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This report is intended to provide an overall perspective of the Human Resource System and its relation to the organizational strategy, of the company H3. Throughout this report it will be made an analysis of the practices done by the Human Resource department of this chain, applying the concepts and theories learned in the course of Human Resource Management, during the trimester.
The analysis of these practices is done, exclusively, in a qualitative approach based on the information provided by the head of the Human Resource department in H3. In a thirty minutes interview, scheduled last month, February of 2014, a discussion was engaged, between the group and the H3 Human Resource Director, focused on the Human Resource strategy, organization and practices of the company.
With already forty two restaurants and over eight hundred employees, having a strategic and competitive Human Resource approach, have become one the chain´s main goal and an opportunity to differentiate the business from the competitors. Among the various practices performed by the H3 Human Resource department, some may explain the chain´s success, such as:
Preferred recruited employees are the ones with none or few experience in the performed jobs (waiter/bartender). This enables the company to train them as desired and to shape them in the H3´s organizational culture more easily.
The company provides career opportunities for the employees, once they are within the company. This results as a motivator for the employees’ performance.
There is a reward system focused on employees’ performance rather than on sales results, in order to foster their engagement in performing the job well.
Within the elaboration of this report it was concluded that, in fact, H3 Human Resource strategy is a main influencer in the company’s great success in the Portuguese market. Human Resource strategic practices and integrated...