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Case
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Reference no. IMD-3-0756
Published by: Institute for Management Development (IMD)
Originally published in: 1999
Version: 10.06.2003
Length: 33 pages
Data source: Field research

Abstract

In 1998, Accor was the world''s leading hotel and business service company. It had developed the most extensive hotel network in the world, the second largest network of travel agencies worldwide, the largest fleet of rental cars in Europe and was the world leader in service vouchers. Accor''s workforce of more than 120,000 employees, made it one of the largest multi-nationals in terms of employment. This case describes Accor''s distinctive approach toward workforce management. Part I traces Accor''s growth and evolution, with specific attention paid to its philosophy and principles of management. Part II describes Accor''s workforce, segmenting it along several dimensions. Part III discusses training at Accor, with a particular focus on the Academie at Accor. Part IV briefly describes a few aspects of career development at Accor. Part V shows how Accor combines training and career development to achieve a particular objective: setting up a new hotel in a foreign country. Part VI offers a few summary observations about Accor''s approach to managing a complex multi-national business. The objective is to convey some of the ways that Accor achieves global excellence through its emphasis on people.
Location:
Size:
120,000 employees, USD16 billion in 1997
Other setting(s):
1997-1998

About

Abstract

In 1998, Accor was the world''s leading hotel and business service company. It had developed the most extensive hotel network in the world, the second largest network of travel agencies worldwide, the largest fleet of rental cars in Europe and was the world leader in service vouchers. Accor''s workforce of more than 120,000 employees, made it one of the largest multi-nationals in terms of employment. This case describes Accor''s distinctive approach toward workforce management. Part I traces Accor''s growth and evolution, with specific attention paid to its philosophy and principles of management. Part II describes Accor''s workforce, segmenting it along several dimensions. Part III discusses training at Accor, with a particular focus on the Academie at Accor. Part IV briefly describes a few aspects of career development at Accor. Part V shows how Accor combines training and career development to achieve a particular objective: setting up a new hotel in a foreign country. Part VI offers a few summary observations about Accor''s approach to managing a complex multi-national business. The objective is to convey some of the ways that Accor achieves global excellence through its emphasis on people.

Settings

Location:
Size:
120,000 employees, USD16 billion in 1997
Other setting(s):
1997-1998

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