HUMAN RESOURCE PRACTICES AT

EFFORT BY:-MOHIT KUMAR RAI

SHANGRI-LA

Shangri-La is a fictional place described in the 1933 novel “Lost Horizon” by British author James Hilton.

INTRODUCTION

ORGANIZATIONAL STRUCTURE

HUMAN RESOURCE PLANNING

CORPORATE SOCIAL RESPONSIBILITY

CONCLUSION

Shangri-La Hotels and Resorts is a Hong Kong-based hospitality company Founded by Robert Kuok in 1971.Company has 111 hotels and resorts with over 38,000 rooms in Asia, Europe, Middle East, North America and Australia.

The first hotel of the luxury Shangri-La group was the Shangri-La Hotel Singapore, opened in 1971.

Shangri-La has 5 brands across different market segments including:-

Shangri-La Hotels Shangri-La Resorts Traders Hotels

Kerry Hotels Hotel Jen

Mission To delight our guests every time by creating engaging experiences

straight from our heart.

Vision

To be the first choice for guests, colleagues, shareholders and business partners.

Objectives

"To treat a stranger as one of our own" characterizes the hospitality one can expect from Shangri-La. Discerning travelers will enjoy world-class service amidst tranquil surroundings, coupled with inspirational architecture and design. The finest dining experiences at every hotel

and resort ensure that every palate is pampered.

But what makes each stay truly memorable is something even more exquisite and rare - Shangri-La’s special kind of hospitality.

“ Hospitality from the heart”

ORGANIZATIONAL STRUCTURE

General manager(Mr. Nayyar)

Director of sales(Mr.

Chakraborty)

Director of room division

(Mr. Vikram Sood)

Front Office

Housekeeping

Director of Operation

(Mr. Sadhu)

Food Production

department

Food and Beverage

department

Director of Human Resource

(Mr. Bhushan)

Director Of Finance

(Mr. Khem)

Head of Security(Mr. Bhardwaj)

Chief Engineer

HUMAN RESOURCE PLANNING

Selection & Recruitment MethodsThere are two different types of recruitment in Shangri-La:-• Internal • External

Recruitment associations – • college placement services,• Agencies• Employment exchanges and others

Selection Process

Preliminary Interviews

Application form

Employment Interviews

Medical examination

Appointment Letter

PERFORMANCE APPRAISAL POLICIES

Guest Delight Program (GDP)Evaluate employee’s performance on the basis of the Feedback available from Guest and colleaguesWhere guest tracks the barcode displayed at back side of room door or workforce feedback barcode located at Times office or at the entrance of every departments. Employees are valued and reviewed on the feedback provided by various sources.

Transfers

Process for Transfers• The current supervisor must verify that all eligibility criteria for an

employee’s transfer has been met, including verifying the employee’s past work performance, before recommending an employee for transfer• After an employee has been selected and approved by Human

Resource to transfer to another department, the Directors/Managers of the respective departments will determine a mutually acceptable transfer date.

• The receiving supervisor should receive a completed performance evaluation from the former supervisor on the transferring employee by the agreed upon transfer date or no later than 30 days after the effective date of transfer. • All employees transferring to a new department or position will

experience a new 6 months probationary period. • The probationary period is established to ensure that the employee

selected for the new position is qualified and can meet the minimum performance standards for that position.

PROMOTION

The main conditions of promotion are:-• Employees should be permanent or should not be on probation

period.• Required level of seniority according to the requirement of the job.• Employees under “up or out” scheme. i.e.:- promotion after

successful completion of 2 years.

• Employee ranking on GDP program.

• “Fit of the new job” employee should fill minimum requirement for the new job position.

• Availability of job opening.

REWARD POLICYSelection for Rewards are entirely based on GDP program. Under various criteria rewards are given to the employees:-

1. Best Groomed - male2. Best Groomed - Female3. Best friend at works ( rated by employees)4. Best Boss ( rated by employees)5. S- Star category which are: - Silver star, Gold star and Platinum star. 5.1. Silver star - 3 guest recommendation 5.2. Gold star – 5 guest recommendation 5.3. Platinum star – 7 guest recommendation

Non-monetary IncentivesRecognition

Complimentary services Interesting task

Monetary IncentivesA pay increase in one or more allowances

One-time bonus

CORPORATE SOCIAL RESPONSIBILITY

The Noida Deaf Society (NDS), committed to reintegrating the hearing impaired into mainstream society through life skills and children’s education has been working modestly with the hotel since 2010.

CSR Statistics• 2% of the average Net Profit made by the Company during immediately

preceding three Financial Years.• any income arising there from surplus arising out of CSR activities

carried out by the company and such surplus will not be part of business profit of the company

CSR Activities• Annual sponsorship to support a child with a severe health condition

that is in need of surgery• Employing graduates from Noida Deaf Society (currently, 8 people

from the society have been employed and are working in various areas, from operations to administration, within the hotel)• Commitment to the environment by observing Earth Hour at least 4

times a year and participating in a tree planting every year• 89% of all hotels' workforce are local citizens of the country they are

in

FINDINGS

Strengths• HR strategy and functionality. • Human Resource Budgeting.• Participative decision making.• Knowledge able staff• Belief and trust among member.• High level of employee’s morale in

department.• Various staff welfare activities and schemes

Weaknesses• Lack of inventory management.• Lack of workforce in human resource.• Lack of sophisticated in candidate handling

for interview.• High amount of follow ups.• Instant remedial approach for various

problems.

Opportunities• Installation of new attendance machinery.• Allocation of more space for Human resource

department.• Encouraging cost cutting methods in

operation.• Optimum utilization of space

Threats• High attrition rate due to large amount of

competitor’s in area.• Regularly changing policies of SLIM.• Role isolation by various employee’s at

department.

THANK YOU