¶ … Paris Spas The first recommendation is that Paris Spas should decide upon developmental and training measures. The management has reasons to let some of its staff go, because either they are not a good fit for the company, or they lack the requisite skills needed to help the company attain its goals. An organizational goals analysis will have to be carried out so as to determine the needs of the organization in the areas of environmental changes, corporate strategy, and changes in the way of doing business. Also, there is need to carry out a job or task analysis so as to establish how jobs and/or tasks can be improved. This will include analyzing the way the employees perform tasks in terms of frequency of task demand, time on task, task significance, skills needed to carry out tasks, standards to be met in carrying out tasks, and level of difficulty of tasks. Personal needs analysis is crucial in helping to identify whether training implementation with employees can solve performance issues. Nonetheless, if resources and systems are working well, then the solution is probably not training.

Since Paris Spa lacks a thorough human resources (HR) strategy, there are several factors that can cause its employees to look for greener pastures elsewhere. Some of the reasons include inauthentic and inconvenient scheduling, inadequate training being given to the employees, very high competition in the organization among teams, and, as well, a lack of clear-cut career progression opportunities in the company. These factors potentially demotivate the employees and make them feel undervalued and unappreciated. Therefore, the company should come up with training that focuses on both the practical and theoretical aspects of the job.

Learning theory proposes that learning occurs by focusing the attention of the trainee on the model(s) demonstrated so as to carry out the targeted behavior. Rewards are used to reinforce the wanted behavior, while punishment is used to deter the trainee from deviating from the targeted behavior. Small wins help strengthen the learning process and act as good motivators; they also help raise self-efficacy. Skill development takes place in three stages: the cognitive phase, the associative phase, and the autonomous phase. The cognitive phase involves the trainee learning the basics of a given subject matter to achieve a certain level of skill. The trainee is prone to making a lot of errors at this stage. In the associative phase, with continuous practice, the right behavior is installed. Finally in the autonomous phase, less consciousness and willpower are expended in carrying out the task. The theory in setting goals is to set SMART goals.

A practical perspective in coming up with the training design is to choose an external or training model, and then to make plans for the appropriate methods of learning needed. At this stage, materials need to be prepared, participants notified, and the employees made ready. In the stage of development, Paris Spa training can make use of job training as this method of training is relevant and the trainees (line managers or work colleagues) have to comprehend how to provide support for the learners. It is important to over-see training as well, so that no bad habits are adopted. The training should be evaluated so as to determine the training's value and appropriateness; as well training evaluations will better its quality and permit development of quality control procedures.

5. Recommendations and Implementation Plan for Lyon Spa

Use the right tools to hire high-performing employees

As the Lyon spa faces rapid growth, and the founders look to open more establishments, the selection process currently being used is not adequate. This is because the company's main goal is finding employee prospects that are most qualified for the job and that can stick to the company's schedule. Properly executing Lyon's strategy will require the right kind of personnel. Having the right kind of employees on board will ensure that objectives are achieved, strategies are executed, and the company succeeds. Employees make up the organization. Winners have to be brought on board. Accomplishment of goals requires action-takers and these are the kind of people that need to be hired. The Human Resources division is the most critical resource in a company's arsenal; this division's impact can be 'game changing' under the appropriate circumstances. An appropriate human resource division will not only give the company an edge over its competitors, but can also drive huge profits to the company. Hiring the required new employees for the Lyon spa will require the application of appropriate selection tools such as behavioral interviews, job simulations, and situational interviews.

The assumption is that their intentions are a good prediction of their behavior in future. Every one of the applicants responds to the same questions. An illustration of their answers will be made on a scoring guide. Each of the questions presents a dilemma that will force the applicants to say what they are likely to do in an actual job situation. Situational interviews can be carried out by conducting a job analysis and using the information obtained to create possible job situations. The scoring guide will help lower interviewer bias; it will also clarify the appropriate 'answers' to the situational interview, avoiding disagreements on what constitutes a poor and/or a good answer. The scoring guide is always a 5-point scale that illustrates the degree of acceptability of an answer. The interview should be initiated with two non-scored questions; subsequently the hiring committee panel members should independently score the next questions.
A behavioral interview is useful in collecting data that can be used to predict future behavior of an employee. The steps to be followed in performing a behavioral interview involve carrying out a job analysis, coming up with the appropriate questions to ask, and considering methods of scoring the questions/answers. Past behavior may also help predict how the employee will behave in future. The questions are pre-planned, so that as much information as possible is collected from the employees. One difference between interview types is that the focus of situational interviews is the future, while behavioral interviews draw heavily from the past. The focus of simulation interviews is the present. Job simulation is generally not that expensive and incorporates role-plays, as well as situations that are a reflection of what typically happens in a job setting.

Serenity management should also put in place incentive plans for employees. Rewards often make employees work harder to achieve certain performance milestones. As well, incentives may be instrumental in fostering teamwork and cohesion, in cases where individual remuneration is linked to the performance of the team. Furthermore, when formulating incentive plans, the company should consider the goals it wants to achieve and structure its incentives around the attainment of those goals. The formulation process should be a participative one and employees should be involved. Both group and individual incentives can be used.

Discussion and Conclusion

Adequate motivation plans are lacking at Paris Spas. This is one explanation for the high turnover at the company. One of the key incentives to employees is financial rewards because money is often the top consideration when deciding on what job to take. Monetary compensation is often one of the main issues tied to employee turnover. Retaining employees will involve giving them rewards if they participate in actions that move the organization closer to its goals. However, monetary compensation is not the only option. Paris Spas can complement monetary compensation with other things such as appreciation, and employee rewards. Items such as appreciation provide positive input for the emotional needs of the employees; they also show that the company really appreciates the employees. The rate of turnover will definitely drop when the employees feel valued.

Paris Spa should develop development and training programs. This is because the main reason they want to let present staff go is because these present staff lack the necessary skills needed by the business. Training will not only help the staff to become better skilled to do their job, but will also show that the company values its employees. The employees may feel under-appreciated when there are no plans being made by the company for employee professional development. Training also improves effectiveness and will help the company achieve its goals faster and with fewer resources.

In Serenity Spa, there are problems with the process of selection. There are several people interested in joining the company, but due to Serenity's limited human resource division, rapid evaluation of all the applications is not happening as fast as would be desirable. Hiring the right personnel in Lyon will take coming up with more effective processes. The Lyon Spa ought to work hard to ensure that they do not experience the same high employee turnover experienced in Paris Spa. Also, the management at Lyon should incorporate incentive plans in their remuneration plans as this will help them achieve their goals faster. These recommendations can really help the company enhance its efficiency…