Our client was preparing the launch of a new 5 star boutique hotel.
The property was set to open on a high-growth period, with serious scarcity of qualified talent, with the added challenge of very interior, remote location, away from the main urban gateways.
The profile acquisition strategy was tailor made to the specific context of the project, with strong reliance on local sources, like local schools, council (“juntas de freguesia”), employment authorities (“IEFP” and employment centers, with very close steering and follow-up by the recruitment team. Direct channels like social media were already used, levering the network of BlueShift.
The 33 openings were closed, with a surprising total of 374 applications, of which 171 were scored as valid on the second screening.

Client property was a franchise of an international brand, located on a peripheral location with fierce competition for the best talent.
BlueShift developed and implemented an integrated Employer Branding strategy, starting with an assessment of the existing situation and a benchmarking of the Employer Value Proposition (EVP) of the local, national and international comp set.
A new EVP was defined for the hotel, customised to its very specific context, and materialised on a specific Brand Voice for recruiting. A reference profile was also designed for the organisation.
The new EVP was then incorporated into different HR policies, like recruiting, benefit package and internal communication, among others.
The project delivered a sharp improvement on the associate recruiting and retention performance.

The 5 star hotel, managed under an international franchise, had been acquired by a re-structuring fund, following a complex insolvency procedure. BlueShift was hired to manage the property, putting a strong, strategic focus on human resource management.
First step was to redefine the organisational communication setup (daily briefings, department meetings, general assemblies, etc.), to streamline the flow of information and associate involvement and sense of belonging, at all corporate levels, increasing energy and motivation on a challenging turnaround context.
The benefit package was redefined and complemented with a motivational program of exceptional performance rewarding, with an impact on variable compensation, according to specific KPIs. Team building dynamics were also implemented, particularly highlighting the accomplishment of key targets.
A comprehensive training program was designed and implemented, combining hard and soft skills, in both in-room and e-learning environments. An accelerated development program was also created for high potential associates.
The boosting of organisational alignment with the teams enabled a unprecedented 75% Engagement Score, in line with the highest performing properties within the brand, and was key to the success of the re-structuring process.
The hotel would evolve from the bottom of the 98 brand European properties ranking, to the 3rd place in Staff Service and 2nd in Overall Satisfaction.