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In the hogue hotel an investigation was carried out in 2000 to determine the quality of human resources management, in this company personnel were recruited through a behavioral test interview to determine the position they should occupy. However, through a cross exposure, the hotel staff were able to see other parts that they had not observed.

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The problem lies in these teams, they have left the staff in a deadlock, and now they only know 1 specific thing they do not stand out anywhere else since they only do one thing trying to reduce the employee turnover that is somewhat necessary for them. They did harm to the staff.

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Workers must adhere to the new guidelines of the company which seeks a better quality of service.
Was it the problem? Stop doing these skill-screening interviews and start using “cross-functional teams”,
Who are the culprits? Senior managers trying to avoid staff turnover, and they were the ones who used these ways.

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This research was carried out since as a result of the aforementioned multifunctional flexibility, there began to be a broad decentralization that sought for people to start doing other tasks more than everything to understand the 100% operation of the company.

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The solution is more than said, the staff rotation must be recovered, so that they can apply their skills in other parts of the hotel and at the same time take some experience in these positions, so they will not fall into that deadlock.
In addition to this, the hotel began to carry out annual activities to evaluate various points such as its attitudes, its continuity and offer a remuneration based on the merit with all this to offer a high quality customer service.

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In conclusion an investigation was carried out at the  Hogue’s  hotel. To find out the problem that existed with the workers and what happened was that they did not rotate the workers and their failure was not seen in all areas of the work and in the end they could realize it and get ahead.