clientele. During the pandemic, the hotel
implemented training on health protocols to align with heightened safety expectations.
Additionally, the hotel invests in leadership training, preparing employees for advancement and
building loyalty within the team by providing clear career progression opportunities
(Haandrikman, 2023).
Sofitel conducts regular performance evaluations to align individual performance with the
hotel’s strategic goals. These assessments allow employees to receive constructive feedback and
set specific, measurable objectives that align with the organization’s standards. In recent years,
the hotel’s performance evaluations have evolved to include competencies in crisis response and
adaptability, rewarding resilience and fostering a culture of continuous improvement. This
approach ensures that employees remain aligned with Sofitel’s reputation for excellence, even
amidst industry fluctuations (Accor Group, 2023).
In particular, Sofitel Legend Metropole Hanoi’s employee retention strategy prioritizes a
supportive and inclusive work environment, providing structured career progression and
development programs that inspire long-term loyalty. This approach has fostered a collaborative
culture, with regular workshops and social activities that help staff build strong connections. Pre-
pandemic, Sofitel emphasized career growth, a positive work atmosphere, and a culture valuing
employee contributions. Following COVID-19, flexible schedules and remote work options were
introduced, supporting work-life balance during uncertain times. Virtual meetings and team-
building events helped maintain a sense of community amid reduced in-person presence. General
Manager William Haandrikman stated in an interview with “Giá của khủng hoảng” that, given
the commitment employees have shown during favorable times, it is essential for the
organization to support them during challenging moments. This commitment to employees has
been crucial in minimizing turnover and sustaining engagement during the industry’s recovery
(Hai Yen, 2020).

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1.3. Evaluation of Sofitel Legend Metropole’s HRM

Sofitel Legend Metropole Hanoi has established an effective HRM framework that fosters
employee engagement and satisfaction through strong talent management and employer
branding. Leveraging its historical legacy and luxury standards, the hotel attracts professionals
looking for stability and prestige in their careers (Liu-Lastres et al., 2023). Additionally, Sofitel’s
structured career pathways, comprehensive development programs, and regular in-house training
provide clear progression opportunities for employees. Through mentorship and access to skill-
building resources, the hotel cultivates a skilled and loyal workforce, essential for maintaining
low turnover in a competitive hospitality industry (Accor Group, 2023).

However, while Metropole has effectively adapted recruitment and training post-pandemic, there
are opportunities to enhance flexibility in its work arrangements further. While the hotel
introduced virtual meetings and team-building events to maintain community during reduced in-
person interactions, its adaptation to flexible work options could be extended to meet evolving
employee expectations for work-life balance (Linh Tong, 2023). Furthermore, the challenge lies
in the limited mental health and well-being support offered to staff. While Sofitel’s emphasis on
career growth and a positive atmosphere remains a key strength, there is also an opportunity for
increased transparency around career advancement criteria, allowing employees to feel more
secure in their development within the company (Haandrikman, 2023).

2. JW Marriott Hotel Hanoi

2.1. Background information

The JW Marriott Hotel Hanoi, part of the Marriott International group, is located at No.8 Do Duc
Duc Street, about 27 kilometers from Noi Bai Airport in the Central Business District of Hanoi,
Vietnam. Since opening in October 2013, it has become a leading five-star hotel in Southeast
Asia, known for exceptional service and hospitality.

The hotel features nine floors with 450 spacious guest rooms and suites, all equipped with floor-
to-ceiling windows offering stunning city views. It caters to both leisure and business travelers,

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focusing on the MICE (Meetings, Incentives, Conferences, and Exhibitions) market with 17
meeting rooms and two large conference rooms.

Guided by core values such as "Putting People First" and "Pursuing Excellence," the JW Marriott
is dedicated to outstanding service and fostering a supportive environment for employees,
enhancing guest satisfaction and engagement. The hotel has received accolades like "Asia's
Leading MICE Hotel" from the World Travel Awards and "Vietnam's Best MICE Hotel" from
The Guide magazine, solidifying its reputation for high-quality service (Auscham Vietnam,
2023).

2.2. Human resources management

With its luxurious accommodations and high-quality service, JW Marriott Hotel Hanoi
recognizes that its success is directly tied to the quality of its employees. To attract top talent, the
hotel disseminates recruitment information through various channels, including social media and
career websites. The hotel also collaborates with local universities to develop high-quality
human resources for the hospitality industry. With a large human resources system, the hotel’s
hiring process includes three steps: telephone language test, departmental interview, and pre-
boarding training.

Regarding training and development, new hires will attend an "Orientation Day" to learn about
the hotel and its various departments. Subsequently, they will receive comprehensive training in
professional standards, and specialized skills such as fire safety, first aid, and in-depth technical
expertise. Moreover, the hotel offers regular annual training and monthly soft skills programs at
least once a month aligned with industry best practices as defined by LQA (Leading Quality
Assurance), BSA (Hospitality Administration) và Forbes. Performance evaluations are carried
out quarterly and annually to identify and reward exceptional employees.

About the compensation and benefits system, JW Marriott Hotel Hanoi has followed a clear set
of rules, regulations, and procedures. Each position has defined roles, responsibilities, and levels
of authority, along with consequences for non-performance. To foster employee motivation and
retention, the hotel has adopted a multifaceted strategy encompassing a well-defined promotion
policy post-training and staff turnover, complemented by a robust rewards program. JW Marriott

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Hotel Hanoi is committed to rewarding its employees for their contributions. In addition to a
competitive base salary and comprehensive social insurance, employees receive service charges,
statutory holiday bonuses, and a 13th-month salary, they also offer a range of supplementary
benefits to support employee well-being. Employees who demonstrate exceptional performance
and meet the required qualifications and experience are considered for salary increases every six
months.

To boost engagement and retention, JW Marriott Hanoi conducts biannual evaluations and
feedback surveys, allowing employees to share concerns or satisfaction. HR reviews all feedback
and arranges private meetings for significant issues. The Afternoon Tea Program with the
General Director invites staff from various departments to share ideas directly, promoting a
cohesive work culture. Emphasizing community as a core value, the hotel organizes impactful
initiatives, including Pride Month celebrations, a makeup workshop for Vietnamese Women's
Day, and health check-ups for female staff. The Road To Give program raises funds for those in
need through activities like marathons.

Run with its core value of “Putting people first, pursuing excellence, embracing change, acting
with integrity, and serving our world” (Marriott International, Inc, n.d.), the hotel takes a holistic
approach to both guest satisfaction and employee engagement. The annual "Management
Serving Employees" week, where managers directly engage in employee roles, offering benefits
like reduced hours, late-night transportation, and flexible arrangements. The "Putting people
first" value was further emphasized during the COVID-19 pandemic, a period marked by
significant impacts on the tourism and hospitality industry. JW Marriott Hotel Hanoi was not
exempt from the negative effects of COVID-19, experiencing a significant decline in revenue
due to a sharp drop in international tourists to Vietnam. However, while many hotels were
forced to lay off staff to ensure their survival, JW Marriott Hotel Hanoi took a different
approach. The hotel has not laid off any employees from any department and has consistently
provided its staff with the best possible benefits and care.

2.3. Evaluation of JW Marriott’s HRM

The hotel’s comprehensive recruitment approach, which leverages both digital platforms and
university partnerships, effectively attracts a diverse talent pool and ensures a steady influx of

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hospitality-trained candidates. This strategy is critical, as research indicates that multichannel
recruitment can significantly broaden reach and appeal to various demographics (Nikolaou,
2014). Performance evaluations conducted quarterly and annually align well with best practices
in performance management, enhancing motivation and productivity (Aguinis, 2009).
Additionally, JW Marriott’s emphasis on direct communication with leadership, such as the
Afternoon Tea Program, fosters a transparent work culture where employees feel heard. This
practice is backed by research suggesting that open communication with senior management
strengthens engagement and loyalty (Bakker & Albrecht, 2018). Throughout the COVID-19
pandemic, JW Marriott Hotel Hanoi demonstrated effective human resources planning by
valuing employee rights, leading to the hotel's ongoing development (Pham Quoc Thang, 2023).

Despite these robust practices, there are potential gaps. The hotel’s biannual feedback
mechanism, while valuable, may not be sufficient for addressing issues that require more
immediate attention. Real-time feedback systems could improve responsiveness and agility, a
weakness highlighted by studies emphasizing the need for continuous feedback to maintain high
engagement levels (Gregory & Levy, 2015). Additionally, the focus on performance-based
rewards, such as salary increases and promotions, may inadvertently create pressure and
competition among employees, which could impact teamwork and lead to burnout, especially in
a demanding industry like hospitality. The hotel’s benefits and engagement programs, although
extensive, may need to adapt more proactively to evolving workforce expectations, such as
flexible work arrangements, which have become increasingly important post-pandemic.

3. Comparison

3.1. Comparision of Sofitel Metropole Legend Hanoi and JW Marriott Hanoi's HRM
practices

Sofitel Legend Metropole Hanoi and JW Marriott Hanoi emphasize strong employee training,
well-being, and career growth. Both hotels invest in comprehensive development programs,
blending technical skills training with cultural and soft skills. This ensures their teams deliver
exceptional service and uphold high guest satisfaction. Employee well-being initiatives,
including wellness programs and engagement activities, support a positive and motivated work

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culture. Career advancement opportunities are also key, with both hotels promoting internal
growth to encourage loyalty and long-term employment.

However, the HR practices at these two hotels differ significantly in their approach to
recruitment and employee engagement. Sofitel Legend Metropole Hanoi emphasizes cultural fit
in recruitment, looking for candidates who align with its heritage and luxury values. The process
often includes assessing storytelling skills to ensure staff can engage guests with the hotel’s rich
history. This focus on cultural legacy ensures that new hires can uphold the hotel’s personalized
service ethos. Conversely, JW Marriott Hanoi adopts a more standardized recruitment method in
line with global Marriott practices, emphasizing adaptability, technology skills, and diversity.
Digital tools streamline this process, appealing to a diverse pool of candidates suited for a fast-
paced, corporate environment.

Training programs at both hotels are extensive but tailored differently. Sofitel emphasizes
cultural immersion and mentorship, preparing employees to deliver refined service that
celebrates Vietnamese and French traditions. This hands-on approach helps staff create
memorable guest experiences rooted in cultural appreciation. JW Marriott focuses on
technology-driven and leadership training, using e-learning platforms and structured
development programs to support innovation and efficiency. This aligns with the demands of
serving business-centric clients and maintaining global service standards.

Compensation and benefits reflect the operational focus of each hotel. Sofitel offers unique perks
tied to luxury hospitality, such as cultural events, wellness experiences, and opportunities to
connect with high-profile guests. While salaries are competitive, non-monetary incentives
enhance job satisfaction. In contrast, JW Marriott provides a traditional corporate benefits
package that includes healthcare, retirement plans, performance bonuses, and access to
Marriott’s global discounts. These benefits are attractive to employees seeking financial stability
and international career options.

Employee engagement and retention strategies also differ. Sofitel creates a close-knit, culturally
rich atmosphere with initiatives that build a sense of belonging and pride in the hotel’s history.
This strategy fosters long-term loyalty, though it may have limited appeal to younger, tech-savvy
workers. JW Marriott promotes a dynamic work culture focused on career growth and

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international opportunities. Engagement programs include frequent feedback, leadership training,
and corporate social responsibility initiatives. While this attracts ambitious employees, the high-
pressure environment could challenge retention if well-being support is insufficient.

The impact of these differences is notable. Sofitel’s traditional, culture-focused HR practices


foster a deeply loyal workforce but may struggle to attract younger or more tech-driven talent. In
contrast, JW Marriott’s emphasis on innovation and structured career paths appeals to a broad,
diverse pool of candidates but needs careful management to prevent burnout. Both hotels are
effective in their own right, yet ongoing adaptation is crucial to remain competitive and meet
evolving workforce expectations.

3.2. HRM strategies' impact on hotels' ability to attract and retain talent

Sofitel Legend Metropole Hanoi and JW Marriott Hanoi adopt distinct strategies for attracting
and retaining talent, shaped by their unique brand identities. Sofitel’s emphasis on heritage and
luxury appeals to individuals who value a traditional work environment rich in history and
storytelling. While this focus resonates well with those interested in luxury hospitality, it may
deter younger, tech-savvy professionals who prefer modern, innovative workplaces. Studies
suggest that luxury hotels must balance a strong organizational culture with flexible practices to
cater to diverse talent pools (Marinakou, E. and Giousmpasoglou, C., 2019). As the industry
increasingly shifts toward digitalization, Sofitel's cultural emphasis could narrow its appeal,
particularly among younger candidates seeking contemporary work environments.

In contrast, JW Marriott Hanoi prioritizes innovation and technology, aligning well with the
aspirations of younger, career-oriented professionals. Its global reputation and structured career
paths attract those seeking international opportunities. However, its highly corporate and
standardized recruitment approach might not appeal to candidates looking for a more localized or
culturally immersive experience, potentially limiting its attractiveness to individuals who value
local traditions.

Employer branding significantly influences talent attraction for both hotels. According to Oleana
Hsu, (2019), it is indicated that younger professionals increasingly prefer workplaces that offer
flexibility and alignment with their values. Sofitel’s status as a historic luxury establishment

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attracts employees who take pride in its prestigious reputation. Its recruitment strategy fosters
strong emotional connections but may struggle to attract diverse talent willing to adapt to its
demanding luxury environment. Conversely, JW Marriott’s affiliation with Marriott International
enhances its appeal, attracting a broad range of candidates.

Retention strategies further highlight their differences. Effective retention strategies in luxury
hotels often include mentorship and career development opportunities tailored to individual
employee needs (Marinakou, E. and Giousmpasoglou, C. (2019). Sofitel’s close-knit, heritage-
rich culture fosters loyalty among employees who appreciate tradition, potentially leading to
long tenures. However, its traditional environment might stifle those seeking innovation,
increasing turnover risk. JW Marriott’s performance-driven culture attracts ambitious employees,
yet its fast-paced nature can lead to burnout if support is lacking. Career development
opportunities differ as well, with Sofitel emphasizing mentorship and cultural immersion, while
JW Marriott offers structured training and clear progression paths.

In conclusion, Sofitel effectively attracts a niche group valuing heritage but may find it
challenging to engage a broader, tech-savvy workforce. JW Marriott excels in attracting
ambitious professionals but must ensure employee well-being to maintain retention. Both hotels
have implemented effective HRM practices, yet they must adapt to meet the evolving needs of
the hospitality labor market.

III. Recommendations

For Sofitel Legend Metropole Hanoi, adopting flexible work arrangements for non-frontline
employees could help meet the evolving expectations of today’s workforce, especially younger
staff who value work-life balance. Research indicates that flexible work schedules can have a
substantial impact on job satisfaction, employee engagement, and productivity by allowing
individuals to better balance their work and personal lives. Such arrangements promote a
stronger sense of loyalty and help reduce absenteeism, as employees feel supported in meeting
both personal and professional commitments (Austin-Egole, Ifeyinwa, Iheriohanma, E.B.J., &
Nwokorie, Chinedu, 2020). A hybrid model would allow administrative and support employees
some flexibility, enhancing morale and appeal as an employer. Implementing this for off-peak
periods ensures operations remain unaffected. This adaptation would align Sofitel with modern

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trends that emphasize employee well-being, making it more attractive in a competitive talent
market. Expanding recruitment channels would broaden Sofitel’s access to top talent. Tapping
into digital platforms like LinkedIn and other tech-forward job boards would allow Sofitel to
reach diverse candidates with fresh perspectives, moving beyond traditional hospitality school
graduates. This approach would bring in adaptable employees with a range of relevant skills,
fostering an innovative workforce well-suited to current industry demands (Front.
Psychol.,2024). To address mental health, Sofitel could enhance support by offering counseling
services and organizing workshops on stress management and resilience. According to a survey
by the American Psychological Association (2022), 89% of employees report that access to
mental health support from their employer significantly enhances their well-being and job
satisfaction. Access to these resources would help staff manage daily pressures, reduce burnout,
and feel more valued, which is essential in the high-interaction hospitality environment (Austin-
Egole, Ifeyinwa & Iheriohanma, E.B.J & Nwokorie, Chinedu, 2020). Providing wellness days
could further encourage employees to recharge, contributing to overall job satisfaction and
loyalty. Improving responsiveness to crises is another priority. Conducting regular crisis
management training with scenario-based drills—such as for natural disasters or medical
incidents—would help employees develop critical skills in communication, adaptability, and
guest management. Sofitel could also incorporate digital learning modules focused on hospitality
standards, cultural sensitivity, and soft skills, giving employees a flexible way to enhance their
competencies and maintain consistent service standards across departments.

For JW Marriott Hanoi Hotel, enhancing employee training by introducing emerging skills such
as digital literacy, sustainable practices, and data-driven guest personalization would ensure that
staff keep pace with international standards and industry trends. Formalizing a crisis
preparedness program could also strengthen JW Marriott’s resilience. Creating a designated
crisis management team within each department would enable the hotel to respond swiftly and
cohesively in various scenarios. Furthermore, a dynamic retention program could help JW
Marriott foster long-term loyalty among employees. Offering leadership rotation opportunities,
for instance, allows staff to gain experience across various departments and prepares them for
potential career advancements. This not only diversifies employees’ skill sets but also reinforces
engagement by offering a clear path for progression within the company. A structured
mentorship program could further support new hires, providing guidance from experienced staff
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and helping to acclimate them to JW Marriott’s standards and culture. Regular career discussions
would also align employees' personal goals with the company’s objectives, enhancing motivation
and loyalty by demonstrating a commitment to their professional development. Recognizing
employees' contributions, especially during crises, can be highly motivating; an “Employee
Resilience Award” would celebrate staff who excel in challenging times. Lastly, enhancing
internal mobility, particularly during off-peak periods, would allow staff to gain broader
experience and improve engagement by working in different departments, fostering a well-
rounded and flexible workforce.

There are also shared recommendations both hotels could adopt. Creating a strong talent pipeline
through partnerships with local universities and hospitality programs would help build a future-
ready workforce. Offering scholarships, internships, or mentorship programs would attract
dedicated candidates and ensure a steady flow of skilled talent. Additionally, implementing real-
time feedback systems, such as digital surveys and check-ins, would allow managers to address
concerns promptly, increasing employee satisfaction and reducing turnover. To promote
employee well-being, both hotels could provide tailored benefit options, like gym memberships,
wellness days, and access to mental health resources, which could be especially valuable during
times of crisis. Establishing a crisis-focused employee support fund would demonstrate a long-
term commitment to employee welfare by offering financial relief when needed most. Lastly,
strengthening employer branding through digital media, such as showcasing employee success
stories and company values, would enhance each hotel's reputation. This approach not only
attracts high-quality candidates but also reinforces loyalty among current employees who
resonate with the brand's stability and values, especially during uncertain time.

IV. Conclusion

This report analyzed the talent management practices of Sofitel Legend Metropole Hanoi and JW
Marriott Hanoi, showcasing how each hotel’s brand identity shapes its recruitment, training, and
retention strategies. Sofitel’s heritage focus attracts talent interested in luxury service, while JW
Marriott’s emphasis on innovation aligns with modern hospitality standards. Both hotels
prioritize employee engagement and loyalty, yet each can improve: Sofitel by offering flexible

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work options and mental health support, and JW Marriott by expanding training in digital and
sustainable skills.

Both hotels benefit from strong crisis management and commitment to employee well-being,
vital for navigating industry challenges. Shared recommendations, such as innovative
recruitment, partnerships with educational institutions, and enhanced development opportunities,
can help each hotel strengthen its workforce. Adopting these strategies will support Sofitel and
JW Marriott in sustaining high service standards, ensuring continued success in the competitive
luxury hospitality sector.

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%202023/Tha%CC%81ng%2012-2023/QTNL%20tha%CC%81ng%2012-2023/Chia%20nho
%CC%89/Chia%20nho%CC%89%201/Ph%E1%BA%A1m%20Qu%E1%BB%91c%20Th
%E1%BA%AFng%20-%20QT11065%20-%20K11QT1.pdf

Shemi, Amotz & Zorde, Elina & Gabai, Rachel & Domb, Abraham & Barenholz,
Yechezkel. (2015). Oncotarget. 6. 10.18632/oncotarget.5051.

Sofitel Legend Metropole Hanoi. (2023). Sofitel Legend Metropole Hanoi notches three
prestigious honors. https://www.sofitel-legend-metropole-hanoi.com/news-press/sofitel-legend-
metropole-hanoi-notches-three-prestigious-honours/

THE EDITORIAL BOARD (2021). Tap doan Marriott tai Viet Nam hop tac voi cac dai
hoc dia phuong phat trien nguon nhan luc chat luong cao cho nganh quan ly khach san.

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https://wanderlusttips.asia/tap-doan-marriott-tai-viet-nam-hop-tac-voi-cac-dai-hoc-dia-phuong-
phat-trien-nguon-nhan-luc-chat-luong-cao-cho-nganh-quan-ly-khach-san/

The Org. (n.d.). Sofitel Legend Metropole Hanoi. https://theorg.com/org/sofitel-legend-


metropole-hanoi

VnEconomy. (2024, November 3). Sofitel Legend Metropole Hanoi prepares for
recovery of the hospitality sector. https://en.vneconomy.vn/sofitel-legend-metropole-hanoi-
prepares-for-recovery-of-hospitality-sector.htm

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APPENDICES

INTERVIEW TRANSCRIPT 1
Interviewee #1: Ms. Hong - Assistant Director of Human Resources at Sofitel Legend
Metropole Hanoi

Q1: Good evening. First of all, thank you for agreeing to join this interview. Can you
introduce yourself?
 A1: Yes, I am Hong, and I am the Assistant Director of Human Resources at Sofitel
Legend Metropole Hanoi.

Q2: First, I would like to ask what policies or methods the hotel currently has to attract
and recruit new employees

 A2: At Sofitel, we apply many methods to attract and recruit talents. First of all, we use
online platforms such as the hotel's official website, job sites, and social networks to post
recruitment information, in order to attract candidates from many different sources. In
addition, we focus on building a recruitment brand, highlighting the unique French
culture and the values that the hotel represents, thereby attracting candidates who share
the same love for this style. Sofitel also actively participates in job fairs and organizes
recruitment events, creating opportunities for direct communication and introducing our
luxurious working environment. Finally, the employee referral program is also an
effective method to help us find and retain talents who are suitable for Sofitel's culture.
But in general, because of the nature of a 5-star hotel providing high-class services, we
often recruit employees with experience in the industry, especially in official positions.

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Q3: During the recruitment process, what skills or characteristics does your hotel prioritize
in candidates?

 A3: At Sofitel Legend Hanoi, we prioritize candidates with experience, foreign


languages, a spirit of attentive service and passion for the hotel industry. Good
communication skills, flexibility in handling situations and the ability to work in a team
are also important factors, because the hotel environment always requires smooth
coordination between departments. In addition, the hotel also focuses on foreign language
skills, especially English, to best serve international guests. For professional positions,
experience and in-depth understanding of the industry are great advantages, however, a
positive working attitude and a desire to learn are also highly appreciated.

Q4: Does the hotel have a policy to support employees from other regions or other
countries?

 A4: We have a policy to support employees from other regions or countries, but it is
currently limited. We provide some support such as living expenses or accommodation in
the initial stages to help them integrate more easily. In addition, the hotel also organizes
orientation sessions to introduce the working culture here. Although the programs are not
many, we always aim to improve and expand these supports in the future to create better
conditions for international employees.

Q5: What training and development programs does the hotel have for employees to help
them improve their work skills?

 A5: At Sofitel Hanoi, we always prioritize employee training and development. Every
year, a portion of the budget is allocated for on-site training courses and professional
skills improvement. In particular, outstanding employees have the opportunity to study
abroad to approach international standards. We also organize free foreign language and
skills classes right at the hotel, along with diverse training programs from basic to
advanced. These efforts help employees develop comprehensively, meeting the high
demands of customers.

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Q6: How often does the hotel organize internal training courses? What aspects do these
courses usually focus on (e.g. soft skills, technical skills)?

 A6: Well, we organize quarterly internal training courses. These training courses often
focus on many important aspects, including soft skills such as communication, teamwork,
and time management, as well as technical skills related to customer service,
management, and operations. In addition, we also organize training sessions on food
safety and the high service standards that our hotel is committed to. This not only helps to
improve the quality of service but also develops the skills of our staff, meeting the
increasing demands of the hospitality industry.

Q7: Does the hotel have policies to encourage long-term career development for
employees?

 A7: Yes, Sofitel Legend Hanoi places great importance on long-term career development
for its employees. We have clear policies to encourage employees to improve their
qualifications and develop their careers at the hotel. Specifically, we provide training and
professional development programs to help employees improve their skills and
knowledge. In addition, the hotel also has a policy of financial support for employees
who want to attend external courses or study advanced education programs. We
encourage employees to participate in talent management programs, thereby creating
opportunities for them to advance to higher positions in the organization. Our internal
promotion policy is also designed to recognize and develop outstanding employees,
helping them build a sustainable career at Sofitel Legend Hanoi.

Q8: What programs or activities does the hotel have to improve employee engagement with
work and the organization?

 A8: We regularly organize networking sessions, seminars and teambuilding events,


giving employees the opportunity to connect with each other and build better
relationships during year-end holidays or company birthdays. In addition, the hotel also
encourages employees to participate in internal development projects, thereby creating a
deeper attachment to the organization and enhancing team spirit.

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Q9: Does the hotel management conduct any surveys or activities to assess employee
satisfaction?

 A9: The management of Sofitel Legend Hanoi always attaches great importance to
assessing the level of satisfaction of employees. We conduct regular surveys to collect
employees' opinions and feelings about the working environment, remuneration and
development opportunities. This information not only helps us better understand the
needs of employees but also helps us make appropriate improvements to create a positive
and supportive working environment.

Q10: What methods does the hotel have to encourage employee feedback?

 A10: Sofitel always encourages employee feedback through various channels. We hold
regular meetings between management and employees to discuss and share ideas. In
addition, the hotel also has a suggestion box and an online platform for employees to
anonymously submit their comments or suggestions. We always listen to and appreciate
all employee feedback to improve our work processes and enhance the hotel's operational
efficiency.

Q11: What is the hotel's salary and bonus policy to retain employees, especially
outstanding individuals?

 A11: The hotel applies a salary and bonus policy to retain employees, especially
outstanding individuals, through a clear evaluation system. The hotel has three evaluation
criteria depending on job level. Employees during the probationary period receive 70% of
their salary. In addition, the hotel also encourages teamwork with a collective bonus
system based on the monthly work results of each department, motivating employees to
contribute and stick with the hotel.

Q12: Are employees entitled to any additional benefits beyond base salary (e.g. health
insurance, vacation, family benefits)?

 A12: At our hotel, employees enjoy many additional benefits in addition to their basic
salary to create the best living and working conditions. We provide comprehensive health

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insurance for employees, ensuring that they receive the best health care. In addition,
employees also have reasonable vacations and statutory holidays, allowing them time to
rest and recover. In addition, the hotel also organizes family support programs, such as
child allowances or family activities, to create a friendly working environment and
support employees in their daily lives.

Q13: Does the hotel offer wellness or mental health support programs for employees?

 A13: In fact, the hotel does not have many formal programs for mental health care for
employees, but we always try to support by creating a friendly working environment,
ready to listen and help when employees have difficulties. Some programs such as
periodic health check-ups and sharing sessions on stress management are also organized.
We are well aware of the growing need for mental support, so the hotel is considering
implementing more suitable programs in the future to better meet the needs of employees.

Q14: What strategies does your hotel have to retain talented employees in the volatile
hospitality industry?

 A14: Currently, we have adopted some strategies such as providing a professional


working environment and supporting the career development of employees through
training and skill development programs. However, the current policies are still not
strong enough to motivate excellent employees for a long time. We are looking to
improve additional benefits and implement reward programs to encourage their loyalty to
the hotel. We hope to be able to expand these initiatives in the future to create a more
attractive working environment.

Q15: What are some factors in the hotel work environment that you think help employees
feel attached and loyal to the company?

 A15: Well, I believe professional working environment and a focus on professional


development are two important factors that help employees feel connected and loyal to
the company. Working at a luxury hotel brand, employees have the opportunity to learn
and improve their skills in the customer service industry. We always encourage personal
development through training programs, helping employees develop their professional

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skills in a professional environment. In addition, a friendly company culture and mutual
respect in the working environment also contribute to creating connection and loyalty
from employees to the hotel.

Q16: How does the hotel support employees during times of crisis (e.g. COVID-19
pandemic, financial crisis)?

 A16: At Sofitel Legend Hanoi, during times of crisis such as the COVID-19 pandemic,
the hotel has implemented many measures to support employees. We have established a
job protection policy, prioritizing employee retention by reducing working hours instead
of laying off employees, helping them maintain income and have more peace of mind in
the uncertain context. In addition, the hotel also provides temporary financial support for
employees in difficulty, such as interest-free loans and emergency support funds. We also
organize online training courses on career skills and mental health, to help employees
overcome stress during difficult times.

A17: Can you describe the hotel's work culture? What makes this culture different from
other hotels?

 A17: The working culture at Sofitel Legend Hanoi is shaped by the philosophy of serving
customers with sophistication and luxury. The hotel creates an inspiring working space
where creativity and innovation are encouraged. Employees are encouraged to express
themselves and contribute to enhancing the customer experience through personalized
service. A highlight of Sofitel's culture is the emphasis on teamwork and open
communication. The hotel regularly organizes team meetings and networking events to
build close relationships between employees and create a friendly and collaborative
working environment. Sofitel is also committed to sustainable development and
environmental protection, which is demonstrated through green initiatives in daily
operations and sustainable development training programs for employees. What makes
the working culture at Sofitel different from other hotels is the combination of high-class
service style and commitment to sustainable development. The hotel not only focuses on
customer experience but also aims to protect the environment and improve the quality of
life for employees, thereby creating a harmonious and sustainable working environment.

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Q18: Does the hotel have any specific measures in place to create a diverse and inclusive
work environment?

 A18: At Sofitel Legend Hanoi, we also place great importance on creating a diverse and
inclusive working environment. One of the main measures is implementing policies that
promote gender equality and workforce diversity. We are working to increase the
proportion of women in management positions, with the specific goal of ensuring that all
employees have equal career development opportunities.

Q19: Does the hotel have any policies to support work-life balance for employees?

 A19: At Sofitel Legend Hanoi, the hotel is aware of the importance of work-life balance
for employees. Currently, we do not have many specific policies to support this, but the
hotel has made certain efforts to create a friendly working environment. We encourage
employees to use their vacation time wisely and facilitate them to participate in sports
and recreational activities. However, there is still room for improvement in this policy.
The management is considering implementing additional support programs such as
psychological counseling, workshops on time management and stress, to help employees
better balance work and personal life.

Q20: How has the COVID-19 pandemic impacted the hotel's talent management strategy?

 A20: The COVID-19 pandemic has brought about many changes in the way the hotel
manages its talent. In the difficult context, the management has focused on retaining
employees and minimizing layoffs, which has helped us feel more secure about our jobs.
The hotel has also implemented many support measures, such as organizing online
training courses to upgrade our skills and ensure that we can adapt to new demands in the
industry. In addition, the focus on the mental health of employees is also reflected in the
support programs, helping us overcome this difficult period. All of this shows the hotel's
commitment to developing sustainable human resources, even in times of crisis.

Q21: What has the hotel done to maintain employee morale and productivity during
difficult times?

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 A21: During the difficult period, the hotel has taken concrete steps to maintain employee
morale and productivity. First, the management has encouraged open and transparent
communication, regularly communicating about the status of operations and new policies
via email and online meetings. This has helped employees feel more secure and less
isolated. In addition, the hotel has also implemented support programs, such as providing
online training courses so that employees can improve their skills while staying at home.
These activities not only improve professional skills but also create opportunities for
interaction between colleagues, helping to build a more positive working environment.

Q22: After the pandemic, will the hotel change any recruitment or training policies?

 A22: After the COVID-19 pandemic, the hotel has made some changes in its recruitment
and training policies to adapt to the new situation. Specifically, the hotel has enhanced its
interview and assessment process to look for candidates who not only have professional
skills but also have the ability to adapt flexibly in a rapidly changing working
environment. In addition, the training program has also been adjusted to focus more on
developing soft skills and the ability to serve customers in a crisis context. The hotel
focuses on training employees on how to handle emergency situations and provide safe
services, emphasizing the concern for health and safety for both employees and
customers. In addition, you also focus on improving recruitment standards, focusing on
finding candidates who are able to work in a high-pressure environment and can quickly
adapt to changes in operating procedures.

INTERVIEW TRANSCRIPT 2

Interviewee #2: Ms. Hang - Assistant Director of HR at JW Marriott Hanoi

 Q: First of all, thank you taking your time and join the interview with us! Can you
introduce yourself?

A: Thank you, it’s my pleasure. My name is Hang, I am currently an assistant director of


Human Resources at JW Marriott Hanoi

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 Q1: To start off, we have a few questions about the recruitment and selection
process. What methods does the hotel use to attract and recruit new employees?
 · A1: The hotel uses a variety of methods to attract and recruit new employees. The
hotel uses online platforms to post on job sites and social media, helping to reach a wide
range of candidates. The hotel also develops a strong employer brand that reflects its
culture and core values. In addition, the hotel participates in and organizes job fairs,
allowing direct contact with candidates. The employee referral program and training
programs also demonstrate a commitment to investing in the careers of employees. The
hotel creates a friendly and inclusive work environment, creating a positive experience
during the interview process. These factors help the hotel attract competent employees
who fit the organizational culture.
 Q2: During the recruitment process, what skills or characteristics does your hotel
prioritize in candidates?
 · A2: During the recruitment process, the hotel prioritizes skills and characteristics
such as good communication skills, excellent customer service ability, and flexibility in a
rapidly changing work environment. We look for candidates with a team spirit,
enthusiasm and a positive attitude, along with the technical skills appropriate for each
position. Problem-solving ability is also an important factor that makes candidates stand
out. These characteristics will help the hotel build a quality team and provide the best
service to customers.
 Q3: Does the hotel have a policy to support employees from other regions or other
countries?
 · A3: The hotel has a policy of supporting employees from other regions or
countries through settlement programs and relocation support. When recruiting
international employees, the hotel often provides support with visa procedures and work
permits, helping employees easily integrate into the new working environment. In
addition, the hotel organizes cultural training and life guidance to help remote employees
feel comfortable and quickly adapt to the local culture. The hotel also facilitates these
employees to connect with other communities, thereby promoting diversity and inclusion
in the working environment.

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 Q4: What training and development programs does the hotel have for employees to
help them improve their work skills?
 · A4: We will train our staff according to LQA, BSA, and Forbes standards to
ensure that service quality always meets high standards. In addition, the hotel also
organizes regular training programs such as communication skills, handling situations
with customers, and management skills courses for employees with development
potential. For new positions or positions with specific professional requirements, we will
have an initial training program to help employees master the work process and hotel
culture from the very first days. Not only that, the hotel also regularly organizes
workshops, mentorship programs, and on-the-job training so that employees can learn
from experienced colleagues and acquire additional skills necessary in their daily work.
We also encourage employees to participate in online courses or external training
programs to expand their knowledge and skills, with financial or time support from the
hotel if appropriate.
 Q5: How often does the hotel organize internal training courses? What aspects do
these courses usually focus on (e.g. soft skills, technical skills)?
 · A5: At Marriott, internal training courses are usually held quarterly to ensure that
employees are always updated and continuously develop their skills. However, for some
specific positions or departments, training courses will be held more frequently, maybe
monthly, or when there is a special request from the management. These training courses
focus on many different aspects to support employees' comprehensive development.
Regarding soft skills, we often focus on communication skills, teamwork, time
management, and handling situations with customers, especially in difficult situations. In
addition, we also focus on professional training, such as table service skills, beverage
preparation skills for F&B staff, standard room cleaning procedures for housekeeping
staff, and management skills for management-level staff. LQA, BSA, and Forbes
standards are also an important part of the hotel's training program, ensuring service
always meets international standards.
 Q6: What programs or activities does the hotel have to improve employee
engagement with work and the organization?

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 · A6: At JW Marriott, the hotel organizes many programs to improve employee
engagement. The first is the "TakeCare" program , which aims to take care of
employees' physical and mental health through activities such as yoga, meditation, and
health seminars. In addition, Marriott has regular meetings and exchanges between
management and employees to listen to opinions, create opportunities to contribute ideas,
and help employees feel appreciated. In addition, reward programs such as "Associate
Appreciation Week" recognize and motivate employees based on achievements, thereby
creating a positive working environment and promoting commitment to the organization.
 Q7: Does the hotel management conduct any surveys or activities to assess employee
satisfaction?
 · A7: At JW Marriott Hanoi, the management conducts an annual 'Associate
Engagement Survey' to assess employee satisfaction, including aspects such as working
environment, benefits and promotion opportunities. In addition, the hotel also organizes
regular 'Coffee Talks' to listen directly to employees. The results from these surveys and
talks help the management understand the needs of employees, thereby adjusting welfare
policies and improving the working environment.
 Q8: What methods does the hotel have to encourage employee feedback?
 · A8: At JW Marriott Hanoi, the hotel encourages employee feedback in a number
of ways. First, there are suggestion boxes in common areas where employees can
anonymously share their opinions. In addition, the hotel organizes regular open meetings
and 'Coffee Talks' with management, creating a space for employees to express their
opinions directly. Employee feedback is recognized and evaluated by management to
improve work processes and enhance the workplace experience.
 Q9: What is the hotel's salary and bonus policy to retain employees, especially
outstanding individuals?
 · A9: At JW Marriott Hanoi, the salary policy is designed to be very competitive
and includes two main components: fixed salary and service charge. In particular,
employees who possess a second foreign language other than English will receive a
higher fixed salary, to encourage language development and improve service quality. In
addition to fixed salary, the hotel also offers many attractive bonuses, including 13th
month salary, monthly tips and commission percentages for employees who successfully

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upsell. This bonus policy not only motivates employees but also creates opportunities for
them to increase their income based on personal performance. In addition, during the 2-
month probationary period, all employees receive 100% of their salary, along with
service charge bonuses and social insurance. This not only demonstrates the hotel's
commitment to employee welfare but also creates favorable conditions for them to
integrate and contribute to the organization from the very beginning. This policy helps
JW Marriott Hanoi not only attract but also retain talented individuals, contributing to the
sustainable development of the hotel.
 Q10: Are employees entitled to any additional benefits beyond base salary (e.g.
health insurance, vacation, family benefits)?
 · A10: At JW Marriott Hanoi, the hotel offers comprehensive health insurance
packages for employees and their families, including health insurance, accident
insurance, and other medical services. In terms of rest, employees are often entitled to a
relatively high number of annual leave days, depending on their job position and
seniority. In addition, the hotel also has practical benefits for employees, including
subsidies for weddings, funerals, and illnesses if they occur during work. Employees also
receive gifts for newborn babies and birthday cards to encourage their work spirit. In
addition, employees also enjoy preferential prices when using services at the hotel,
creating opportunities for them to experience the amenities more easily. In addition, JW
Marriott Hanoi also implements employee care programs and employee appreciation
weeks, showing concern and recognizing their efforts at work.
 Q11: What strategies does your hotel have to retain talented employees in the
volatile hospitality industry?
 · A11: To retain talented employees in the volatile hospitality industry, JW Marriott
Hanoi has implemented several key strategies. Firstly, we focus on attractive
compensation and benefits policies , including competitive salaries, regular bonuses,
and comprehensive benefit programs such as health insurance and flexible leave. These
policies help employees feel recognized and appreciated. Next, we also focus on training
and career development . By providing skill-building courses, mentoring programs, and
clear promotion opportunities, we encourage employees to develop themselves and
achieve their career goals. And finally, creating a positive working environment is also

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important, such as organizing employee exchange activities, employee recognition
events, and open conversations to listen to their opinions. This not only enhances
engagement but also helps build a friendly, supportive working culture.
 Q12: What are some factors in the hotel work environment that you think help
employees feel attached and loyal to the company?
 · A12: JW Marriott Hanoi organizes many activities to enhance employee
engagement and a positive work culture. Quarterly meetings help to thank employees
with long-term commitment and present Griffin Awards to outstanding employees. The
hotel also focuses on sporting events such as the hotel football tournament, where JW
Marriott won the championship, as well as the “Family Day” program for employees to
introduce the workplace to their families. Workshops on mental and physical health,
cultural and artistic activities such as exhibitions and music performances, and volunteer
programs for the community are other ways to motivate employees. These activities not
only bring joy and connection but also demonstrate the hotel’s concern for the spiritual
life of employees, creating a united and sustainable working environment.
 Q13: How does the hotel support employees during times of crisis (e.g. COVID-19
pandemic, financial crisis)?
 · A13: During the COVID-19 pandemic, JW Marriott has implemented many
policies to support employees. The hotel retained employees by reducing working hours
instead of laying them off, helping them maintain their income. At the same time, some
hotels established emergency support funds, provided interest-free loans, and provided
temporary financial support. During the disruption, JW Marriott organized online training
courses on service skills, food safety, and stress management to help employees improve
their skills. The hotel also regularly held online meetings to update the situation and
listen to employees' opinions via Zoom. To take care of mental health, some hotels
invited experts to organize online seminars on stress management. Finally, online
activities such as coffee talks and games were organized to maintain connections between
employees, creating opportunities for them to share experiences and support each other
during difficult times.
 Q14: Can you describe the hotel's work culture? What makes it different from other
hotels?

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 · A14: The working culture at JW Marriott Hanoi is built on core values such as
respect, team spirit, and commitment to excellence. Respect is that Marriott always tries
to break down discrimination, without social prejudices. For example, in June, Marriott
organized the JW Marriott hotel’s second quảter employee meeting with the theme of
embracing LGBTQ+ pride month. The hotel always tries to create a positive working
environment where all employees are encouraged to contribute ideas and participate in
the decision-making process. Another difference in the culture at JW Marriott is the focus
on the personal and professional development of employees. The hotel regularly
organizes training and skill development programs, thereby helping employees improve
their capacity and advance further in their careers. In addition, JW Marriott also stands
out with its health and wellness activities, such as workshops on stress management and
mental health. This work culture not only focuses on performance but also cares about
the welfare and happiness of employees, creating a more harmonious and sustainable
working environment. This difference from other hotels lies in the fact that JW Marriott
not only focuses on providing excellent service to customers but also considers
employees as the most valuable asset, thereby building a desirable and sustainable
working environment.
 Q15: Does the hotel have any specific measures in place to create a diverse and
inclusive work environment?
 · A15: Yes. The hotel conducts cultural awareness and gender diversity training to
educate employees on the importance of tolerance and respect. At the same time, welfare
policies support employees from disadvantaged groups, such as pregnant women, to
ensure that everyone has equal career development opportunities. In addition, JW
Marriott Hanoi encourages employees to participate in community and charity activities,
helping to strengthen team cohesion. These efforts contribute to building a harmonious
and sustainable working environment.
 Q16: Does the hotel have any policies to support work-life balance for employees?
 · A16: At JW Marriott Hanoi, the hotel organizes many events and workshops to
develop relationships, encourage interaction between employees and improve personal
skills. For example, on the occasion of the hotel's birthday, the management organized a
special event, attracting the participation of all employees and the management board.

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This was not only an opportunity for everyone to interact but also created a friendly and
cohesive atmosphere in the organization. In addition, on the occasion of October 20, the
hotel organized a workshop called "LEMONADE Makeup Class" to celebrate
Vietnamese Women's Day. This class had the participation of makeup artists from
LEMONADE and helped female employees learn useful makeup skills, while creating a
space for women to interact, share and build better relationships. In addition, JW Marriott
Hanoi also organized practical activities such as a breast cancer screening program for
employees, to raise health awareness. The hotel also organizes a running competition for
all employees in the Marriott system in the North, creating opportunities for employees to
not only improve their health but also develop team spirit. These activities not only help
employees develop skills and expand relationships, but also demonstrate Marriott's
commitment to taking care of employees' health and improving their spiritual life. From
there, creating a positive working environment, encouraging creativity and attachment
between employees and the organization.
 Q17: How has the COVID-19 pandemic impacted the hotel's talent management
strategy?
 · A17: During the pandemic, like many other hotel businesses, Marriott suffered a
significant reduction in the number of guests. And if at other hotels, they would have a
policy of cutting staff to reduce costs and maintain the hotel. However, at Marriott, no
employee in any department was fired, and they always ensured the best and most
thoughtful treatment for employees. To do that, the management had to have a very
clever human resource planning to retain human resources. Because we believe that when
the pandemic is over, everything can return to normal, so retaining human resources is
something we are very concerned about at that time. After the COVID-19 pandemic, the
talent management strategy at JW Marriott Hanoi also changed quite a bit. The hotel
quickly realized the importance of retraining employees to ensure they master safety and
service standards in the new context. We have organized online courses, not only to
update skills but also to build confidence for employees when returning to work. In
addition, to support mental health, the hotel has implemented employee care programs,
including informal chats so that people can share their feelings and stress during this
period. We also implement a flexible policy , allowing remote working when necessary,

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to help employees feel safe and protected, of course this only applies to back-office staff.
And most importantly, salary and bonuses are a relatively high factor affecting the level
of employee engagement at the hotel.
 Q18: After the pandemic, will the hotel change any recruitment or training policies?
 · A18: After the COVID-19 pandemic, JW Marriott Hanoi has increased the use of
online platforms for recruitment, helping to save time and costs, while expanding access
to potential candidates. We have optimized our recruitment website and used social
media to search for suitable candidates. The application of online interview technology
allows candidates to participate in remote interviews safely and conveniently. Regarding
training, the crisis has emphasized the importance of innovation and flexibility. We try to
organize more exchanges and discussions with experts and managers from abroad, as
well as experience sharing sessions between employees. This creates opportunities for
employees to learn from each other in a supportive and developing environment.

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