Some of the best practices of Reardon that could be integrated with the hotel in Spain are as follows. Firstly, all staffs in Reardon are encouraged to put forward their ideas and participate in the management decision making, even if the end decision was still made by the management. Monthly team circle meets are held and in these team circle meets, the organization HR addresses operational issues and quality issues for the wellbeing of the employees. The organization itself believes in having a very diverse workforce, which means employees are used to a more inclusive form of working. Finally, even if the monetary compensation of the organization towards the employees are less, the Hotel more than makes up by means of giving employees opportunities for professional development. This enables employees to work on their personal career plans as well. These ae some of the benefits and practices that could be transferred to the newer Hotel by means of HR integration.
Some proper tool and strategy must be used for global integration of HRM practices, because as researchers suggest, there are many factors that could potentially challenge how a MNC transfers its policies to other foreign subsidiaries. A tool that would be helpful for achieving successful global HRM would have to consider institutional, cultural and organizational factors. Firstly, some of the institutional factors that would challenge global HRM are the environmental factor of Spain such as legal elements, social and political elements etc. A PESTLE analysis of Spain would be a helpful tool here to understand the form of environment factors. There are cultural factors that could challenge global HRM integration as well, such as how employees from Spain are culturally different from that of UK employees.