Lemon Tree Copy

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A

SUMMER TRAINING PROJECT REPORT

ON

―RATIONALIZATION OF MANPOWER IN HOTEL INDUSTRY WITH

SPECIAL REFERNCE TO LEMON TREE VEMBANAD LAKE RESORT,

ALLEPPEY ‖

A report submitted to Ishan Institute of Management & Technology, Greater Noida as a partial

fulfillment to full time Post Graduate Diploma in Business Management.

Under the Guidance of

MS.KEERTHANA ROY

Human Resource Manager at Lemon Tree Vembanad Lake Resort

Alappuzha,Kerala

Submitted To: - Submitted By:-

Dr.D.K.Garg, vipin das

Chairman, ENR.NO-18020

IIMT, Gr. Noida 18th batch,section-A

ISHAN INSTITUTE OF MANAGEMENT AND TECHNOLOGY

1A, Knowledge Park-1, Greater Noida, Dist. - Gautam Budh Nagar (U.P)

Website: www.ishanfamily.com ; E-Mail: [email protected]

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` ACKNOWLEDGEMENT

The satisfaction that accomplishes the successful completion of any work is when we say thank

you to the people who made it possible, whose constant encouragement and guidance has been a

source of inspiration throughout the course of the training.

At the outset, I would like to express sincere and deep felt thanks to Ms. Keerthana Roy

(HUMAN RESOURCE MANAGER),and MR.ABHILASH A.B (GENERAL MANAGER)

LEMON TREE VEMBANAD LAKE RESORT, ALAPPUZHA for providing me an

opportunity to undergo sixty days training.

I also express my deep senses of gratitude to all HEAD OF DEPERTMENT under whose

expert guidance and immense co-operation it could be possible to study and submit a project

report ―RATIONALIZATION OF MANPOWER IN HOTEL INDUSTRY

I would like to dedicate this work to my revered institute IIMT, Greater Noida where I am

getting the shape of future business manager.

I express my sincere gratitude to honorable Dr. D.K. GARG (Chairman) of IIMT, Greater Noida

for their support and guidance on the ground of which I have acquired a new field of knowledge.

I take opportunity to express my heartiest gratitude to my respective faculty lecturers, parents

and friends who have been constantly helping me in successful completion of the project.

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PREFACE

As a student of management, apart from theoretical studies we need to get a deeper insight into

the practical aspects of those theories by working as a part of organization during our summer

training. Training is a period in which a student can apply his theoretical knowledge in practical

field. Basically practical knowledge and theoretical knowledge have a very broad difference. So

this training has high importance as to know, how both the aspects are applied together.

The study of management acquires most crucial position in the business administration. In order

to be successful, it is necessary to give priority to the management in an organization. But it

can‘t be denied that the study of management would be more educational, materialistic and even

more interesting, if it is to be paired with the work in organization as an employee.

The training session helps to get details about the working process in the organization. It has

helped me to know about the organizational management and discipline, which has its own

importance. The training is going to be a lifelong experience.

Management in India is heading towards a better profession as compared to other professions.

The demand for professional managers is increasing day by day. To achieve profession

competence, manager ought to be fully occupied with theory and practical exposure of

management. A comprehensive understanding of the principle will increases their decision-

making ability and sharpens their tools for this purpose. During the curriculum of management

programmers a student has to attain a practical exposure of an organization on live project in

addition to his or her theoretical studies.

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This report is about the practical training done at “LEMON TREE VEMBANAD LAKE

RESORT‖ during the curriculum of PGDHR from IIMT, Greater Noida.

Human Resource Management is an approach to the management of people. It is the most

important asset an organization has and their effective management is the key to its success.

This success is most likely to be achieved if the personnel policies and procedures of the

enterprise are closely linked with and make a major contribution to the achievement of corporate

objectives and strategic plans. The corporate culture and the values, organizational climate and

managerial behaviour that emanate from that culture will exert a major influence on the

achievement of excellence. Human Resource Management is concerned with integration getting

all members of the organizations involved and working together with a sense of common

purpose.

Human Resource Management functions have undergone tremendous change over the

past 20-30 years. Many years ago, large organizations looked to the personnel department,

mostly to manage the paper work around hiring and paying people. More recently, organizations

consider the Human Resource Departments as playing a major role in staffing, training and

helping to manage people so that people and the organization are performing at maximum

capability in a highly fulfilling manner.

The human resource management function includes a variety of activities which include

managing the approach to employee benefits and compensation, employees‘ records and

personnel policies.

As training and development is one of the major functions of Human Resource Department,

every organization should give importance for meeting the requirements of ever challenging

needs of its employees in nurturing a work-life balance and achieving the corporation‘s mission

In today‘s sea-change world, improving business performance is a journey, not a destination. A

business performance rises and falls with the ebb and flow of human performance. HR

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professionals search for ways to enhance the effectiveness of employees in their jobs and prepare

them for tomorrow.

Organizations and individuals should develop and progress simultaneously for their

survival and attainment of mutual progress. Every organization should consider employees as the

most precious asset, and it should aim to provide a conductive environment, a good working

condition, job satisfaction and career advancement so as to create a well knit team to meet the

challenges.

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DECLARATION

The Summer Training project on RATIONALIZATION OF MANPOWER IN HOTEL INDUSTRY under the guidance of MS.KEERTHANA ROY is the original work done by

me. This is the property of the Institute and use of this report without prior permission of the

Institute will be considered illegal and actionable.

Signature

(Student’s Name)

VIPINDAS,18020 BM

Date…………..

:

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TABLE OF CONTENTS

Chapter Particular Page no

Executive Summary 9

Literature review 10

Chapter- 1 a) Overall company profile 13

b) Historical Background 16

c) Vision and Mission Statement 19

Chapter- 2 HOTEL CATEGORY –STAR CLASSIFICATIONS 26

Chapter-3 VARIOUS DEPARTMENTS IN HOTEL AND

RESORTS

35

Chapter-4 MANAGERIAL HIERARCHY IN HOTELS AND

RESORTS

69

Chapter-5 MANPOWER PLANNING IN HOTEL INDUSTRY 93

Chapter-6 RECRUITMANT AND SELECTION PROCEES IN

HOTELS AND RESORTS

100

Chapter-7 TRAINING AND DEVELOPMENT IN HOTELS

AND RESORTS

135

Chapter-8 PERFORMANCE APPRAISAL 182

Chapter-9 Sales and Advertisement of hotels and

resorts

212

Chapter-10 a)Findings

b) Suggestions and Recommendation

c) limitation

d)Conclusion

218

221

223

224

Bibliography 225

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EXECUTIVE SUMMARY

In the fast changing global corporate scenario the rationalization of organizational structure is

now reigning supreme. And outsourcing has emerged to be a leading trend to facilitate this.

Outsourcing reduces business operating costs.

attribution Rationalisation refers to balancing the work load of manpower. There will be some

peolple don't find enough time to finish there work and some others sleeping during working

hours.

You need to reshuffle the duties and resposibilities od people inorder to utilise them better

attribution In the fast changing global corporate scenario the rationalization of organizational

structure is now reigning supreme. And outsourcing has emerged to be a leading trend to

facilitate this. Outsourcing reduces business operating costs.

.

The reasons are obvious: Better Resource Utilization: It helps the companies focus on the area of

their core competence. Thus the resources are utilized more efficiently without being diverted

into other support activities.

Cost Saving: This means there is a sizeable saving in terms of cost. Companies are clearly

finding that many more jobs can be done by others, better, more efficiently and even at a lower

cost. Dell, Cisco and Nortel are familiar role models of how to use outsourcing to generate huge

cost savings and also serve customers better.

Organizational efficiency: Facilitates and supports major organization change. Business

Innovation: Improving and innovating in processes, skills and technology, while mediating

financial risk through the vendor.

New market: Direct profit is generated through joint ventures and vendor partners. And, there is

no doubt that more and more corporate majors are taking recourse to outsourcing as a means to

bring in efficiency and economy in terms of size and operation.

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LITERATURE REVIEW The 21

st century promises a more demanding and visible role for all HR professionals. This role

requires developing a futuristic strategic plan which articulate HR programmers which address a

myriad of issues. Creating and maintaining viable performance management system is essential

to organization‘s growth. Yet even more significant initiative will be developing a visionary

finance agenda that is integrated into the organization‘s mission and to correlate specific

programme such as compensation issues, performance appraisal and job evaluation processes

conceptually and operationally.

India,at present has become a giant corporate game reserve. Indian companies are sprucing up

their acts like never before to face up to the realities of fiercely competitive post-liberalization

era.Gone are the days of monopolies and with the advent of consumerism more and more

business corporations are beginning to realize that the ultimate cutting edge of any business over

its rival will be provided, by its people.

Since ―Human resource management‖ is rapidly increasing in 22nd

century so to cop up with the

dynamic market where things have changed at a very fast pace, it is very essential to work as a

team and the company tries to keep the employees moral high

I always believe that in professional courses like management; it‘s all about how much practical

experience do you have? How much awareness do you have regarding the market? That is what

we all try to learn in our two month summer training. It is a great platform to face the real

challenge, just few months before, when you enter in the real corporate world.

During my summer training in LEMON TREE VEMBANAD LAKE RESORT. I got chance to

do several work for them. It was a great experience for me. And those work taught me a lot. I

came to know that how this Rationalization of manpower work a lot for the Company as well as

for the employees. I came to know that how these plans bring into action. How to talk to

stakeholders? Apart from that I learnt several small things, which is considerable. Fortunately, I

got chance to work from bottom level, where, there is lot to learn.

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And finally, I would like to give my sincere thank to Lemon Tree Vembanad Lake Resort and

IIMT, Greater Noida, to give me such kind of chance, which will boost me in my future.

If we visualize the present era, we will see that, we learn to earn. In this cut throat competition,

the person having more knowledge and experience is earning more than the other who has less

knowledge.

I had to work in the scorching sunlight from 9:00 am to 5:00 pm. My work was related to know

various depertments at resorts in beginning I was assigned with the study of the topic

―rationalization of manpower in hotel industry‖ & to work in each depertments atleast for 5 days.

Earlier in the olden days, customers used to go themselves to the seller. But now the situation has

changed, it is now customer oriented. Customer now pretends that he is doing favor on the seller

by purchasing his solutions. For this the better understandings of the Indirect Taxation will help a

lot in deciding the Prices & help to sustain in the Market Share.

Gathering information and theoretical knowledge is a part of study. It become complete when

added with practical knowledge as the noted truth comes to sight. Hence one becomes more

efficient and effective when a flavour of practical outlook is added to the bosky mind. As the

study has got wide relevance is formulating valid information about the organization, it helps in

getting a critical look in to the personnel practices of the organization.

All students learn theoretical subjects in their classroom, but as we are the management students,

apart from theoretical studies we need to get a deeper insight into the practical aspects of those

theories by working as a part of organization during our summer training. Training is a period in

which a student can apply his theoretical knowledge in practical field. Basically practical

knowledge and theoretical knowledge have a very broad difference.

So this training has high importance as to know how both the aspects are applied together.

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As a student, it was my first experience. And this experience was very interesting. Interesting in

the fact that whatever facts I gathered while Training, that really was strange and unexpected. It

was totally different from the things which I have learned from the book .The bookish theories,

values were kept aside. I had to totally work with my own creativity and intelligence. Indeed it

was a nice opportunity for me to learn about the Indirect Taxation to which I visualize my future

carrier. To know about the Practicality of Indirect Taxation before joining it as a professional

will certainly help me to undergo through my studies and it will also help me to plan the days

before I shall join the corporate

Every training is made to give practical knowledge. Practical knowledge is completely different

from the theoretical knowledge (especially in case of management case). So getting such kind of

chance which gives you the opportunity to get involve in practical operations of corporate sector

is really a boon for any management student

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Chapter-1

A) Overall company profile

B) Historical Background

C) Vision and Mission Statement

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Like the fruit they are named after, Lemon Tree Hotels are fresh, cool and sparkling with zest.

Walk into our hotels and be embraced by the signature lemon fragrance, a cheery smile, uplifting

colors and perhaps a wagging tail. You can relax and know that you have arrived at someplace

trusted where service is personalized yet professional. Our youthful and contemporary hotels add

a new twist to your stay... every time.

The Lemon Tree Hotels group recently launched Lemon Tree Premier, its new upscale 'plus'

brand that retains the essence of the upscale Lemon Tree by continuing to provide the fresh, fun

and spirited experience the group is so well known for. The décor is 'refreshingly elegant',

making it perfect for the style conscious and upbeat business travelers.

Lemon Tree Premier provides an enhanced product offering with sedan cars for airport transfers;

superior in-room amenities; a higher share of top-of-the-line premium rooms; specialty

restaurants; iMac terminals in the Business Center; a Life Fitness equipped gym and a

rejuvenating spa.

This award winning Indian hotel chain was founded in September 2002 and currently owns and

operates 21 hotels in 14 cities aggregating 2600 rooms with over 3000 employees.

Fresh, spirited and youthful, the Lemon Tree Hotel Company is India‘s fastest growing chain of

upscale, midscale and economy hotels. This award winning Indian hotel chain was founded in

September 2002 and currently owns and operates 21 hotels in 14 cities with ~2600 rooms and

over ~3000 employees. This speedy growth has made the group the 3rd largest hotel chain in

India by owned rooms, currently. By 2015-16, the company will own and operate over 4000

rooms across most of the major cities in India including Ahmedabad, Aurangabad, Bengaluru,

Chandigarh, Chennai, Ghaziabad, Gurgaon, Goa, Hyderabad, Indore, Jaipur, East Delhi,

Muhamma (Kerala), Mumbai, New Delhi and Pune.

Lemon tree Hotels - Company profile

India's Lemon Tree Hotels - A Refreshing Concept

The Lemon Tree Story

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The group offers three brands to meet hotel needs of guests across all levels:

1. Lemon Tree Premier Upscale segment

2. Lemon Tree Hotels Midscale segment

3. Red Fox Hotels Economy segment

The plush and spacious interiors at Lemon Tree Premier take the zing up a notch. This chain of

upscale business and leisure hotels elevates the Lemon Tree experience while retaining the same

freshness, quirkiness and energy that Lemon Tree is well known for. Lemon Tree Premier

pampers the style conscious and upbeat traveler with its personalized services, premium in-room

amenities, award winning restaurants and fun experiences.

Our Brands

Lemon Tree Premier

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Lemon Tree Hotels are the only midscale business and leisure hotels that uplift your spirits at the

end of a long day. Like the fruit they are named after, Lemon Tree Hotels are fresh, cool and

sparkling with zest. Cheery greetings, a friendly smile and a whiff of the signature lemon

fragrance welcome you at Lemon Tree. This stylish business hotel with fresh and bright interiors

refreshes you with its witty humor and spirited environment. Lemon Tree‘s ‗close to home‘

comfort helps you unwind with its smart in-room amenities, vibrant café, recreation bar, pool

and fitness center. All this, at an unbeatable value.

Red Fox Hotels welcome you with its fresh bold interiors as well as crisp and clean rooms. These

economy hotels delight you with its unbeatable value and reliable safety standards. Here friendly

smiles and a lively environment go hand in hand with professional service. The business

facilities at Red Fox include hi-speed WiFi, Cyber Kiosk, Clever Fox Café, an efficient meeting

room, a well-equipped gym and laundry service.

The Lemon Tree Hotel Company is run by a group of experienced hotel professionals who have

worked with leading luxury hotel brands and across industries including Consulting, FMCG,

Banking and Insurance, Telecom, Automobiles and offshore business processing.

Lemon Tree Hotels

Red Fox Hotels

Management

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At all Lemon Tree hotels we have adopted one street dog that is cared for by the Lemon Tree

team. We name the dog, inoculate it and feed it well – take a look at our Pooch Policy.

Lemon Tree focuses on delivering a healthy ‗triple bottom line‘ i.e. Planet, People and Profit

through its sustainability initiatives. A focused effort on the ‗planet‘ through Eco-friendly

Practices and on ‗people‘ through its work in the area of Corporate Social Responsibility (CSR),

has built both sustainable profits and a strong reputation for the company.

The Lemon Tree Hotel Company has been awarded several citations and awards consistently,

testament to the outstanding value and experience we provide to our employees, guests, partners

and society.

2012

National Award, Government of India - Ministry of Social Justice and Empowerment:

Outstanding Work in the Creation of a Barrier-free Environment for Persons with

Disabilities (2012).

Ranked in the Top 50 large organizations (>1000 employees) in the 2012 study of Best

Companies to Work For by the Great Place to Work Institute & the Economic Times.

16 hotels across the three brands were awarded TripAdvisor‘s Certificate of Excellence

2012.

Adopted Dogs

Sustainability

Awards and Citations

The Lemon Tree Hotel Company: Awards and Citations

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Lemon Tree Amarante Beach Resort, Goa awarded Expedia Insiders‘ Select, 2012 (top

1% of 114,000 hotels globally).

Lemon Tree Hotel, Indore awarded ‗Top 25 Bargain Hotels in India‘ 2012 by

TripAdvisor‘s Travelers‘ Choice.

Red Fox Hotel, Jaipur awarded ‗Top 25 Trendiest Hotels in India‘ 2012 by TripAdvisor‘s

Travelers‘ Choice.

Outlook Traveller Readers‘ Choice Award 2012 for Best Mid-range Hotel in India.

Makemytrip.com‘s Platinum Pick Partner Awards 2012 to 8 hotels under the Lemon Tree

Premier, Lemon Tree Hotels and Red Fox Hotels brands.

NCPEDP (National Center for Promotion of Employment for Disabled People)-Shell

Helen Keller Award 2012: Category C: Role Model Organizations, for the work towards

promoting employment opportunities for people with disabilities.

NCPEDP-Shell Helen Keller Award 2012: Category B: Role Model Non-Disabled

Individuals, for your work towards promoting employment opportunities for people with

disabilities.

Svayam Accessibility and Universal Design Award, 2012.

2011

National Award, Government of India - Ministry of Social Justice and Empowerment:

Best Employer (2011).

Ranked in the Top 100 in the 2011 study of Best Companies to Work For by the Great

Place to Work Institute & the Economic Times.

Winner of Excellence Honours for ‗Best Mid Range Hotel‘ by Times Travel Academy,

2011.

7 Lemon Tree Hotels have been awarded TripAdvisor‘s Certificate of Excellence.

4 Lemon Tree Hotels rank #1 on TripAdvisor in their respective cities.

4 Lemon Tree Hotels are Expedia Insider‘s Select Hotels (top 1% of 90,000 hotels

globally, of which only 11 hotels were selected in India).

MphasiS Universal Design Award, 2011: The NCPEDP (National Center for Promotion

of Employment for Disabled People).

2010

SATTE 2010, Hotelier for ‗Best Mid Market Developer‘.

FHRAI (The Federation of Hotels and Restaurant Associations of India) Hall of Fame

Award, 2010.

Lemon Tree Hotel, Hinjawadi: Winner of TripAdvisor‘s Traveler‘s Choice 2010 Awards:

Top 10 in Service among 8000 Indian hotels.

The NCPEDP (National Center for Promotion of Employment for Disabled People, a non

profit organization working as an interface between government, industry, international

agencies and the voluntary sector) – Shell Helen Keller Award, 2010 for exemplary

beliefs and practices in employing Differently Enabled People.

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The Lemon Tree Hotel Company shall be India‘s largest and finest chain of upscale, mid-scale

and budget hotels and resorts.

We shall be committed to:

Ensuring the well being and self-worth of our colleagues, who are of the utmost

importance to us.

Contributing to the community we live in and to India in general.

Delighting our guests, whose comfort, safety, security and well-being is our main raeso

for being.

Rewarding our stakeholders, whose trust motivates us to excel further.

Maximizing the efficiency of our processes, to enable us to be the most cost-effective

brand offering the greatest value, which our customers have every right to expect.

Teamwork – We recognize that superlative performance is always the result of

teamwork.

Ownership – We always take responsibility for our actions

Respect and Empathy – We always exhibit respect and concern for colleagues, guests and

partners.

Integrity – We always maintain the highest standards of fairness and transparency in all

our dealings.

Spirited Fun – We create an exciting and spirited work environment encouraging our

colleagues to think freely.

Excellence – We always drive excellence in what we do.

Vision

Mission

Core Values (To Rise)

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One of the guiding principles of Lemon Tree Hotels is that the company exists first and foremost

for the well being of its employees, the community it operates in and society at large. We

undertake various initiatives to achieve these objectives.

Conservative estimates put the population of persons with disability (PWDs) in India at 70

million of which 12 million (or 1% of India‘s population) are speech and hearing impaired. Less

than 3% of PWDs are gainfully employed compared with between one third and half in the

developed world. Lemon Tree Hotels has been hiring PWDs (100% speech and hearing impaired

people - mostly from BPL communities) since 2007. Currently, over 6% of group employees (~

130 people) are from this segment of the population. The group plans to increase this number to

250 people by end 2013-14 (10% of total employees). Lemon Tree has also developed a

standard process to induct people with disabilities into all its hotels pan India, including remote

places like Muhamma in Kerala. We are confident that our well trained differently enabled team

members will delight you with their enthusiasm and alertness during your next visit to any of our

hotels.

Ministry of Social Justice and Empowerment, Government of India National Award:

Outstanding Work in the Creation of a Barrier-free Environment for Persons with

Disabilities, 2012; Best Employer 2011

NCPEDP (National Center for Promotion of Employment for Disabled People)-Shell

Helen Keller Award 2012: Category C: Role Model Organizations, for the work towards

promoting employment opportunities for people with disabilities

NCPEDP-Shell Helen Keller Award 2012: Category B: Role Model Non-Disabled

Individuals, for work done towards promoting employment opportunities for people with

disabilities

NCPEDP (National Center for Promotion of Employment for Disabled People) -

MphasiS Universal Design Award, 2011 for work done towards the cause of universal

accessibility.

Corporate Social Responsibility

Employees With Disabilities

Recognition

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NCPEDP (National Center for Promotion of Employment for Disabled People) – Shell

Helen Keller Award, 2010 for exemplary beliefs and practices in employing differently

enabled people - as a Role Model Employer.

Svayam Accessibility and Universal Design Award, 2012

Lemon Tree Hotels believes in being an equal opportunity employer and the above recognition

reinforces its resolve to continue to bring differently abled employees on board.

90% of our disabled employees belong to BPL communities.

A Government directive to all government bodies/PSUs is to earmark 3% of the staff strength for

disabled people. Lemon Tree Hotel has set its own internal benchmark at 10% by 2013.

Lemon Tree Hotels hired professional trainers to sensitize all staff (with whom disabled

employees interact daily). The group has also trained other team members including Hotel

Managers to use the widely accepted ISL (Indian Sign Language).

Tribal Art

Lemon Tree Hotels is the largest buyer nationally of tribal art from Bastar, Madhya

Pradesh. This enables the group to support poor tribal craftsmen in this region and allows

the chain to showcase their art extenGiving Back To Society

LTH supports and partners these NGOs and societies:

Goonj: which provides clothes and utensils to the impoverished.

Suniye: that runs a school for Speech and Hearing Impaired children from economically

weaker sections of society. It provides extensive life skills support to these children.

Akshaya Patra: whose focus is to eliminate hunger in the city. It regularly provides a

free meal to approximately 2000 destitute people in Delhi, across the city.

Supporting BPL i.e. Below Poverty Line Communities

Training And Sensitizing

Supporting Government

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Muskaan: which provides comprehensive education, vocational training and work

opportunities to young people who are intellectually challenged.

Ramanujan Society: where LTH has donated gifts to students for successfully clearing

the IIT entrance exam.

Art Objects Through People For Animals

LTH is a large supporter of art objects promoted by People for Animals. This money helps

support the initiatives undertaken by PFA for the welfare and care of animals across India.

Adopted Dogs

At all Lemon Tree hotels we have adopted one street dog that is cared for by the Lemon Tree

team. We name the dog, inoculate it and feed it well

Lemon Tree Hotels - Eco-Friendly Practices

Committed to a healthy and happy earth, Lemon Tree Hotels has implemented many eco-friendly

processes for energy saving and water preservation, responsible waste management as well as

measures to control water, noise and environmental pollution.

Caring for the Environment

Our existing and upcoming hotels are designed and constructed to qualify for the L.E.E.D

Gold Standard. Leadership in Energy and Environment Design (L.E.E.D) is the

internationally recognized eco-friendly building certification standard awarded by the

United States Green Building Council (USGBC) and the Indian Green Building Council

(IGBC) to buildings designed for energy savings, efficient use of water, reduction of

CO2 emission and overall improvement in environmental quality.

Planting of trees, shrubs on hotel premises

Universal design, for greater access for differently abled people

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Energy Conservation

Variable Refrigerant Volume (VRV) technology for air-conditioning: 30% more efficient

and provides superior comfort as compared to conventional air-conditioning

Heat Recovery Ventilators (HRV) with thermal enthalpy wheels: for heat recovery from

washroom exhausts

Chilled water reset through building automation: to reduce power consumption required

for cooling building

Heat pumps: for heat recovery, for heating domestic water.

LED lighting and CFL Lighting: both consume far less energy than traditional lighting

Key Tag Energy Saver System: conserves energy in unoccupied rooms

Natural/day lighting: reduces power consumption dramatically

Double Glazed Vacuum Sealed Windows: conserves energy (by ~ 5%) and reduces noise

Auto Time Management (for lighting, air-conditioning and ventilation fans) through

timers and motion sensors: helps conserve energy

Energy-Efficient Hydro-Pneumatic System with Variable-frequency Drive (VFD) motors

for water supply: ensures constant pressure and reduces load on pumps

LT Voltage Stabilizer: is energy saving and prevents damage to equipment due to sudden

power fluctuations

Thermal Insulation: increases room comfort and conserves energy

Use of BEE certified equipment e.g. air-conditioner, refrigerator, fans, etc.: reduces

energy consumption

Solar Panel for hot water: alternative, renewable energy

Wind power: alternative, renewable energy. Being implemented in a phased manner at

our hotels in Chennai followed by Aurangabad and Pune

Water Conservation

Sewage Treatment Plant (STP): recycles water used across the hotel. Approximately 30%

of this recycled water is used in the garden and flush systems

Aerators/Flow Restrictors including Duel Flush System: maintains water force and yet

reduces outflow, hence saving water

Rain Water Harvesting: protects and replenishes the ground water table

Auto Flush For Public Urinals: minimizes water wastage

Guest engagement program – water saving poster placed in all rooms that quantifies the

saving of water each guest can do by not getting their linen changed daily – encourages

them to do their small bit to save precious water when they are travelling.

Green Fuels and Green Materials

Use of CNG instead of LPG: leads to reduction of pollution

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Use of Green Building Material e.g.

Recycled Wood/Medium Density Fiberboard (MDF): saves trees

Rubber Wood: environmentally friendly as it makes use of trees that have already served

a useful function.

Particle Board : engineered wood manufactured from wood chips, sawmill shavings or

saw dust

AAC blocks i.e. cement concrete blocks in flyash: offers several benefits including

thermal efficiency i.e reduces the heating and cooling load in buildings; resource

efficiency gives it lower environmental impact in all phases of its life cycle; light weight

increases chances of survival during seismic activity.

Waste Management

Sewage Treatment: prevents pollution

Noise Pollution Management

Double Glazed Vacuum Sealed Windows: reduces external noise level below 50 decibels

Environmental Seals: prevents entry of noise and smoke (in case of fire) into the room

Noiseless Generators: acoustically insulated, the sound level is dampened to a minimal

level

Operational Practices

Laundry Paper/Cloth bags instead of plastic: environmentally friendly

Recycled Garbage Bio-degradable Bags: environmentally friendly

Water Glasses inverted and placed on a cork surface: thereby doing away with plastic

covers

Pencils not plastic pens

Safety and Security: So You Can Chill

Lemon Tree Hotels offer you the opportunity to stay without a worry by ensuring that you are

safe from security hazards at all times.

Lemon Tree is committed to addressing any crisis situation effectively and rapidly. Our strategy

to manage a crisis is to have a well-trained team in place. We are prepared, with effective tactical

tools, to assist and protect our guests, customers, team members as well as our company assets.

Some of the measures in practice are:

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Baggage scanners to ensure that all guest baggage is screened on arrival

CCTVs located in all public areas especially at strategic points

Individual fire indicators outside each room to expedite emergency response in case of a

fire emergency

Wide angle (110 degrees) peephole on room entrance doors

Safety chain and double lock facility in the main room door interactions

Emergency procedures notice displayed behind the entrance door

Fire resistant room door (up to a limited extent)

All entrance doors are lined with an environmental seal to minimize noise and protect the

room from external smoke, in case of fire

Smoke detector in each room

Water sprinklers in each room for enhanced fire safety

Entrance door and bathroom doors can be double locked from the inside

Low level signage on all our buildings

A public address system (in most hotels) to help evacuate guests and employees during

an emergency

24x7 power backup

Additionally, features implemented at our new hotels in Delhi Aerocity (a high security zone):

Under vehicle search scanners

Bollards at all the gates, to allow only vehicles that have been scanned to enter

Guest elevators are access controlled, to allow only hotel guests to have access to the

floors

CARNATION HOTELS PVT.LTD

Carnation Hotels is the management arm of Lemon Tree Hotels. Created as a Joint

Venture between two of India‘s pre-eminent hoteliers, Patu Keswani (Chairman and

Managing Director, Lemon Tree Hotels) and Rattan Keswani (erstwhile President,Trident

Hotels-The Oberoi Group), Carnation Hotels shall leverage the operational excellence of

Lemon Tree Hotels and the corporate depth and expertise in Sales & Revenue

management, Marketing, Finance, Human Resources as well as Technical Services/

Project Management of The Lemon Tree Group, for owners across India.

Led by industry veteran, Rattan Keswani – Carnation Hotels brings together a team of

talented hotel industry professionals to deliver best in class financial and guest

satisfaction results, to hotel owners.

As the third largest owner of hotels in India, we understand the challenges that owners

face in the fiercely competitive hotel environment today.

We offer three world class brands, fine-tuned to meet the needs of not just the

international traveler but also to those of the growing Indian business travel segment. All

of these are backed by our award winning guest service and revenue delivery programs.

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Lemon Tree Hotels is a hotel chain company based in India. Incorporated in 2002, the company

owns and operates approximately 1,900 rooms across 18 mid-scale hotels across India.

Way back in 2002, a bunch of 40 friends came together, pooled their money and stood firmly

behind a man who believed in himself. A 50-room hotel project started in 2004 has now

transformed into a company with 1,300 rooms and two brands—Lemon Tree Hotels and Red

Fox.

"We just wanted to build a hotel which was fun, fresh and different; a place where we all could

work together without problems or politics," says Patu Keswani, who founded the company.

Patu Keswani, who did his B. Tech from IIT Delhi and MBA from IIM Calcutta, led operations

of Taj's business hotel division. Later on he joined A T Kearney to help set up its Delhi office.

His experience at the hotel company and his tryst with a consultancy firm opened his eyes to the

largely under-served and mid-market segment (below the five-star category) especially for

business executives. This encouraged him to leave his cosy corporate job and venture out as an

entrepreneur.

Raising money for the project was never a problem for Keswani. "I always believed I could raise

the capital," says Keswani. "A T Kearney gave me the initial capital. There was an idea, an

unmet need and several friends who were willing to take the plunge with me."

The initial plan was to build one or two hotels that would have given Keswani a good income

and his employees a good salary. "The overwhelming response and feedback that we got from

our customers after the opening of the first hotel was the turning point," says Keswani. "It was

the big moment for me. The fact that we started making profits in a short span of time gave us

more confidence and helped us plough in money back into the system."

The success of the first two hotels in Gurgaon opened the world for Lemon Tree Hotels.

Keswani bought a few more plots and there was no looking back.

Initially, Lemon Tree Hotels started out as a limited service and economy hotel brand. But later,

its positioning was changed to moderately-priced upscale and full-service hotel. "We realised

that business executives were willing to give up on the luxury of five-star hotels, but didn't want

to scale down too much..

History of Lemon Tree Hotels

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When Lemon Tree Hotels was upgraded, it created space for another brand in the economy

segment—Red Fox. While the brand name Lemon Tree was arrived at by a brainstorming

session which lasted for four hours, Red Fox was born out of a simple conversation which

Keswani had with his daughter. "My daughter thinks I look like a fox, especially my nose," says

a smiling Keswani. No wonder, his office is full of his caricatures drawn by his daughter.

In 2006, private equity player Warburg Pincus spotted the potential of the company and picked

up stake in Lemon Tree Hotels for Rs 210 crore. It invested another Rs 70 crore as seed capital

for Red Fox Hotels. By 2008, two more PE companies—Kotak Realty Fund and Shinsei Bank—

joined Warburg. This was also the time when some of Keswani's friends, who had initially

invested, cashed out partially with hefty returns. At present, private equity players own about

33% of Lemon Tree Hotels and 25 % of Red Fox. Private investors own 30% in Lemon Tree

Hotels.

"By that time, we could raise loans at the right terms which is very important for a hotel. By the

end of 2010, we would have approximately 2,000 rooms operational under the two brands. By

2012, we would scale it up to 3,800, of which 2,800 would be for Lemon Tree Hotels," says

Keswani.

The acid test for Keswani was the slowdown years. "Our revenues fell, but we remained

profitable as our cost structure was built for the worst time," he says. This was at a time when

some of the leading five-star hotel chains had to close down certain floors because of less

occupancies. No wonder, he opened 7-8 hotels during this time and realised that it was the right

time to expand because he was confident that Indian economy's fundamentals are strong.

The company believes it would be among the top three hotel chains that own their hotels by

2012. "When you design, build and manage your own hotels, you take a risk ," he adds. Once the

company has a presence in all the significant metros, it would look at going public by 2012 or

2013, depending on the market conditions. His long-term vision is to build a brand, know for its

service standards, not only in India but in Asia.

Known for sporting a ponytail during his IIT years and after he started Lemon Tree Hotels,

several of Keswani's senior employees can be spotted sporting a ponytail with yellow ribbon,

giving an idea about the informal atmosphere and stress on employee happiness. These senior

employees are also the ones who can be contacted by consumers having any problem or

interested in giving feedback.

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CHAPTER-2

HOTEL CATEGORY –STAR CLASSIFICATIONS

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Hotel ratings are often used to classify hotels according to their quality. The development of the

concept of hotel rating and its associated definitions display strong parallels. From the initial

purpose of informing travellers on basic facilities that can be expected, the objectives of hotel

rating has expanded into a focus on the hotel experience as a whole Today the terms 'grading',

'rating', and 'classification' are used to generally refer to the same concept, that is to categorize

hotels, mostly using stars as a symbol

There are a wide variety of rating schemes used by different organizations around the world.

Many have a system involving stars with a greater number of stars indicating greater

luxury.Forbes Travel Guide, formerly Mobil Travel Guide, launched its star rating system in

1958. The AAA and their affiliated bodies use diamonds instead of stars to express hotel and

restaurant ratings levels.

Food services, entertainment, view, room variations such as size and additional amenities, spas

and fitness centers, ease of access and location may be considered in establishing a standard.

Hotels are independently assessed in traditional systems and rest heavily on the facilities

provided. Some consider this disadvantageous to smaller hotels whose quality of accommodation

could fall into one class but the lack of an item such as an elevator would prevent it from

reaching a higher categorization.

In recent years hotel rating systems have also been criticised by some who argue that the rating

criteria for such systems are overly complex and difficult for laypersons to understand. It has

been suggested that the lack of a unified global system for rating hotels may also undermine the

usability of such schemes

.

The more common classification systems include "star" rating, letter grading, from "A" to "F",

diamond or simply a "satisfactory" or "unsatisfactory" footnote to accommodation such as

hostels and motels. Systems using terms such as Deluxe/Luxury, First Class/Superior, Tourist

HOTEL RATINGS

Standards of hotel classification

30 | P a g e

Class/Standard, and Budget Class/Economy are more widely accepted as hotel types, rather than

hotel standards.

Some countries have rating by a single public standard — Belgium, Denmark, Greece, Italy,

Malta, Netherlands, Portugal, Spain and Hungary have laws defining the hotel rating. In

Germany, Austria and Switzerland, the rating is defined by the respective hotel industry

association using a five-star system — the German classifications are Tourist (*), Standard (**),

Comfort (***), First Class (****) and Luxury (*****), with the mark "Superior" to flag extras

beyond the minimum defined in the standard. The Swiss hotel rating was the first non-

government formal hotel classification beginning in 1979[3]

It did influence the hotel

classification in Austria and Germany.[3]

The formal hotel classification of the DEHOGA

(German Hotel and Restaurant Association) started on August 1, 1996 and proved very

successful with 80% of guests citing the hotel stars as the main criteria in hotel selection.This

implementation influenced the creation of a common European Hotelstars rating system that

started in 2010 (see below).

In France, the rating is defined by the public tourist board of the department using a four-star

system (plus "L" for Luxus) which has changed to a five-star system from 2009 on. In South

Africa and Namibia, the Tourist Grading Council of South Africa has strict rules for a hotel types

granting up to 5 stars.

Hotel classifications in Britain

In Great Britain, hotels are rated from one-star to five stars, as in many other countries. The RAC

pulled out of accommodation grading in 2008 so the only grading schemes in operation are those

operated by the AA (Automobile Association) and the national tourist boards; Visit England,

Visit Wales, the Scottish Tourist Board and the Northern Ireland Tourist Board. The schemes

were all 'harmonised' to ensure consistency between the schemes. This applies to all

accommodation types apart from Self Catering that the AA have recently (2009) started offering.

The AA criteria is available on its website.[5]

In addition to the usual black stars (ranging from

one (the lowest) to five (the highest), the AA awards red stars to the highest-rated, which are

deemed 'Inspectors' Choice'. Each of the national tourist boards have grading explanations on

their web sites.

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European Hotel stars Union

The HOTREC (Hotels, Restaurants & Cafés in Europe) is an umbrella organization for 39

associations from 24 European countries. At a conference in Bergen in 2004, the partners drafted

a hotel classification system in order to harmonize their national standards. In 2007 HOTREC

launched the European Hospitality Quality scheme (EHQ) which has since accredited the

existing national inspection bodies for hotel rating.

Under the patronage of HOTREC, the hotel associations of Austria, Czech Republic, Germany,

Hungary, Netherlands, Sweden and Switzerland created the Hotel stars Union. On 14

September 2009, the Hotelstars Union classification system was established at a conference in

Prague. This system became effective in these countries in January 2010, with the exception of

Hungary, Switzerland and the Netherlands, who have chosen later dates for the change.

The European Hotelstars Union system is based on the earlier German hotelstars system that had

widely influenced the hotel classifications in central Europe, with five stars and a Superior mark

to flag extras. Instead of a strict minimum in room size and required shower facilities (e.g. a bath

tub in a four-star hotel) there is a catalogue of criteria with 21 qualifications encompassing 270

elements, where some are mandatory for a star and others optional. The main criteria are in

quality management, wellness and sleeping accommodation. In the catalogue of criteria each

entry is associated with a number of points - each Hotelstars level requires a minimal sum of

points besides some criteria being obligatory for the level. The minimum requirement for the

Superior flag requires the same sum of points as for the next Hotelstars level which however was

not awarded due to at least one obligatory requirement being left out.

For hotels with three to five stars, the Hotelstars Union will use "mystery guests" to check the

service quality regularly.

The key criteria for every rating are cleanliness, maintenance, quality of furnishings and physical

appointments, service, and the degree of luxury offered. There are some regional differences, as

customers have different expectations for a historic in northern New England, a dude ranch in

the Southwest, and a hotel in the center of a major city.

* One-star establishments should be clean and comfortable and worth the prices charged when

compared to other accommodations in the area. If they are below average in price, they may

*****

32 | P a g e

receive a checkmark for good value in addition to the one star. They offer a minimum of

services. There may not be 24-hour front desk or phone service; there may be no restaurant; the

furniture will not be luxurious. Housekeeping and maintenance should be good; service should

be courteous; but luxury will not be part of the package.

** Two-star accommodations have more to offer than one-star and will include some, but not

necessarily all, of the following: better-quality furniture, larger bedrooms, restaurant on the

premises, color TV in all rooms, direct-dial phones, room service, swimming

pool. Luxury will usually be lacking, but cleanliness and comfort are essential.

*** Three-star motels and hotels include all of the facilities and services mentioned in the preceding

paragraph. If some are lacking, and the place receives three stars, it means that some other

amenities are truly outstanding. A three-star establishment should offer a very pleasant travel

experience to every customer.

**** Four-star and five-star hotels and motels make up a very small percentage (less than 2 %) of the

total number of places listed; therefore they all deserve the description of "outstanding."

Bedrooms should be larger than average; furniture should be of high quality; all of the essential

extra services should be offered; personnel should be well trained, courteous, and anxious to

please. Because the standards of quality are high, prices will often be higher than average. A stay

in a four-star hotel or motel should be memorable. No place will be awarded four or five stars if

there is a pattern of complaints from customers, regardless of the luxury offered.

***** The few five-star awards go to those places which go beyond comfort and service to deserve the

description "one of the best in the country." A superior restaurant is required, although it may not

be rated as highly as the accommodations. Twice-daily maid service is standard in these

establishments. Lobbies will be places of beauty, often furnished in antiques. If there are grounds

surrounding the building, they will be meticulously groomed and landscaped. Each guest will be

made to feel that he or she is a Very Important Person to the employees.

Hotelstar Excerpt of the catalogue of criteria

Tourist 100% of the rooms with shower/WC or bath tub/WC

Daily room cleaning

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100% of the rooms with colour-TV together with remote

control

Table and chair

Soap or body wash

Reception service

Facsimile at the reception

Publicly available telephone for guests

Extended breakfast

Beverage offer in the hotel

Deposit possibility

Superior

Tourist

The Superior flag is provided when the additional service and

accommodation provisions are not sufficient for the next Hotelstar.

The bathroom facilities are usually at the same level as for two

stars hotels but built from cheaper materials. The cost for regular

inspection by independent associations is waived as well.

Standard

In addition to the single star (*) hotels:

Breakfast buffet

Reading light next to the bed

Bath essence or shower gel

Bath towels

Linen shelves

Offer of sanitary products (e.g. toothbrush, toothpaste, shaving

kit)

Credit Cards

Superior

Standard



The Standard-Superior does usually offer the same service level as

three-star hotels but the interiors of the hotel are smaller and

cheaper so that the three stars were not to be awarded by the

inspection body. A two-star superior does not require mystery

guesting.

Comfort

In addition to the standard star (**) hotels:

Reception opened 14 hours, accessible by phone 24 hours from

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inside and outside, bilingual staff (e.g. German/English)

Three piece suite at the reception, luggage service

Beverage offer in the room

Telephone in the room

Internet access in the room or in the public area

Heating facility in the bathroom, hair-dryer, cleansing tissue

Dressing mirror, place to put the luggage/suitcase

Sewing kit, shoe polish utensils, laundry and ironing service

Additional pillow and additional blanket on demand

Systematic complaint management system

Superior

Comfort



The accommodation facilities for a superior hotel need to be on a

modern level and fully renovated which is checked regularly.

First

Class

In addition to the comfort star (***) hotels:

Reception opened 18 hours, accessible by phone 24 hours from

inside and outside

Lobby with seats and beverage service

Breakfast buffet or breakfast menu card via room service

Minibar or 24 hours beverages via room service

Upholstered chair/couch with side table

Bath robe and slippers on demand

Cosmetic products (e.g. shower cap, nail file, cotton swabs),

vanity mirror, tray of a large scale in the bathroom)

Internet access and internet terminal

"À la carte"-restaurant

First

Class

Superior

The Superior flag is provided when the first class hotel has a

proven high quality not only in the rooms. The superior hotels

provide for additional facilities in the hotel like a sauna or a

workout room. The quality is checked regularly by mystery

guesting of an external inspection service.

Luxury In addition to the first class (****) hotels:

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Reception opened 24 hours, multilingual staff

Doorman-service or valet parking

Concierge, page boy

Spacious reception hall with several seats and beverage service

Personalized greeting for each guest with fresh flowers or a

present in the room

Minibar and food and beverage offer via room service during

24 hours

Personal care products in flacons

Internet-PC in the room

Safe in the room

Ironing service (return within 1 hour), shoe polish service

Turndown service in the evening

Mystery guesting

Superior

Luxury

The Luxury star hotels need to attain high expectations of an

international guest service. The Superior Luxury star is only

awarded with a system of intensive guest care.

World hotel rating

There is so far no international classification which has been adopted. There have been attempts

at unifying the classification system so that it becomes an internationally recognized and reliable

standard, but they have all failed.

It has been considered that, as it has been the case in other areas (e.g. international accounting

standards), hotel classification standards should result from a private and independent initiative.

This may be the case of the World Hotel Rating (WHR) project, which notably aims to set

international classification standards and rating criteria along the lines of a world star-rating

system. It will also establish an information platform on the hotel industry which will be

multilingual and multicultural. WHR intends to play a key role in the development of quality

hotel services, as well as equitable and sustainable tourism, and the protection of the world's

cultural and natural heritage. In addition, WHR will develop labels to promote hotels

distinguished by specific features, such as a family and child-friendly disposition. A test period

was scheduled for 2010

36 | P a g e

.

Six- and seven-star hotels

Some members of the hospitality industry have claimed a six or seven-star rating for their

operation. As no traditional organization or formal body awards or recognizes any rating over

five-star deluxe, such claims are meaningless and predominantly used for advertising purposes.

The Burj Al Arab hotel in Dubai is widely described as a "seven-star" property, but the hotel

says the label originates from an unnamed British journalist on a press trip and that they neither

encourage its use nor do they use it in their advertising. The Seven Stars Galleria is a hotel

located in Milan, Italy. It describes itself for marketing purposes as the world's first seven-star

hotel, citing the private inspection company Société Générale de Surveillance, although official

star classification in Italy includes no rating.

37 | P a g e

CHAPTER-3

VARIOUS DEPARTMENTS IN HOTEL AND

RESORTS

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- HOTEL DEPARTMENTS:

1. Rooms Division: In a statistics conducted by the U.S. Lodging Industry in 1995, it has been

shown that the majority of hotels revenues (60.2 %) are generated from Rooms Division

Department under the form of room sales. This very department provides the services guests

expect during their stay in the Hotel. Lastly, the Rooms Division Department is typically

composed of five different departments:

a) Front Office

b) Reservation

c) Housekeeping

d) Uniformed Services

e) Telephone

Beneath is a brief description of the different departments decomposing the Rooms Division

Department, along with their related main responsibilities:

a) Front Office:

Regardless of the class or type of the hotel, front office is the most visible and essential focal-

point of a hotel. The focal point of activity within the front office is the reception desk, which is

located in the front lobby of a hotel and dispenses all front-of-the-house activities of the hotel. It

is the communication centre of the hotel with great amount of guest contact. Guests interact with

the hotel for the first time by interacting with the staff of the front office, and they form the first

impression about the hotel based on the efficiency, competency and behavior of the front office

staff. The reception desk performs the functions like the sale of rooms, guest registration, room

assignments, handling of guest requests, maintenance of the guest accounts, cashiering along

with handling mail and providing information. The financial tasks usually handled by the front

desk personnel include receiving cash payments, handling guest folios, verifying cheques and

handling foreign currency and credit cards. In this Unit, you will be familiarized with all these

aspects of the front office management.

39 | P a g e

FRONT OFFICE FUNCTIONS

Sell guestrooms; register guests and design guestrooms

Coordinate guest services

Provide information

Maintain accurate room statistics, and room key inventories

Maintain guest account statements and complete proper financial settlements

The primary function of the front office is that of a facilitator between the guest and other

departments of the hotel. Another job of Front office desk is also to support and help in

providing services to the 119 guests. The number of interactions and transactions between the

guest and the hotel during a guest stay, determine the type and nature of front office operations.

The stages of guest stay are:

· pre-arrival,

· arrival,

· occupancy, and

· departure.

Various trans actions between the guest and the hotel, therefore, depend upon the stage of the

guest stay. The transactions can be best understood by going through the guest cycle. All these

services and transactions are handled by the front office department. The functions and services

of the front office department can be differentiated depending upon the area where they are being

performed. Some of the functions are performed by the reception desk as front-of-the-house

40 | P a g e

operations and rest are performed as back-of-the-house operations. Table 1 gives a brief

summary of the functions performed by the front office.

Baggage handling

Transportation

Bill Settlement

Check-out

Currency exchange

Safe Deposits

Maintaining Guest

Accounts

Mail and Information

Telephone Calls

Transportation

Doormen and

Porters

Registration

Room Assignment

Issuing of Keys

Baggage Handling

Reservations

41 | P a g e

Departure Pre-arrival

FUNCTIONS AREA OF OPERATIONS

1) Sell guest rooms

Accept reservations

Handle walk-ins

Perform the registration process

Front of the house activity

2) Provide information on hotel services

Concerning internal hotel operations

About external events and locations


3) Coordinate guest services

Liaison between front and back-of-the-house areas

Handle guest problems and complaints

42 | P a g e


4) Chart room status reports

Coordinate room sales and housekeeping: occupied status

On-change status, out -of-order status

Back of the house activity

5) Maintaining guest accounts

Construction of folio and account

Posting to folios (updating)

Supervision of credit levels

Documentation of guest‘s transactions

Front-of-the-House Operations

Front-of-the-House operations are known so because these operations take place in front of the

guests. Thus, these operations are related either to direct interaction with the guest or they are

being conducted in front of the guest. The front office activities start from the time a guest calls

or sends in a request for reservation/ accommodation. Staff of the front office department starts

interacting with guest by taking in guest information and reservation request, leading to

confirmation of reservation and finally to the handling of guest on arrival and guest check-in.

Check-in activity is a must for both, a guest with reservation or a walk-in-guest, i.e., one without

prior reservation. The reservation system of hotels varies but nowadays since it is mostly

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computerized, therefore, features are the same. Check-in procedures require the collection of a

lot of information.

This is because information helps in building guest record data and serves the purposes of a

ready reckoned in case of any emergency involving the guest. Front office takes in the guest

information for future use and provides the guest with information about the hotel and its various

services and thus, becomes the connecting link between the guest and the hotel. The pivotal role

played by the front office is quite apparent from this very fact that it is the centre of all activities

connected with guests in the hotel.

Therefore, decisions regarding the sale of a room to a particular guest, availability and allocation

of a room, maintaining guest account by coordinating with the housekeeping and room service

are the major front-of-the-house activities. Finally, the account settlement or deciding on the

time of account settlement is generally a part of check-out process, performed by front office.

Thus in short we can say that front office is the first and last place (as in check-in and check-out),

wherein a guest interacts with the hotel.

Back-of-the -House Operations

As the name suggests these operations involve the activities which do not take place in front of

the guests. The front office activities start the moment an enquiry or request regarding

accommodation is made. This enquiry is answered keeping in view converting it into a

reservation request. Although reservation is an activity of front office, major hotel lines/chain of

hotels have centralized reservation system, operational 24 hours a day 365 days a year.

(Reservation and its various intricacies will be discussed in the later sections). A confirmed

44 | P a g e

reservation leads to browsing of information, i.e., guest record to det ermine whether this is a

repeat guest and if yes what are the personal information and preferences of the guest. This helps

you giving personal touch to guest‘s stay with the hotel.

When the guest checks -in, his or her account gets activated. This account keeps track of the

guest‘s financial interaction with the hotel. These financial interactions involve room rent, room

services, laundry, food and beverage at the hotel‘s outlet and any other facility used by the guest

during his or her stay. For instance, these financial transactions begin the moment when he/she

while waiting for

allocation of a room start making phone calls to his/her associates to inform them the arrival or

order for something in the lobby itself. The daily night auditors help the back of the office

department in the hotel in maintaining the guest accounts. Many hotels have a credit line

extended to their guests or to the companies which they represent. The credit limit is

predetermined and the hotel allows the guest to accumulate the amount before asking for either a

full or partial payment. Many a times a guest is asked to provide his/her credit card during check-

in while cash is expected mode of payment during checkout with multinational brands coming

into India the concept of property management system has emerged which allows night auditors

to flash guest‘s folio on day to day basis on their T.V. monitors

.

FRONT OFFICE OPERATIONS

I-Guest Cycle:

The guest cycle describes the activities that each guest passes by from the moment he/she calls

to communicate a reservation inquiry till he/she departs from the hotel. In fact, the guest cycle

encompasses 4 different stages, which are depicted in the underneath diagram:

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Pre-Arrival Arrival Occupancy Departure

Each stage of the guest cycle is associated guest service, and guest accounting activity(ies).

1.Guest services:

Reservation Registration Occupancy services Check-out and history

2. Guest Accounting:

Establishment of credits Posting charges Night auditing settlement of accounts

Below is a description of the activities undertaken at each stage of the guest

cycle:

1. Pre-arrival:

At the pre-arrival stage, the hotel must create for every potential guest a reservation Record.

Doing this initiates the hotel guest cycle. Moreover, reservation records help personalize guest

services and appropriately schedule needed staff and facilities

The reservation department should, then, complete all the pre-registration activities and prepare

guest folios (applicable only for automated systems). Doing so will eventually maximize room

sales by accurately monitoring room availability and forecasting room revenues

2. Arrival:

At the arrival stage, registration and rooming functions takes place and the hotel establishes a

business relation-ship with the guest.

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The check-in clerk should determine the guest‘s reservation status (i.e. pre-registered guests

versus walk-ins). Later, he/she shall prepare a registration record or make the guest sign the

already-printed pre-registration record (under some of the semi-automated and all fully

automated systems).

The registration records shall include the following personal and financial items:

a) Personal information:

1. Name and Surname of the guest along with billing address, telephone number, and

any other coordinates

2. Passport number, birth certificate, and/or driving license number (whatever

applicable)

3. Any special needs or requests

4. Guest Signature

b) Financial information:

1. Date of arrival

2. Expected date of departure or length of stay depending on how the system in the hotel

is designed

3. Assigned room number

4. Assigned room rate

5. Guest's intended method of payment

Registration records can be used for various purposes:

a) Satisfy guest needs

b) Forecast room occupancies

c) Settle properly guest accounts

d) Establish guest history records at check-out [personal & financial information]

e) Assign a room type and a room rate for each guest

f) Determine long-run availability [i.e. reservation information] versus short-run availability

[i.e. room status]

g) Satisfy special categories of guests such as disabled people through barrier-free designs

3. Occupancy:

At the occupancy stage, the front office department shall coordinate guest services in a timely

and accurate manner. Moreover, front office clerks should encourage repeat guests by paying a

great attention to guest complaints. This is ensured by placing complaint and/or suggestion cards

in every public place and revenue centers in the hotel. Moreover, the hotel shall, at least on a

47 | P a g e

daily basis, collect comment cards, proceed with their analysis, and provide positive feedback to

guest as soon as possible.

In addition, shall design effective procedures in order to protect the funds and valuables of

guests. This might be ensured through guest key control, property surveillance, safe deposit

boxes, and well designed emergency panels and exits…

Another activity at occupancy is to process posting of guest charges [i.e. post room rates, F&B

charges, additional expenses, and taxes…] to various guest folios, master Folios… While doing

so, front office clerks shall continuously check for deviations from the house limit, and take

corrective measures as to change the status of the guest to Paid-in-advance. Finally, front office

clerks shall periodically review Account Balances in coordination with the night auditor.

4. Departure:

At the departure stage, the guest shall be walked out of the hotel. Moreover, front office clerks

shall create guest history record. Finally, cashiers shall settle guest account outstanding balances

[i.e.: balance the Guest account to 0]

In general, a proper checkout occurs when the guest:

a) Vacates the room

b) Receives an accurate settlement of the guest account

c) Returns room keys

d) Leaves the hotel

At departure, checkout personnel should encourage guests to consider returning to the hotel on

any future date. That's why cashiers should act like a true sales person, and might eventually

accept guest future reservations. That way, the stages of the guest cycle become really a cycle

(i.e. start from where it ends).

If at departure, the guest account is not fully settled, then late charges accumulates. In such an

undesired case, the responsibility of collection lies within the accounting department, however

the front office department shall provide all necessary types of information to make this

collection easier, quicker, and feasible.

II- Front Office Systems:

Until the 1960's, nearly all hotels were operating under the manual system. At late 70's, with

the introduction of computers, hotels shifted to semi-automated systems. Nowadays, most of the

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five-star hotels operate under the fully automated system. Below is a brief description of the

three different systems under which hotels might operate.

1. Non-automated [manual] systems: This very system is the one characterized by the sole

usage of hands. In fact, all formats, procedures, and different kinds of calculations are done

manually.

2. Semi-automated [Electro-mechanical] systems: This system gets use of some Electro-

mechanical equipment. In fact, under the semi-automated system, each department might

have its own computer system under which it handles all its operations.

3. Fully automated [computer based] systems: That's the best system ever used in the hotel

industry. In fact, it is characterized by the excessive use of departmental software package

programs integrated and connected to a main frame or terminal situated at the front office

department.

III-Guest Cycle under Three Different Systems:

At this stage, it is essential to notice that the following stages of the guest cycle under the three

different systems do not conflict with each other. In fact, the only differences are due to the

nature of the system use. Therefore, what will be discussed above is not the repetition of the

sequence; rather only differences will be highlighted.

1. Non-automated systems:

A- Pre-arrival activities:

At the pre-arrival stage, reservation requests should be introduced in a loose-leaf notebook or

index card. Moreover, only reservations up to 6 months horizons shall be honored. Lastly, it is

not practical, under this very system, to issue reservation confirmation numbers, initiate pre-

registration activities (at the exception of VIP and groups) and prepare occupancy forecasts. The

reason is, time and money loss along with insufficient labor force to manually conduct all the

above mentioned activities.

B- Arrival activities:

At the arrival stage, guests shall either sign a page in the registration book or fill manually a

registration record. Under this very system, the most widely used front office equipment is the

room rack, in which registration records are inserted to serve as room rack slips. Moreover,

registration books and records shall be time stamped as an internal control proving when the

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guest exactly came, who registered him/her…Lastly, guest folios shall be opened for each

registered guest.

C- Occupancy activities:

Under the occupancy activities, registration records shall be prepared with multi-copies. In

fact, one copy shall be distributed to room rack, another stamped to the guest folio, another given

to switchboard operators, and a final copy handed to the uniformed service personnel. Lastly,

guests with charge privileges charges and payments shall be posted to respective guest folios.

D- Departure activities:

At departure stage, cashiers should settle each guest account's outstanding balance and get room

keys back from guests. Moreover, cashiers shall notify the housekeeping department that the

room is no more occupied (i.e. room status change) to let this very department clean the room

and prepare it for new arrivals. In addition, cashiers shall remove room rack slips from room

racks to indicate departure. Lastly, these very rack slips of departed guests shall be filed in a

cardboard box to serve as a guest history record

2. Semi-automated systems:

This very system is less common in small and middle size hotels. For, these very hotels,

financially wise, might not afford the huge investments associated with the installation of

different hardware and software.

The main advantage of this very system over manual system is that various reports can

automatically be generated. However, the major disadvantages associated with this system are

various complexities of operating and controlling devices due to the fact that these equipment are

not integrated with other systems and are subject to frequent maintenance problems.


At this very stage, guests can either call a national reservation network or directly contact the

hotel. Moreover, reservation clerks can prepare pre-registration records, guest folios, and

information rack slips.

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At this very stage, already reserved guests shall verify their pre-registration forms and have

only to sign it. On the other hand, walk-ins shall complete a multiple copy registration record

from the beginning.


At the occupancy stage, in order to track the different guest charge expenditures and all other

possible guest transactions, hotels get an intensive use of various kinds of vouchers. Moreover,

the most widely used equipment, under this very stage, is the mechanical cash registers and front

office posting machines. Lastly, under this very stage, night auditor shall continuously resolve

any discrepancy in guest accounts and efficiently reconcile guest folios.


At this very stage, cashiers shall relay room status information to the housekeeping department.

Moreover, they should place registration records of departed guests in property‘s guest history

files.

4. Fully automated systems:


Under this stage, the reservation department is equipped with a software package, which is

interfaced and connected with one or more central reservation office(s). Moreover, the

reservation department can automatically generate letters of confirmation, produce requests for

guest deposits and handle pre-registration activities for all types of guests and generate daily

expected arrival lists, occupancy and revenue forecast lists…

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At this stage, various reservation records can be transferred to front office department.

Moreover, hotels might be equipped with an on-line credit authorization terminals for timely

Credit Card Approval, self check-in / check-out terminals. Lastly, all guest charges and

payments are saved in electronic guest folios.

As far as walk-ins are concerned, all registration activities should be initiated from the very

beginning.


Under this very stage, guest purchases at different revenue outlets are electronically transferred

and posted to appropriate guest accounts. Moreover, the front office department can run and

process continuous trial balances and, therefore, eliminate the tedious work for the Night

Auditor.


At this very stage, cashiers can automatically produce bills to be sent to various guests with

direct billing privileges and create electronic guest history records.

IV- Front Office Forms:

At different stages of the guest cycle different forms are used depending on which operating

system a hotel chooses. Below are some of the common forms used:

1. Pre-arrival activities:

a) Reservation record or a reservation file

b) Letter of confirmation

c) Reservation rack and reservation rack slips

2. Arrival activities:

a) Registration card (or record) or registration file

b) Room rack and room rack slips

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3. Occupancy activities:

a) Guest folio: shall be of duplicate forms and pre-numbered for cross-indexing control

purposes

b) Vouchers: support documents detailing facts of a transaction, but does not replace the source

document (i.e. the invoice). Examples of vouchers might include charge vouchers, allowance

vouchers, paid-out voucher, and correction vouchers…

c) Information rack slips

4. Departure activities:

a) Credit card vouchers

b) Cash vouchers

c) Personal check vouchers

d) Transfer vouchers

e) Guest history records

V- Front Office Functional Organization:

Whatsoever system and setting the hotel might use, it should reflect easy access to the

equipment, forms, and supplies necessary. Moreover, the setting shall reflect position flexibility.

Moreover, nowadays trend shows that traditional mail, message, and key racks are unnecessary

at the Front Desk. Rather, they shall be stored in drawers or slots located under or away from the

Front Desk. For, this would ensure security and safety of guests.

1. Front Desk designed alternatives:

a) Circular or semi-circular structure: this very structure provides an effective service to more

guests and appears more modern and innovative but since guests will approach the Front

Desk from all angles, more staff is needed.

b) Traditional straight desk: Under this very design, fewer staff is needed, but fewer guests can

be served at the same time.

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c) Deskless environment: Under this design, there is no Front Desk at all. This is usually

replaced by a hostess, or steward welcoming the guest, seating him or her on a chair/sofa,

and conduct registration activities there while, for example, having a cocktail or a drink.

VI- Front Office Equipment:

1. Room rack

2. Mail, message, and key racks

3. Reservation racks

4. Information racks

5. Folio trays or folio buckets

6. Account posting machine

7. Voucher racks

8. Cash registers

9. Telephone equipment

b) Reservation:

Receive and process reservation requests for future overnight accommodations.

With technology development, the Reservation Department can, on real time, access the

number and types of rooms available, various room rates, and furnishings, along with the various

facilities existing in the hotel

There should be close relation-ships with Sales and Marketing Division concerning Large

Group Reservations

c) Housekeeping:

Inspects rooms before they are available for sale

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Cleans occupied and vacant rooms

Communicates the status of guestrooms to the Front Office Department

Cleans and presses the property‘s linens, towels, and guest clothing (if equipped to do so, free

of charge or for a pre-determined fee)

Maintains recycled and non-recycled inventory items

The housekeeping department makes up the important part of different industries; however it is

of primary importance in the hospitality Industry. One of the major priorities of housekeeping in

hotel is to maintain the hygiene and appearance of public areas and guest rooms. As hotels are

sought after places for providing accommodations,

the housekeeping department makes up the largest department in a hotel that is responsible for

creating reputation and favorable impression of the hotel in front of guests.

Guest Rooms:

After the guest check outs from a hotel room, it should thoroughly cleaned for the preparation of

arrival of the next guest. The cleaning includes removal of all bed and bathroom linens and their

subsequent laundry. Some hotels may outsource the laundry job while others have in-house

laundry services that are managed by the housekeeping department. The towels and other

amenities are replenished while guest bathroom should be completely sanitized. The

housekeeping staff should do dusting and apply vacuum cleaning to the floors.

Apart from cleaning the floor and carpets, the housekeeping department should also take care of

the appliances in the guest rooms including maintenance of telephones, television, hair dryers,

refrigerators, etc. The housekeeping staff should also report any defects in the proper functioning

of the appliances to the front desk or the maintenance department. Moreover, it‘s the duty of the

housekeeping staff to report any stains or defects in curtains, carpeting, bed linens, or other room

furnishings.

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Public Areas:

The hotel housekeeping department is also assigned the task of maintaining the hygiene and

pleasant appearance of public areas. The public areas include ballrooms, gyms, Lobbies,

restrooms, and other common rooms utilized by guests. All these public areas are cleaned on a

regular basis. The carpets and rugs are cleaned by vacuum cleaner and commercial shampooer is

applied as needed. The windows are kept clean and without any stains. The floors are waxed and

mopped. Moreover, the housekeeping department also perform various activities to re-organize

public areas such as straightening and plumping decorative pillows, piling magazines and

brochures, retrieving dishes and glasses left in hallways and putting furniture back in its proper

place.

FUNCTIONS:

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The job of a hotel housekeeper is to keep an assigned number of rooms clean. This includes a

variety of services depending on the room's occupants. For a standard occupied room, this

will involve basic cleaning duties. For a room where the occupants have just checked out, the job

is more difficult and involves turning over nearly everything in the room. A check-out room

must be so neat and clean that the new occupants cannot tell that another family may have

vacated the room only a few hours earlier. Some occupants who are in the hotel room when the

housekeeper arrives or are perhaps ill and spending the day in bed may prefer service known as

trash and towels. This is exactly how it sounds. The housekeeper will provide fresh clean towels

and toiletries and remove the trash, but otherwise leave the room alone. If a guest leaves a later

service sign on the door, the room must be revisited, perhaps several times throughout the day

until the sign is removed. However, some guests forget to remove this sign entirely. Depending

on the hotel this may mean that they will not receive any service, or it may mean they receive a

phone call offering later service. Some locations will even leave a set of clean towels and

toiletries outside the door. One last consideration is rooms that have been vacant for several

days. Though they have already been cleaned and turned over, these rooms must be revisited so

the housekeeper can sweep and dust, ensuring that the room doesn't look dusty and

abandoned when new guests arrive.

FEATURES:

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The specific duties of a housekeeper may vary from one hotel to the next, but usually include

several standard jobs. The first is making the beds. A good housekeeper should be able to make

each bed in about a minute. Unless there are very obvious stains, the sheets and pillowcases are

rarely changed daily. The average amount of time for sheets to be left unchanged is three days.

However, this also varies from one hotel to the next. In very expensive locations the sheets are

changed daily. The number of sheets and pillows on the bed can also vary. While a standard

hotel bed has a bottom sheet, top sheet, blanket and comforter, nicer hotels will have a sheet both

beneath and on top of the blanket. Some less-expensive hotels may not have a blanket at all.

Hotel beds are typically made with the comforter covering the entire bed and are almost always

made this way when guests first check in. However, during a guest's stay, the comforter

may only be folded neatly at the bottom of the bed. Next, the housekeeper must refresh any

amenities in the room, such as coffee. End tables and desks may be straightened, but the

guest's items are generally left as they are. Small touches such as closing the doors of a

television cabinet can give a room a finished look very quickly. If there is a porch or balcony,

this should be swept and any ashtrays need to be emptied. Lastly, the trashcans in the rooms will

be emptied, and the carpets swept. Moving on to the bathroom, the housekeeper will wipe down

the tub, toilet, sink and counter. Towels will be changed and amenities will be refreshed. In a

check-out room, the bathroom is cleaned more thoroughly with a variety of cleaning agents,

usually including bleach. Small touches are important here, such as carefully folding the towels.

Each hotel has its own preferred method for folding and placing the towels. The toilet paper must

be folded to a neat point as well.

d) Uniformed Services:

Bell Attendants: Ensure baggage service between the lobby area and guestrooms

Door Attendants: Ensure baggage service and traffic control at hotel entrance(s)

Valet Parking Attendants: Ensure parking services for guest‘s automobiles

Transportation Personnel: Ensure transportation services for guests from and to the hotel

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Concierge: Assists guests by making restaurant reservations, arranging for transportation, and

getting tickets for theater, sporting, or any other special events

5. Telephone Department:

Answers and distributes calls to the appropriate extensions, whether guest, employee, or

management extensions

Places wake-up calls

Monitors automated systems

Coordinates emergency communications

‗Protects Guest Privacy‗

2. Food & Beverage Department:

According to U.S. Lodging 1995 statistics, F&B Department constitutes the second largest

revenue generator of a typical hotel with an average of 23.1 for Food sales, and 8.6 % for

Beverage sales. In a five-star hotel, Food and Beverage outlets might have the following forms:

Quick Service

Table Service

Specialty Restaurants

Coffee Shops

Bars

Lounges

Clubs

Banquets

Catering Functions Wedding, Birthdays…

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Hospitality is probably the most diverse but specialized industry in the world. It is certainly one

of the largest, employing millions of people in a bewildering array of jobs around the globe.

Sectors range from the glamorous five-star resort to the less fashionable, but arguably more

specialised, institutional areas such as hospitals, industrial outfits, schools and colleges. Yet of

these many different sectors, catering has to be the most challenging. Whatever the size of the

catering operation, the variety of opportunities available is endless. ―The sky is the limit with

catering‖.

CATERING INDUSTRY

The food service industry (catering industry in British English) encompasses those places,

institutions and companies that provide meals eaten away from home. This industry includes

restaurants, schools and hospital cafeterias, catering operations, and many other formats,

including ‗on-premises‘ and ‗off-premises‘ caterings. Catering is a multifaceted segment of the

food service industry. There is a niche for all types of catering businesses within the segment of

catering.

The food service industry is divided into three general classifications: commercial segment,

noncommercial segment, and military segment. Catering management may be defined as the task

of planning, organizing, controlling a n d executing. Each activity influences the preparation and

delivery of food, beverage, and related services at a competitive, yet profitable price. These

activities work together to meet and exceed the customer‘s perception of value for his money.

TYPES OF CATERING

There are two main types of catering on-premises and offpremises catering that may be a

concern to a large and small caterer. On-premise catering for any function - banquet, reception,

or event - that is held on the physical premises of the establishment or facility that is organizing /

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sponsoring the function. On-premise catering differs from off-premise catering, whereby the

function takes place in a remote location, such as a client‘s home, a park, an art gallery, or even a

parking lot, and the staff, food, and decor must be transported to that location.

Off-premise catering often involves producing food at a central kitchen, with delivery to and

service at the client‘s location. Part or all of the production of food may be executed or finished

at the location of the event. Catering can also be classified as social catering and corporate (or

business) catering. Social catering includes such events as weddings, bar and mitzwahs, high

school reunions, birthday parties, and charity events. Business catering includes such events as

association conventions and meetings, civic meetings, corporate sales or stockholder meetings,

recognition banquets, product launches, educational training sessions, seller-buyer meets, service

awards banquets, and entertaining in hospitality suites.

ON-PREMISE CATERING

All of the required functions and services that the caterers execute are done exclusively at their

own facility. For instance, a caterer within a hotel or banquet hall will prepare and cater all of the

requirements without taking any service or food outside the facility. Many restaurants have

specialized rooms on-premise to cater to the private-party niche. A restaurant may have a layout

strategically designed with three separate dining rooms attached to a centralized commercial

food production kitchen. These separate dining rooms are available at the same time to support

the restaurant‘s operation and for reservation and overflow seating. In addition, any of the three

dining rooms may be contracted out for private-event celebrations and may require their own

specialized service and menu options. Other examples of on-premise catering include hospital

catering, school, University/ college catering.

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Off-Premise Catering

Off-premise catering is serving food at a location away from the caterer‘s food production

facility. One example of a food production facility is a freestanding commissary, which is a

kitchen facility used exclusively for the preparation of foods to be served at other locations.

Other examples of production facilities include, but are not limited to, hotel, restaurant, and club

kitchens. In most cases there is no existing kitchen facility at the location where the food is

served. Caterers provide single-event foodservice, but not all caterers are created equal. They

generally fall into one of three categories:

Party Food Caterers:

Party food caterers supply only the food for an event. They drop off cold foods and leave any

last-minute preparation, plus service and cleanup, to others.

Hot Buffet Caterers:

Hot buffet caterers provide hot foods that are delivered from their commissaries in insulated

containers. They sometimes provide serving personnel at an additional charge.

Full-Service Caterers:

Full-service caterers not only provide food, but frequently cook it to order on-site. They also

provide service personnel at the event, plus all the necessary food-related equipment— china,

glassware, flatware, cutleries, tables and chairs, tents, and so forth. They can arrange for other

services, like décor and music, as well. In short, a full-service caterer can plan and execute an

entire event, not just the food for it.

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3. Sales & Marketing Division:

A typical hotel should usually have Sales & Marketing division. However, if the staff size,

volume business, hotel size, expected group arrivals is low enough, the hotel might have

marketing staff placed under the reservation department (i.e. No need for a Sales & Marketing

Division).

A typical Sales & Marketing Division is composed of four different departments:

a) Sales

b) Convention Services

c) Advertising

d) Public Relations

4. Accounting Division:

The Accounting Division monitors the financial activities of the property. Some of the

activities that are undertaken in the Accounting Division are listed below:

a) Pays outstanding invoices

b) Distributes unpaid statements

c) Collects amounts owed

d) Processes payroll

e) Accumulates operating data

f) Compiles financial reports

g) Makes bank deposits

h) Secures cash loans

i) Performs other control and processing functions

5. Engineering and Maintenance Division:

This very department maintains the property's structure and grounds as well as electrical and

mechanical equipment. Some hotels might have this very division under different names, such as

maintenance division, property operation and maintenance department…

6. Security Division:

Security division personnel are usually screened from in-house personnel, security officers or

retired police officers, across certain physical skills, and prior experience.

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Some of the functions of the security division are listed below:

a) Patrols the property

b) Monitors supervision equipment

c) Ensures safety and security of guests, visitors, and employees

7. Human Resources Division:

Some of the duties of the human resources division are listed below:

a) Responsible for external & internal recruitment

b) Calculates employees' salaries, compensation, and tax withholding…

c) Administrates employees' paperwork, monitors attendance…

d) Maintains good relations with Labor Unions

e) Ensures employees' safety and working conditions

8. Other Divisions:

All the above mentioned departments and/or divisions should exist in a typical five-star hotel;

however there might be some revenue generators that are specific to certain hotels but not

existing in others. Below is a list of some possible extra or other divisions that might exist in a

hotel:

a) Retail Outlets (i.e.: Shops rented to outsiders or managed by the hotel)

b) Recreation Facilities (ex: Fitness Center, Tennis Courts, and Cinema Saloons…)

c) Conference Centers

d) Casinos

III- ROOMS DIVISION DEPARTMENT:

The major functions conducted by the Rooms Division Department are:

a) Reservation, registration, room & rate assignment

b) Fulfills guest services and updates room status

c) Maintains & settles guest accounts

d) Creates guest history records

e) Develops & maintains a comprehensive database of guest information

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f) Coordinates Guest Services

The sole priority of the Rooms Division Department shall be ensuring Guest Satisfaction,

which happens when, guest expectations match what the hotel provides.

In order to achieve Guest Satisfaction, front office department shall prepare:

a) Careful designed front office organization chart

b) Comprehensive goals, strategies and tactics

c) Planned work shifts

d) Well designed job descriptions e) Well designed job specifications 1. Organization Chart:

The Front Office organization chart shall be designed according to Functions. Doing so not

only enhances the control the Front Office has over its Operations, but also provides guests with

more specialized attention. Such a division according to functions, however, is not practical in

middle and small size hotels due to the fact that these very hotels don't posses enough and

sufficient monetary resources to ensure the existence of at least 3 jobholders (i.e. one for each

shift) for each job position. Therefore, in middle size hotels, a front office clerk might be

responsible for more than one work position. This is ensured via cross training. On the other

hand, in small size hotels, one or two front office clerk(s) might be responsible for all front office

activities.

A) Typical functions and positions under the Rooms Division Department:

Front Desk Agent: Registers guests, and maintains room availability information

Cashier: Closes guest folios, and properly checks out guests

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Accounts Receivable Clerk: Posts charges in correct guest folios and updates folios'

outstanding balances

Night Auditor: Controls the job of the Accounts Receivable Clerk, and prepares daily reports

to management (ex: Occupancy Report and Revenue Report)

Mail & Information Clerk: Takes Messages, provides Directions to Guests, and maintains

Mail

Telephone Operator: Manages the Switchboard and coordinates Wake-up Calls

Reservation Agent: Responds to Reservation Requests and creates Reservation Records

Uniformed Service Agents: Handles Guest Luggage, escorts Guests to their Rooms, and assists

guests for any bit of information requested

2. Goals and Strategies

In every organization, goals and strategies must be prepared bearing in mind the hotel's

mission statement and overall goals and objectives. An example might be:

Global Goal: Increase Occupancy Rate of the Hotel by 25%

Department Goal: Increase in the Number of Walk-ins by 50%

Strategy: Improve Sales Figures by describing guestrooms and Hotel Services

3. Work Shift:

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The Front Office Manager shall schedule his/her employees according to seasonality, business

volume, and available staff in hand

The most commonly used scheduling is the Traditional Scheduling, which assumes that every

employee shall work 40 Hours per Week. Moreover, the hotel shall ensure 3 shifts per day, each

of which lasts for 8 hours. A possible example to traditional scheduling is shown below:

Day Shift 7 a.m. - 3 p.m.

Evening Shift 3 p.m. - 11 p.m.

Night Shift 11 p.m. - 7 a.m.

Sometimes, due to non-availability of staff, seasonality, and volume business, the Front Office

manager might be forced to adopt an Alternative Scheduling, which might be arranged under the

following patterns:

a) Flexible Work Hours or Flextime: This kind of alternative scheduling entitles that employees

might start work, for example, one hour earlier, just to leave again one hour earlier.

b) Compressed Work Schedule: Employees, instead of working 5 days per week, 8 hours per

day, might work 4 days per week, 10 hours per day. Therefore, compressed work-scheduling

means working all the 40 hours per week in less than the standard 5 days per week.

c) Job Sharing: This kind of scheduling entitles that two or more part-timers occupy the job of

one full timer.

Front Office managers shall carefully schedule their employees in order to minimize conflicts

that arise between hotel and employee needs. In big hotels operating under fully automated

systems, some scheduling software package programs might be installed as to aid and help

managers in effective scheduling.

4. Job Descriptions:

Job description lists all tasks and subtasks that compose a work position. Moreover, it may

outline reporting relationships, responsibilities, working conditions, equipment and materials to

be used.

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All job descriptions shall be tailored and customized to reflect the needs of each single hotel

property, and work position. Moreover, job descriptions shall be task-oriented rather employee-

oriented, which means that hotels shall try to search for employees who can fit their job

descriptions, not design jobs to fit the skills of certain job applicants.

Job Descriptions shall be revised periodically to cope with the ever changing demands and

needs of the industry and to respond to the sophisticated needs of guests. While doing so,

managers shall let their employees be involved in the revision process.

Job descriptions might be used as:

a) To evaluate job performances

b) Tools to conduct training or retraining

c) Prevent duty duplications

d) Ensure the performance of each job task

e) Determine appropriate staffing levels

5. Job Specifications:

Job specifications List the personal qualities, skills, and traits a person needs to have in order to

perform successfully the tasks outlined in a job description. That's why; departments shall first

design job descriptions, and later job specifications!

Job specifications usually serve as a basis for advertising job vacancies, and as a tool to

identify current employees for promotion purposes.

Inside a typical job specification, the underneath key factors shall exist:

a) Work experience

b) Formal education

c) General knowledge

d) Previous training

e) Physical requirements

f) Communication ability

g) Equipment skills

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FOOD PRODUCTION DEPARTMENT

Chef de Partie

The Chef de Partie supervises and coordinates activities at the food workstation. An

experience or training in this area of expertise – International Cousine, and a recognized

Cook/Chef Certificate are required for this position including at least four years of

hotel/restaurant experience. Competency in English is compulsory.

Commis Cook

The Commis Cook prepares seasoning and cooks menu items served in a variety of

dining areas onboard the vessel. A minimum two years of hotel/restaurant kitchen

experience and a recognized Cook/Chef Certificate are required. Competency in English

is compulsory.

Culinary trainee

The Culinary trainee assists Cooks and Chef engaged in the various food workstations. A

minimum one year hotel/restaurant cook helper experience and a recognized Cook/Chef

Certificate are required. Competency in English is compulsory.

Baker

The Baker is responsible for the preparation and cooking of all the bakery products.

Necessary culinary background is: a minimum two years of restaurant/hotel kitchen

experience or a prior experience on board the cruise ships. A recognized Cook/Chef

Certificate is required. Competency in English is compulsory.

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Chef de Cuisine

Full charge accountability for all food offerings in one of our 450 seat a la carte dining rooms.

Training of all Galley Staff on proper preparation and presentation techniques. Scheduling,

evaluating, and coaching of staff. Responsible for Food Safety & Sanitation and maintaining

proper logs.

Minimum four years experience within high volume food operation. Certified working chef or

equivalent degree in Culinary arts with an excellent working knowledge of food and beverage

products, services, and equipment. Ability to calculate and control cost potentials/projections and

understand the impact on budget.

Assistant Chef de Cuisine

Lead designated culinary team of 12-20 Crew members towards completion of daily work

assignment, ensuring the highest level of Guest satisfaction, Crew support and

financial/operational performance while partnering with Chef de Cuisine to lead a multi cultural

brigade in a high volume, fast paced kitchen environment.

Minimum of five years experience of which at least two years working as a Chef Assistant/Chef

de Partie in a high volume kitchen environment. Proficient in all stations of the kitchen.

Responsible for Food Safety & Sanitation and maintaining proper logs. Demonstrates a

commitment to culinary career with a desire to grow within the Food & Beverage industry;

demonstrates a passion for food.

Chef Assistant

Partner with Assistant Chef de Cuisine and CDC; establish food quality standards during storage,

production and service. Lead designated culinary team of Crew members towards completion of

daily work assignment, ensuring the highest level of Guest satisfaction, Crew support and

financial/operational performance in a high volume, fast paced kitchen environment.

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Minimum of three to five years experience of which at least two years working as a Chef

Assistant/Chef de Partie in a high volume kitchen environment. Proficient in all stations of the

kitchen. Partner with First Steward to monitor Food Safety & Sanitation laws, policies and

procedures; ensure compliance and follow through with Cooks and Stewards. Demonstrates a

commitment to culinary career with a desire to grow within the Food & Beverage industry;

demonstrates a passion for food.

Pastry Chef

Assist Executive Pastry Chef to implement, maintain and review all approved menus onboard.

Prepare all desserts, cakes and pastries for the restaurant menus and buffet set ups. Prepare

showpieces, displays, ice cream and sorbets, as well as special requested items when needed.

Minimum five years experience in culinary management and certified Pastry Chef or equivalent

degree in culinary arts. Proven track record of delivering a high quality product in a fast paced

kitchen environment. Monitor Food Safety & Sanitation laws, policies and procedures; ensure

compliance within his/her area of responsibility

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CHAPTER-4

MANAGERIAL HIERARCHY IN HOTELS AND RESORTS

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Every job in the hotel industry demands a lot from its employees, including booking

reservations, handling guest requests, catering weddings, outfitting rooms, fixing elevators or

leaky showers, cooking for a company brunch and reserving theater tickets and dinner dates.

Like in any other business, there is a totem pole of positions, from the highest ranking CEO to

the lowest ranking dishwasher or parking lot attendant. But no matter what the role, each person

working in a hotel reflects on the hotel standards.

1. Managerial Staff

o Managing a hotel starts from the top with the hotel company's chief executive officer. The CEO

is in charge of making all final decisions concerning the hotel, running meetings and

presentations, launching new hotels and making the final decision on general managers for

individual hotels. After the CEO, the hotel's general manager is the hotel's go-to person for all

issues, from guest complaints to giving the final say for hotel events and agreements. A hotel

general manager often hires an assistant manager to help with more time-consuming projects

including working with human resources to hire and lay off employees, working with accounting

services and generally overseeing the work of all other hotel employees.

According to salary charts from Indeed.com, other managerial employees--listed from higher

paid to lower paid positions--include the regional director of sales and marketing, human

resources director, events director, events coordinator or assistant director, banquet manager,

restaurant director or manager, supervising engineer and the front office manager.

2. Front Office Employees

o

Front office employees run the hotel's front desk. These employees book reservations, take guest

requests, direct guest issues or complaints to management, guide guests to concierge services and

ensure that the hotel guest is satisfied with her stay.

The top front office employee is the front office manager. The manager oversees all front desk

operations, handles special guest requests and ensures that all departments--housekeeping,

bellmen, and door attendants--are performing duties as assigned. This manager might also hire or

lay off employees along with the human resources department.

In larger hotels with more than 60 rooms, the second from the top is often the guest services

manager, who is responsible for overseeing guest services to ensure that all guests are provided

for and treated with polite, courteous and efficient attention. The manager also directs guest

service agents, making sure to maximize room revenue and occupancy.

Other front office positions, from highest pay to lowest, include all front desk agents, reservation

specialists, telephone operators and uniformed services, including bellmen, door attendants and

valet workers.

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3. Food and Beverage Department

o

Food and beverage services at a hotel require expert management. A hotel in a prime location

must manage a high volume of guests and cater to their special requests and tastes. The hierarchy

of a hotel restaurant starts with the restaurant manager or director. This manager oversees food

preparation and health and sanitation standards. She is also responsible for ensuring guest

satisfaction and representing the hotel's standards and styles.

Following the restaurant manager are the assistant manager, chef, banquet director, and

sommelier, or wine director. There are usually three or four assistant managers to fill in when

there are absences and cover the hotel around the clock, aid the restaurant manager in directing

employees and ensure top restaurant quality at all times. Other positions, from highest to lowest,

include the sous-chef, bartenders, servers and room service attendants, table bussers, coffee shop

baristas and cashiers, if the hotel has a café. Last, but not least, are dishwashers and kitchen

cleanup staff.

4. Sales, Accounting and Administration

Office administration roles, including marketing, sales, accounting, payroll and invoice services,

might be combined, depending on the size of the hotel and its staff, according to the U.S. Bureau

of Labor Statistics 2010 report.

5. Maintenace, Cleaning and Engineering

o Hotel employees with the lowest pay and profile work in housekeeping and maintenance. But

they are of the utmost importance to the hotel's reputation and quality assurance.

According to the U.S. Bureau of Labor Statistics, hotel management training programs include

courses in housekeeping, maintenance, and engineering management so that managers know

how to direct employees in this line of work. The rest of the hotel staff relies on these workers to

create clean, functional and enjoyable spaces for their guests.

Hotel managers and assistant managers oversee housekeeping employees and follow-up on

guestroom service calls to ensure each guest's room meets the hotel's quality standards.

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Hotel Management Hierarchy

Administrative Level

• Director / Head of the Management

• Hotel Manager

Executive Level

• Assistant to Hotel Manager

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• HR Manager

Operational Level

• Customer Representative

• Chefs

• Hotel‘s Supporting Staff

Administrative Level

This level of the hotel management hierarchy exercises maximum power and authority and all

the administrative decisions are taken under their consideration.

• Director / Head of the Management – The highest level in the hotel management

hierarchy is of the head of the hotel also referred as the director. All the important decisions

regarding the hotel management are finalized after the director‘s approval.

• Hotel Manager – The hotel manager is practically the highest authority in the hotel on

daily basis since he is the person who takes care of entire hotel‘s administration, staff members

and their working along with the customer‘s care and fulfillment of the customer‘s requirements.

Executive Level

The middle level of the hotel management hierarchy is the executive level whose major job duty

involves fulfillment of goals set by the top level (administration group).

• Assistant to Hotel Manager – As the name implies, this covetous professional works as

an assistant to the hotel manager following the orders of the latter. He acts as an in-charge in

absence of the hotel manager.

• HR Manager – HR managers are human resource expertise professionals. Their key

responsibilities involve hiring and recruiting officials for the hotel management along with

maintaining the attendance, salaries track etc.

Operational Level

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This is the lowest level of the hotel management hierarchy i.e. the operational level.

• Customer Representative – Well this might be a low level in the hotel management

hierarchy but this is one of the most important positions. A customer representative is basically a

representative of the hotel‘s elegance, suave and standard of entertainment since this professional

is directly related to the hotel‘s first impact on the client.

• Chefs (or Cook) – A chef works mainly in the hotel‘s kitchen to prepare, cook and season

the ordered meals for hotel clients. Along with cooking, a chef is also responsible for overseeing

the kitchen staff and ensuring the kitchen complies with health standards.

• Hotel‘s Supporting Staff – These all are professionals who are specialized in their

respective work. This category involves persons like helpers, waiters, room service, cleanliness

staff, kitchen helping staff members etc.

Resorts are those places that are used for recreation as well as relaxation purpose by the people.

These are favorite places of visitors during holidays and vacations. Resort management plays a

vital role in the successful working of any resort since this business directly depends on good

hospitality and is an important element of wide hospitality industry. There are many management

levels in the resort management hierarchy and all these are explained below in brief in a

descending order means the highest job title is placed at the top and the lowest one at the end.

Just have a quick look.

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Resort Management Hierarchy

• Top Level Management:

o Director

o Manager

o Middle Level Management

Assistant Manager

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HR Manager

Lower Level Resort Management

Chefs or Cook

Waiter

Supporting Staff

Top Level Resort Management

The highest level in the resort management hierarchy incorporates administrative level

management and includes these following positions -

• Director – Normally the owner of the resort occupies this explicit and honorable

management level in resort management hierarchy. The major decision making is done under the

director‘s supervision.

• Manager – The highest level of the hierarchy of resort jobs is the resort manager. The

entire resort‘s smooth working and staff and their functioning is managed by the manager along

with the care to be taken for the client and their satisfaction.

Middle Level Resort Management

The middle level resort management includes handling of daily basis work and organized and

handling the team members and their work efficiently. This includes following ranks:

• Assistant Manager –This professional is in charge of the resort in absence of the manager

and performs his duties covetously. This is the highest executive level in the resort management

hierarchy.

o HR Manager – The recruitment work along with amorous care of the calculation of the

salaries of the resort employees and maintaining track of the attendance of the employees and

many more such duties are employed by an HR manager.

Lower Level Resort Management

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The lowest level of resort management hierarchy incorporates all the lower level staff of the

resorts that performs different small level yet crucial tasks of the resort. This includes following -

• Chefs or Cook – the chef works mainly in a resort kitchen to prepare, season and cook

meals for resort patrons. Along with cooking, a chef is also responsible for overseeing the

kitchen staff and ensuring the kitchen complies with health standards.

• Waiter – Though this is the lowest resort management level yet quite important since it is

said that a resort‘s success depends on its waiters as they provide a first direct impact on the

customer regarding the resort while taking the orders.

• Supporting Staff - This includes basically all the lowest level jobs. These positions

include ardent job positions in the hierarchy of resort jobs like the room services, cleaners,

helpers, kitchen helping staff etc.

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MANAGERIAL HIERARCHY IN LEMON TREE HOTELS

Management

Patanjali (Patu) Keswani

Chairman&ManagingDirector

Patu is a B.Tech in Electrical Engineering from IIT Delhi and an MBA from IIM Kolkata. He

was presented the Distinguished Alumnus Award by IIT Delhi in 2011 and by IIM Kolkata in

2012. Patu worked for over 15 years in the Tata Administrative Services, where his last role was

as Senior Vice President & Chief Operating Officer of Lemon tree Business Hotels.

Subsequently Patu has also worked with A.T. Kearney Inc., as Director in their India Office.

Patu promoted Lemon Tree Hotels in 2002.

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Rahul Pandit

President & Executive Director

Rahul is a graduate of the Institute of Hotel Management, Pusa, New Delhi and is a former

member of the Indian Karate team. He has studied brand management, HR management and

innovation at IIM Ahmedabad, IIM Bangalore and Cornell-Nanyang. Rahul previously worked

across India, USA and Singapore with Choice Hotels, Lemon tree Hotels, Spectramind and

Intercontinental Hotels. He also serves on the Confederation of Indian Industry's National

Tourism Committee.

Jagdish Kumar Chawla

Executive Vice President - Projects & Engineering Services

Jagdish is an engineer from Pusa Polytechnic, Delhi and has 20 years of experience with The

Lemon tree Group of Hotels - including as Chief Engineer of Lemon tree Palace Hotel, Delhi

and as a senior member of the team that built Jai Mahal Palace Hotel, Jaipur and Lemon tree

Residency Hotel, Lucknow.

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Davander Singh Tomar

Executive Vice President - Corporate Affairs

Davander is an M.A. and an L.L.B. from Delhi University and has 18 years of experience with

The Lemon tree Group of Hotels - including as Area Security Manager, Lemon tree Group,

Delhi

.

Kapil Sharma

Chief Financial Officer

Kapil is a Chartered Accountant. His last assignment was as Head-Finance and Accounts, Leroy

Somer (Emerson Group). Kapil has close to over two decades of experience in the finance and

commercial function, and has also worked with DHL Worldwide Express and Onida Finance.

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Saurabh Nandi

Chief Marketing Officer

Saurabh is a B.Tech in Electronics from M.S. University, Baroda and an MBA from IIM

Kolkata. Saurabh previously worked for over 14 years with Procter & Gamble (P&G), across

Sales & Marketing, in many countries. In his last role at P&G, Saurabh led marketing at ASEAN

Modern Trade, based out of Thailand.

Major Rajesh Chauhan

Chief People Officer

Rajesh graduated from the National Defence Academy, Pune. He holds a masters degree in

Public Administration and a PGD in Personnel Management. Rajesh was associated with The

Oberoi Group, prior to his last assignment with IHHR Hospitality (Ananda and Ista Hotels)

where he was working as Vice President - Human Resources.

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Mohit Chobey

Chief Sales Officer

Mohit completed his MBA from MDI Gurgaon. Over the past 14 years, he has had wide ranging

experience in sales with some of the best sales organizations in India across industries ranging

from FMCG and Automobiles to Banking and Insurance. Mohit‘s last assignment was with

Bharti AXA heading Direct Distribution for the company.

Aradhana Lal

Vice President - Corporate Communications & Sustainability Initiative

Aradhana is an MBA from IIM Ahmedabad and has 20 years of experience in Sales &

Marketing, Corporate Communications and now Sustainability. She was earlier Vice President -

Sales & Marketing at Lemon Tree Hotels. Aradhana‘s was previously Sales & Operations

Manager at Hindustan Lever Network (known as Aviance earlier), the multi-level marketing

business of Hindustan Unilever. Prior to that Aradhana was with the Lemon tree Group of

Hotels.

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Sumant Jaidka

ChiefOperatingOfficer-LemonTreeHotels

Sumant is a graduate from the Salzburger School of Hotel Management, Austria. His last

assignment was as Executive Assistant Manager, Crowne Plaza, New Delhi. He has worked with

the The Lemon tree Group of Hotels, Hilton, Maurya Sheraton and Hyatt Regency

.

Amrit Pal Singh Kapoor

Vice President - Sales

Amrit completed his Post Graduation Diploma in Business Management from Xavier Institute of

Management, Mumbai in 1994. He began his career with the Oberoi Group of Hotels, post which

he has been associated with Max (now Vodafone) and Citi Financials. His experience also

includes working with Fullerton as Product and Strategy Head for Retail Business.

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Nikhil Sharma

Assistant Vice President - Operations

Nikhil is a graduate of the Institute of Hotel Management, Pusa, Delhi. His last stint was as a

senior Front Office team member at Grand Intercontinental Hotel, Delhi. His experience includes

Lemon tree Hotels in Delhi and Udaipur, Marriot in Mumbai and Intercontinental in Srinagar

and Delhi.

Cyrus Madan

Assistant Vice President - Development and Feasibility

Cyrus is a graduate from the Welcome group Graduate School of Hotel Administration, Manipal.

He was earlier head of operations at Red Fox Hotels. Cyrus has previously worked with GE

Capital and the Lemon tree Group of Hotels.

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Vikramjit Singh

Assistant Vice President & National Director of Sales

Vikramjit is a graduate of the Shri Ram College of Commerce, Delhi and a post graduate in

Hospitality Management and Administration from the Lemon tree Group of Hotels. He was last

an entrepreneur in Assam where he ran his own hotel

.

Sareena Kochar

Assistant Vice President - Housekeeping

Sareena is a B. Sc. from Kurukshetra University with professional diplomas in Hotel

Management. Her last assignment was as Corporate Executive Housekeeper, VLCC Health Care.

Prior to this she was with Howard International and Jaypee Residency Manor in Mussorie,

Vasant Continental, Delhi and Intercontinental in Delhi, Goa and Srinagar.

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Rajiv Tyagi

Assistant Vice President - Finance

Rajiv is a commerce graduate from Delhi University. He has worked for over 25 years with ITC

Maurya Sheraton and the Lemon tree Group of Hotels (Delhi), where he was last the Area Credit

Manager, Lemon tree Group, Delhi.

Naresh Chander Malhotra

Assistant Vice President - Projects & Engineering Services

Naresh is a mechanical engineer, a graduate (Delhi University) and holds part ‗A' AMIE

certification. His last assignment was as Chief Engineer, Batra Hospital. His experience also

encompasses the Lemon tree Group of Hotels, Clarks Hotels, Santa Cruz International Airport

and Indraprastha Power Station.

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Rajesh Kumar

Assistant Vice President - Human Resources

Rajesh is a post graduate in Personnel Management and Industrial Relations. His last assignment

was as Senior Manager-Human Resources, Mahindra Holidays & Resorts. Over a career

spanning 11 years, he has worked with Select Holiday Resorts, Gurgaon, Oberoi Hotels &

Resorts and Oberoi McAlpine India Limited, Shimla.

Shailen Verma

Assistant Vice President - Engineering Services

Shailen is a mechanical engineer from University of Delhi. He has worked with Oberoi Group of

Hotels, Hotel Royal Ajbar - Dubai, Sheraton Doha Hotel & Resorts and The Palaces of the

Ruler, Doha, Qatar and Starwood Hotels & Resorts Worldwide INC. His last assignment was

associated with Regional Municipality of Durham, Ontario as Director Projects and Operations.

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Arun Khanna

Assistant Vice President & National Head - Travel Trade.

Arun graduated from Meerut College and has also qualified the Leadership Development

Program from Center for Creative Leadership, Singapore. Over the past 20 years, he has had a

wide ranging experience across industries including Media, Online Travel Agents and Start-ups.

His last assignment was with Mahindra Resorts as the National Business Development Head -

Travel Services

.

Saket Puri

General Manager - Finance

Saket is a CA with over 18 years of experience. His last assignment was as a Finance Consultant

with Spraylite Industries, Dubai. Prior to this, Saket has worked across the manufacturing,

construction, shipping and hospitality industries in India and Dubai.

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Joginder Singh

General Manager - Projects & Engineering Services

Joginder is a Mechanical Engineer. His last assignment was as Manager-Engineering Services

with Indian Tourism Development Corporation. Over a career spanning 24 years, he has also

worked with the Lemon tree Group of Hotels

.

Inder Pal Batra

General Manager - Finance

Inder is a Chartered Accountant. His last assignment was as Manager Accounts with Ajanta

Offset & Packaging Limited. With over a decade of experience in the finance function, he has

also worked with Frontier Biscuit Factory, New Delhi, Arti Foods and Fats, New Delhi and P. S.

Kohli & Company, New Delhi.

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Lt. Colonel Narendar Chowdhry (Retd.)

General Manager - Security & Administration

Narendar is a commerce graduate from Delhi University. He was an Indian Army officer for 20

years and handled security, intelligence, administration and logistics in both combat and peace

time. Narendar was part of the Indian Peace Keeping Force in Sri Lanka and Kargil.

R. Hari

General Manager-Human Resources

Hari is a post graduate in Personnel Management and Industrial Relations and a post graduate in

Arts with a professional degree in Law. His last assignment was as General Manager–Human

Resources, VLCC. Over a career spanning 24 years, Hari has worked with Sun n Sand, Pune;

Holiday Inn, Ooty; Ahmedabad and Vadodara and with ITDC.

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Tarun Lakhanpal

General Manager - Revenue Management & Distribution

Tarun is a graduate of the Institute of Hotel Management, Catering Technology and Applied

Nutrition, Bangalore. He has previously worked with Jaypee Residency Manor, Mussoorie and

Hotel Nikko New Delhi. Tarun leads the Revenue Management and Distribution function at

Lemon Tree Hotels.

Rakesh Kumar

General Manager - Projects & Engineering Services

Rakesh is an engineer from Bangalore University, Karnataka and has 23 years of experience in

India and abroad. His last assignment was as Head-Installation, DCM Shriram Consolidated

prior to which he worked with A.P.I.L. (Ansals), T.C.I.L. and KSA.

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Ajai Kumar

Chief Information Officer

Ajai is an MCA from Madan Mohan Malaviya Engineering College, Gorakhpur, UP. He has 19

years of experience in the management of IT, including solution design, enterprise wide

implementation, data centers, networks, process re-engineering and managing change. Prior to

joining Lemon Tree Hotels, Ajai worked with blue chip corporates- Anand Automotive Systems,

Blue Dart, Central Cottage Industries, Gati & BAX Global India.

Naveen Sharma

General Manager-Sales (North)

Naveen is a post graduate in Marketing Management from IGNOU and a Hotel Management

graduate from NIHM, Bhubaneswar. He has worked with Park Royal, The Manu Maharani, The

Bristol, Jaypee Hotels and The Grand. His last assignment was with Galaxy Hotels and Kingdom

of Dreams, as Director of Sales & Marketing.

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Chapter-5

MANPOWER PLANNING IN HOTEL INDUSTRY

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MANPOWER PLANNING

―Manpower planning is the system of matching the supply of people- internally (existing

employees) and externally (those to be hired or searched for)- with the openings the organisation

expects to have over a given time frame.‖

Manpower planning enables an organisation to get hold of the right number and class of people

required for operations within a defined timeframe.

MANPOWER PLANNING IN LEMON TREE

Manpower Planning –

Manpower planning can be defined as the development of plan to meet the supply of worker to

the availability of job at an organization. Manpower planning involves reviewing the current

manpower resource, and forecasting the future requirement of manpower. the main objective of

manpower planning is to making sure the requirement of supply of individuals and skill to meets

demand. This is a responsibility of the Human Resource Manager to make sure the organization

meets with the demand of manpower. Human Resource Manager when conducting a interview

with the candidate has to make sure that candidate should meet the requirement of the job, like

his education and qualification, Training and Experience, Personal Attributes.

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Need of Manpower Planning

1. Lemon tree gives a lot of importance to manpower planning, as they have to decide for next

couple of years how many employees do they require as a plan for expansion, right for the entry

level to managerial position.

2. This will help the organization to expand their business.

3. Employer can plan their Labour cost and work according to it.

4. By Recruiting new candidates will the help the organization with new and unique idea's which

will help the company to gain more market share.

Political :-

The Changes in the government policy may affect the organization in many ways, in early this

year the government changed in Value Added Service to 17.5%, changes in national minimum

wage lemon tree has a organization will have to re-plan their strategies for labour cost, changes

in government policies and taxation will hamper expansion plans lemon tree.

Economic:-

Due to the Global Economic crisis , most of organization including lemon tree had to made

severe changes in their development plan and labour strategies. Due to recession organizations

are controlling the labour cost as the demand as gone down. Most of the organization are facing

problem of excess labour, there is more supply labour available than the demand, More than 2

million people are jobless in Britain.

Social :-

Lemon tree has to be updated with the current customer trend, Organization has to be aware of

demographic changes such as:- age, population, region. To make any changes in their policies,

lemon tree has introduced Graduate Programme Development Opportunities for meeting the

demand for manpower.

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Technology: -

Lemon tree is been innovative and is spending good amount from the profit towards technology

or alternative ways of service for e.g.:- online booking, self check in and checkout. Such

innovation needs skilled workers and there is a tremendous opportunity for skilled workers.

Marriot by Using of new technology helps proper utilization of manpower of the organization.

Factors to be considered by LEMON TREE to estimate the demand for Manpower

Organization expansion - The organization looks for expansion of business in future to meet

the expectation of customer. The future plan of lemon tree is look to accommodate the tourist

customer in their hotel for Olympic as these can create the future demand for labour. When the

expansion of the organization is more then supply and demand needs to balance. The expansion

is major factor for demand for labour in future.

Internal demand - The internal demand can be promotion and dismal can be the factor for

organization to create the demand and supply for labour. The top management and human

resource also plays the major part for demanding the labour, such as recruitment of staff

requirement to met the expansion their growth.

Economic factor - The economic factor plays the important role in demanding the future labour.

The economic growth can create the average spending power of the customer. The business can

be expand as hospitality industry has invested more during the recession as the land rate has been

drop and labour cost also. The strong economic of every country can create demand for labour

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Salary and Benefits: - The Salary and benefits can be one of the factors that can demand the

manpower for future. The marriot are providing with better and higher pay with benefit were

most of the employee are attracted towards Lemon tree. They are providing better benefit then

their competitor so that they can create a demand for manpower in future with this policies and

plan of salary and benefit.

Labour Turnover - Number of employee leave the firm through dismissal or resignation during

a period to the number of employee on the payroll during the same period.

dictionary.reference.com

Calculating labour turnover

Number of staff leaving in a year

Average number employed in the same period x 100

This method of calculating turnover helps the organization, to calculate manpower requirement

for the future.

Calculating labour turnover for Lemon tree for the year 2009, in various department

Employee turnover has a crucial consequence on the supply of the labour to an organization, the

turnover can classified into two category (1). Voluntary turnover ( 2). Compulsory turnover

Voluntary Turnover :-

Employee leaving job as he or she has found a new job

Employee leaving the job due geographical mobility

Leaving the job due to pregnancy.

Employee leaving the job due to ill-related problems

Retirement

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Changes in immigration law

Working conditions

Compulsory Turnover

Release for misconduct.

Made redundant due to recession.

Release due to medical condition.

Effects on organization due to labour turnover:-

There is a direct expenditure involved in replacement process by the organization for Recruiting,

Hiring and Training.

At times organization have staffs which are under-performing, if the under-performing staff

decides to resign, it is beneficial for the organization as they can hire somebody who is more

productive and more skilful then the under-performing staff.

2008/09 in the U.K due to recession most of the skilled/Unskilled workers were made redundant

more than 2 million were unemployed during this period, As major event approaching in 2012,

the hospitality industry has to invest a lot direct cost in recruitments to match with the demand.

Retention of an Employee:- Means trying to stop the employee from leaving the organization.

Offer the employee an opportunities for in house training programme, which will help his

development within the organization.

If the Employee is planning to resign due to the long working hours, the organization can offer

him flexible working hours.

If the Employee is not keen on continuing with a particular department for example Food and

Beverage(Service), and wants to explore his skills in Front Office. Lemon tree as a organization

do have policy in place for inter department transfer.

Lemon tree conducts a Exit Interview before the employee leaves the organization, It helps

Lemon tree to understand what they need to practice or make changes in their work culture,

which will help to control employee turnover.

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Forecasting for Manpower Planning-

Forecasting is a important action in setting up the business plan, forecasting can be from 1,2, or 5

years depending on for whom the plan is to be presented, Lemon tree needs consider the

upcoming event in count as well.

Share-holder

Bank

It helps Lemon tree to forecast manpower demand and supply, if there is a rise in demand, and

supply is high then the Human Resource Manager should recruit staff member and Manager

should promote internal staff member to meet the requirement of the company, If demand and

supply is low than the manager should focus on forecast and training, if demand low and supply

is high then the organization has to control labour cost. Or may go to extend redundant some of

the members of the staff.

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Chapter-6

RECRUITMANT AND SELECTION PROCEES

IN HOTELS AND RESORTS

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RECRUITMENT PROCEDURE IN LEMON TREE

RECRUITMENT

Recruitment is almost central to any management process and failure in recruitment can create

difficulties for any company including an adverse effect on its profitability and inappropriate

levels of staffing or skills. Inadequate recruitment can lead to labor shortages, or problems in

management decision making and the recruitment process could itself be improved by following

management theories.

Meaning of recruitment

According to Edwin B. Flippo, recruitment is the process of searching the candidates for

employment and stimulating them to apply for jobs in the organization‖. Recruitment is the

activity that links the employers and the job seekers. A few definitions of recruitment are:

A process of finding and attracting capable applicants for employment. The process begins when

new recruits are sought and ends when their applications are submitted. The result is a pool of

applications from which new employees are selected. It is the process to discover sources of

manpower to meet the requirement of staffing schedule and to employ effective measures for

attracting that manpower in adequate numbers to facilitate effective selection of an efficient

working force.

RECRUITMENT NEEDS AND IMPORTANCE

Recruitment needs are of three types

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·PLANNED i.e. the needs arising from changes in organization and retirement policy.

ANTICIPATED: Anticipated needs are those movements in personnel, which an organization can

predict by studying trends in internal and external environment.

UNEXPECTED: Resignation, deaths, accidents, illness give rise to unexpected needs.

Importance of Recruitment

Attract and encourage more and more candidates to apply in the organisation.

Create a talent pool of candidates to enable the selection of best candidates for the organisation.

Determine present and future requirements of the organization in conjunction with its personnel

planning and job analysis activities.

Recruitment is the process which links the employers with the employees.

Increase the pool of job candidates at minimum cost.

Help increase the success rate of selection process by decreasing number of visibly under qualified

or overqualified job applicants.

Help reduce the probability that job applicants once recruited and selected will leave the

organization only after a short period of time.

Meet the organizations legal and social obligations regarding the composition of its workforce.

Begin identifying and preparing potential job applicants who will be appropriate candidates.

Increase organization and individual effectiveness of various recruiting techniques and sources for

all types of job applicants.

HR practices its function in each and every stages of recruitment. The process comprises five

interrelated stages, viz. (i) Planning, (ii) Strategy development, (iii) Searching, (iv) Screening, and (v)

Evaluation and control.

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The function of HR is to make the selection procedure an ideal one. The ideal recruitment programmed

is the one that attracts a relatively larger number of qualified applicants who will survive the screening

process and accept positions with the organization, when offered.

PURPOSE OF RECRUITMENT

The organization needs to communicate about the present vacancy with required skills and

abilities.

To get the best potential from the industry.

Increase the pool of candidate at minimum cost.

Helps to increase the success rate of selection process by reducing the number of visible

under qualified and over qualified job applicants.

Attract and encourage more and more candidates to apply in the organisation.

Create a talent pool of candidates to enable the selection of best candidates for the organisation.

Determine present and future requirements of the organization in conjunction with its personnel

planning & job analysis activities.

Recruitment is the process which links the employers with the employees.

Increase the pool of job candidates at minimum cost.

FACTOR GOVERNING RECRUITMENT

The recruitment function is governed by external and internal factors.

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EXTERNAL FACTORS

1. SUPPLY AND DEMAND OF LABOUR

If the demand for a particular skill is high relative to supply an extraordinary efforts is required

in recruitment process.

2. UNEMPLOYMENT RATE

If the unemployment rate in particular area is high then recruitment function is easy and wise.

3. LABOUR MARKET

Labour markets, human effort is made into a commodity which is bought and sold under term

which in law are deemed to constitute a contract.

4. POLITICAL AND LEGAL CONSIDERATION

According to this there no discrimination should be made in opportunity and work on the basis of

region, religion, caste, sex etc. The jobs should make reserved for schedule caste and schedule

tribe.

Prohibition on child labour etc

5. COMPANY‘S IMAGE

It is a representation in which company creates about itself with the help of advertising.

Example-: It is a opinion of consumers, clients, partners and public about the prestige of the

company quality of its goods and services , reputation of heads of the company.

Company‘s image is defined to be appealing to the public so that company can spark on interest

among consumer, create share of mine, general brand equity and thus facilitate product.

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INTERNAL FACTORS

1. RECRUITMENT POLICIES

Company has to make decision on internal v/s external recruitment. Another related policy is to

fill the vacancies either through temporary employees or part time employee.

In MNCs there is a policy related to the recruitment of local citizen as it is a legal obligation on

them as well as local citizen can understand local languages, customs and business practices in a

better manner.

2. HUMAN RESOURCE PLANNING

Human Resource is an important corporate asset and the overall performance of the companies depends

upon the way it is put to use. In order to realize company objectives, it is essential to have a human

resource plan.

Human resource planning is essentially the process of getting the right number of qualified people into

the right job at the right time so that the organization can meet its objectives. It is the system of

matching the supply of people with opening the organizational expects over a given time of frame.

Human resource planning is a forward looking function. It tries to assess human resource requirements

in advance keeping the production schedules, market fluctuations, demand forecasts etc in the

background.

Human resource planning is the integral part of a overall corporate plan and reflects the broad thinking

of management about the manpower needs within the organization.

Sources of Recruitment

Every organization has the option of choosing the candidates for its recruitment processes from

two kinds of sources: internal and external sources. The sources within the organization itself

(like transfer of employees from one department to other, promotions) to fill a position are

known as the internal sources of recruitment. Recruitment candidates from all the other sources

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(like outsourcing agencies etc.) are known as the external sources of the recruitment

Internal sources of recruitment

Some Internal Sources Of Recruitments are given below:

1. Transfer

The employees are transferred from one department to another according to their efficiency and

experience.

2.Promotion

The employees are promoted from one department to another with more benefits and greater

responsibility based on efficiency and experience.

3. Others are Upgrading and Demotion of present employees according to their performance.

4. Retired and Retrenched employees may also be recruited once again in case of shortage of

qualified personnel or increase in load of work. Recruitment such people save time and costs of

the organizations as the people are already aware of the organizational culture and the policies

and procedures.

5. The dependents and relatives of Deceased and Disabled employees are also done by many

companies so that members of the family do not become dependent on the mercy of others.

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EXTERNAL SOURCE OF RECRUITMENT

1.Press Advertisements

Advertisements of the vacancy in newspapers and journals are a widely used source of

recruitment. The main advantage of this method is that it has a wide reach.

2.Education Institutes

various management institutes, engineering colleges, medical Colleges etc. are a good source of

recruiting well qualified executives, engineers, medical staff etc. They provide facilities for

campus interviews and placements. This source is known as Campus Recruitment.

3.Recruitment Agencies

several private consultancy firms perform recruitment functions on behalf of client companies by

charging a fee. These Agencies are particularly suitable for recruitment of executives and

specialists. It is also known as RPO (Recruitment Process Outsourcing)

Today, the recruitment process has become so complex that normally, no business firm chooses

to handle it directly. They hire recruitment agencies. That is why the recruitment agency has

become a major institution in the field of recruitment.

The recruitment agency relationship is a very crucial aspect of advertising jobs. Only when the

recruitment agency work in close contact and collaborate with each other only then the

recruitment process can be carried out effectively and successfully. The employer company and

the agency must work together in job advertisement. It is essential that the recruitment agency

have all the relevant information about the firm, its products and markets, the consumer, the

competition and the channels.

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The recruitment agency have a correct idea of the marketing and communication objectives of

their client firms that what they are looking for. In the modern context, just knowledge of

advertising jobs is not sufficient for a recruitment agency to succeed. It must have a

comprehensive understanding of all the aspects of marketing and recruitment. That‘s why

recruitment agency acquires more and more professional expertise, again, not merely in

advertising-related matters, but also in all aspects of recruitment. They appreciate that advertising is a

method of recruitment

4. Employee exchange

Government establishes public employment exchanges throughout the country. These exchanges

provide job information to job seekers and help employers in identifying suitable candidates. National

Employment Service or Employment Exchange, operated by the Directorate General of Employment and

Training, Ministry of Labour, runs over 900 Employment Exchanges in order to bring about a better

matching of the demand for, and the supply of work opportunities. Job seekers register themselves with

these Employment Exchanges and get notified as soon as any vacancy in the Government sector matches

their desired profile.

According to the Employment Exchanges (Compulsory Notification of Vacancies) Act, 1959 in

any State or area thereof, the employer in every establishment in public sector in that State or

area shall, before filling up any vacancy in any employment in that establishment, notify that

vacancy to such employment exchanges as may be prescribed.

Employment Exchanges play a significant role in assisting the youth in finding employment in

paid jobs. They also assist them in starting Self-Employment Ventures through Vocational

Guidance activities. Registering the applications of job-seekers and notifying them about

vacancies, collection and dissemination of Employment Market Information, Vocational

Guidance to students and the youth are the major functions of Employment Exchanges.

5.Laborcontractors

Manual workers can be recruited through contractors who maintain close contacts with the

sources of such workers. This source is used to recruit labor for construction jobs.

The contractor is required to pay wages and a duty is cast on him to ensure disbursement of

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wages in the presence of the authorised representative of the Principal Employer. In case of

failure on the part of the contractor to pay wages either in part or in full, the Principal

Employer is liable to pay the same. In case the contract labour perform same or similar kind

of work as regular workmen, they will be entitled to the same wages and service conditions

as regular workmen as per the Contract Labour Central Rules, 1971.

6. Unsolicited applicants

Many job seekers visit the office of well-known companies on their own. Such callers are

considered nuisance to the daily work routine of the enterprise.

RECRUITMENT PROCESS

The recruitment process comprises of 5 interrelated steps:

Planning

Strategy

Searching

Screening

Evaluation and control.

The ideal recruitment program is one that attracts relatively larger no. of qualified applicants

who will survive the screening process and accept the positions with the organization when offer.

FLOW DIAGRAM OF RECRUITMENT

Personnel planning

Job analysis

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Recruitment planning

- Number

- type

Strategic development

Applicant population

Searching application

- Source

- message

Applicant pool

Screening

Potential hires

Evaluation and control

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1) RECRUITMENT PLANNING:

The first stage in the recruitment process is planning. Planning involves the translation of likely

job vacancies and information about the nature of these jobs into set of objectives or targets that

specify the (1) Numbers and (2) Types of applicants to be contacted

A: NUMBER OF CONTACTS

Organization, nearly always, plan to attract more applicants than they will hire. Some of those

contacted will be uninterested, unqualified or both. Each time a recruitment Programme is

contemplated, one task is to estimate the number of applicants necessary to fill all vacancies with

the qualified people

Organization always plan to attract more applicants than they‘ll hire . some of those contacted

will be uninterested , unqualified or both . in a recruitment program one important task is to

estimate the number of applicants necessary to fill vacancies with qualified people.

Companies calculate the yield ratios which express the relationship between applicant inputs to

outputs at various decision points.

B: TYPES OF CONTACT

It refers to the type of people to be informed about the job openings . these details are available

through job description and job specification. It is basically concerned with the types of people to

be informed about job openings. The type of people depends on the tasks and responsibilities

involved and the qualifications and experience expected. These details are available through job

description and job specification

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2) STRATEGY DEVELOPMENT:

When it is estimated that what types of recruitment and how many are required then one has

concentrate in (1). Make or Buy employees. (2). Technological sophistication of recruitment and

selection devices. (3). Geographical distribution of labour markets comprising job seekers. (4).

Sources of recruitment. (5). Sequencing the activities in the recruitment process.

INTERNAL RECRUITMENT

a. Present employees-

Promotion and transfer from among the present employees can be agood source of recruitment.

The present employees can also be recruited internally through the job posting which means

notifying or announcement and inviting employees to apply.

b. Employee referrals

Employee referral is an internal recruitment method employed by organizations to identify

potential candidates from their existing employees' social networks. An employee referral

scheme encourages a company's existing employees to select and recruit the suitable candidates

from their social networks. As a reward, the employer typically pays the referring employee a

referral bonus. Recruiting candidates using employee referral is widely acknowledged as being

the most cost effective and efficient recruitment method to recruit candidates and as such,

employers of all sizes, across all industries are trying to increases the volumes they recruit

through this channel.

Proponents of employee referral schemes claim the benefits to be an improved candidate quality,

‗fit‘, and retention levels, while at the same time delivering a significant reduction in recruitment

expenditure. However, there are a number of potential drawbacks.

Former employees

Some retired employees or some people who left the company for some reason may willing to

come back on work with the help of former employee method of recruitment.

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Advantage

With this source the performance of the employees is already known.

Time saving

Disadvantage

Pay more as the employees are highly skilled.

c. Previous applicants

The applicants who have applied previously or who were on hold get the chance to get recruited

easily.

EXTERNAL RECRUITMENT

A. ADVERTISEMENT

Advertising is a form of communication used to persuade an audience (viewers, readers or

listeners) to take some action with respect to products, ideas, or services. Most commonly, the

desired result is to drive more n more applicants, although political and ideological advertising is

also common. Advertising messages are usually paid for by sponsors and viewed via various

traditional media; including mass media such as newspaper, magazines, televsion commercial,

radio advertisement, outdoor advertising or direct mail; or new media such as websites and text

messages.

B. EMPLOYEMENT EXCHANGE

These are government bodies under an act. It is the responsibility of organization to register the

vacancies in the nearest employement exchange so that a link is made between the employers

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and the job seekers.

Employement exchange have been set all over the country under employement exchange act 19.

The act applies to all industrial establishments having 25 or more employees. It requires the

organization to notify the vacancies before they atre filled. A major function of exchange atre to

increase the pool of applicants and to preliminary screening.

C. CAMPUS RECRUITMENT

Campus placement or campus interview is the program conducted within educational institutes

or in a common place to provide jobs to students pursuing or in the stage of completing the

programme. In this programme, industries visit the colleges to select qualified students.

RECRUITMENT STRATEGIES

Recruitment is of the most crucial roles of the human resource professionals. The level of

performance of and organization depends on the effectiveness of its recruitment function.

Organizations have developed and follow recruitment strategies to hire the best talent for their

organization and to utilize their resources optimally. A successful recruitment strategy should be

well planned and practical to attract more and good talent to apply in the organization for

formulating an effective and successful recruitment strategy, the strategy should cover the

following elements:

Identifying and prioritizing jobs

Recruitment keeps arising at various levels in every organization; it is almost a never-ending

process. It is impossible to fill all the positions immediately. Therefore, there is a need to identify

the positions requiring immediate attention and action. To maintain the quality of the recruitment

activities, it is useful to prioritize the vacancies whether to focus on all vacancies equally or

focusing on key jobs first.

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Candidates to target the recruitment process can be effective only if the organization completely

understands the requirements of the type of candidates that are required and will be beneficial for

the organization. This covers the following parameters as well:

Performance level required: Different strategies are required for focusing on hiring high

performers and average performers.

Experience level required: the strategy should be clear as to what is the experience level required

by the organization. The candidate‘s experience can range from being a fresher to experienced

senior professionals.

Category of the candidate: the strategy should clearly define the target candidate. He/she can be

from the same industry, different industry, unemployed, top performers of the industry etc.

SOURCE ACTIVATION

Typically sources and search methods are activated once the line manager or HR manger has

verified that vacancy does exist or will exist within the organization in near future. Typically,

sources and search methods are activated by the issuance of an employee requisition. This

means that no actual recruiting takes place until lone managers have verified that vacancy does

exist or will exist.

If the organization has planned well and done a good job of developing its sources and search

methods, activation soon results in a flood of applications and/or resumes.

The application received must be screened. Those who pass have to be contacted and invited

for interview. Unsuccessful applicants must be sent letter of regret.

SELLING

A second issue to be addressed in the searching process concerns communications. Here,

organization walks tightrope. On one hand, they want to do whatever they can to attract desirable

applicants. On the other hand, they must resist the temptation of overselling their virtues.

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In selling the organization, both the message and the media deserve attention. Message refers to

the employment advertisement. With regards to media, it may be stated that effectiveness of any

recruiting message depends on the media. Media are several-some have low credibility, while

others enjoy high credibility. Selection of medium or media needs to be done with a lot of care

Ads should be formed with 4 aspects

A-Attention

I-Interest

D-Desire

A-Action

The recruitment ad should be made in such a manner that it grasp the attention of the applicant in

the first look and then create interest in them for that ad. This interest should be so much intense

that it creates a desire to know more about the job and finally the action i.e the person finaaly

apply for the job. In this way the pool of applicants increase.

SCREENING

Screening of applicants can be regarded as an integral part of the recruiting process, though

many view it as the first step in the Selection process. Even the definition on recruitment, we

quoted in the beginning of this chapter, excludes screening from its scope. However, we have

included screening in recruitment for valid reasons. The selection process will begin after the

applications have been scrutinized and short-listed. Hiring of professors in a university is a

typical situation. Application received in response to advertisements is screened and only eligible

applicants are called for an interview. A selection committee comprising the Vice- chancellor,

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Registrar and subject experts conducts interview. Here, the recruitment process extends up to

screening the applications. The selection process commences only later.

A. Screening Resumes/Curricula Vitae

Prior to reviewing resumes or curricula vitae, search committees should determine the criteria

they will use to screen applicants based on the qualifications specified in the position

announcement.

The following tips help ensure a fair screening process:

Assign several committee members to screen application materials

Create a well-documented screening process in which each applicant‘s qualifications are

compared with the qualifications specified in the position announcement

A screening matrix which charts each applicant‘s qualifications vis-à-vis the requisite and

desired qualifications allows the search committee to compare each applicant‘s qualifications at a

glance

Select a short list of applicants to recommend for interviews

Telephone interviews may be used as a screening tool to determine or clarify whether

applicants meet the requisite and desirable qualifications

B. Best Practices to Enhance Equal Employment Opportunity, Diversity and Affirmative

Action

Be knowledgeable about personal biases that might influence perceptions about applicants

Assess ways the applicants will bring rich experiences and diverse backgrounds and

ideology to the university community

Screen applicants to be inclusive rather than for the sole purpose of narrowing the

applicant pool

Refrain from assessing applicant qualifications based on a single standard

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C. Preparing the Pre-Interview Report

Once the search committee has screened the applications and has determined which candidates

they would like to interview, the search committee chair or administrative support person

initiates the form requesting permission to conduct interviews.

EVALUATION AND CONTROL

It is necessary as a considerable cost are incurred in the recruitment process such as-

1. Salaries for recruiters.

2. Management and professional time spent on preparing job description, job specifications,

advertisements, agency liaison and so forth.

3. The cost of advertisements or other recruitment methods, that is, agency fees.

4. Recruitment overheads and administrative expenses.

5. Costs of overtime and outsourcing while the vacancies remain unfilled.

6. Cost of recruiting unsuitable candidates for the selection process.

Evaluation of recruitment process:

The recruitment has the objective of searching for and obtaining applications for job seekers in

sufficient number and quality. Keeping this objective in the mind, the evaluation might include:

1. Return rate of application sent out.

2. Number of suitable candidates for selection.

3. Retention and performance of the candidates selected.

4. Cost of the recruitment process

5. Time lapsed data

6. Comments on image projected.

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Evaluation and control serve as a monetary step in the recruitment process which help in

selecting the best candidate for the job.

Where the recruitment process ends selection process came into action.

SELECTION

Selection is the process of picking up the individual with requisites qualifications and competence

to fill jobs in the organizations.

Selection is the process of differentiating between the applicants in order to identify and hire those with

a greater likelihood of success in a job.

Recruitment and selection are the two crucial steps in hr process , however there is a fine distinction

between the two steps. While recruitment refers to the process of encouraging and identifying the

prospective employees to apply for the job, selection is concerned with picking a right candidate from

the pool of applicants. Thus recruitment is positive in it‘s approach and selection is negative in it‘s

approach.

Selection Process

Selection is a long process, commencing from the preliminary interview of the applicants and ending

with the contract of employment. Fig. shows the generalized selection process. In practice, the process

differs among organizations and between two different jobs within the same organization. Selection

procedure for senior managers will be long-drawn and rigorous, but it is simple and short while hiring

shop-floor workers.

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Selection procedure:

The procedure of selection varies from organization to organization, department to department

within the same organization. Even the number of the steps and sequence of the steps also varies. The

selection procedure is designed in such a manner that it suits the requirements

Model for the selection process:

Below is the process of the selection procedure:

Preliminary interview

Receiving applications

Screening of applications

Employment tests

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Selection procedure is concerned with securing relevant information about the applicant. This

information is secured in number of steps. The objective of selection process is to determine

whether an applicant meets the qualifications for a specific job and to choose the applicant who

is most likely to perform well in that job

Employment interview

Reference checking

Medical examination

Final selection

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The hiring procedure is not a single act but it is essentially a series of methods by which

additional information is secured about the applicant. At each stage facts, which came to light,

make the acceptance or rejections of the candidate clear.

The selection process consists of various steps. At each stage facts may come to light which may

lead to rejection of the applicant. Steps involved in the selection are:

Preliminary interview: - Initial screening is done to weed out totally

undesirable/unqualified candidates at the outset. It is essentially a sorting process in

which prospective candidates are given necessary information about the nature of the job

and the organization.

Application blank: - Application form is a traditional and widely used device for

collecting information from candidates. The application form should provide all the

information relevant to selection.

Selection test: - Psychological are being increasingly used in employee selection. A test is

sample of some aspects of an individual‘s attitude, behaviour and performance. It also

provides systematic basis fro comparing the behaviour, performance and attitudes of two

persons.

Employment interview: - An interview is a conversation between two persons. In

selection it involves a personal, observational and face to face appraisal of candidates for

employment.

Medical examination: - Applicants who have crossed the above stages are sent for a

physical examination either to the company‘s physician or to a medical officer approved

for the purpose.

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Reference checks: - The applicant is asked to mention in his application form the names

and addresses of two or three persons who know him well.

Final approval: - The shortlisted candidates by the department are finally approved by the

executives of the concerned department. Employment is offered in the form of

appointment letter mentioning the post, the rank, the grade, the date by which the

candidate should join and other terms and conditions in brief.

Significance of selection

Scientific selection of personnel will go a long way towards building up a stable work-force. It

will keep the rates of absenteeism and labour turnover up a stable workforce. It will keep the

rates of absenteeism and labour turnover low and will increase the morale of the employees. If

the employees are suitable according to the requirements of the jobs they will show higher

efficiency and productivity. This will also enable the organization to achieve its objectives

effectively.

The benefits of selection right kinds of people for various jobs are as follow:-

a. Proper selection and placement of personnel go long way towards building up a stable work

force. It will keep the rates of absenteeism and labour turnover low.

b. Competent employees will show higher efficient and enable the organization to achieve its

objective effectively.

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c. The rate of industrial accidents will be considerable low if suitable employees are placed on

various jobs.

d. When people get jobs of their taste and choice, they get higher job satisfaction. This will build

up a contended workforce for the organization.

e. The morale of the employees who are satisfied their jobs is often high.

Recent trends in recruitment

The following trends are being seen in recruitment

Outsourcing

The term outsourcing is used inconsistently. Outsourcing is often viewed as involving

the contracting out of a business function - commonly one previously performed in-house - to an

external provider. In this sense, two organizations may enter into a contractual agreement

involving an exchange of services and payments. Of recent concern is the ability of businesses to

outsource to suppliers outside the nation, sometimes referred to as off shoring or offshore

outsourcing (which are odd terms because doing business with another country does not mean

you have to go offshore. In addition, several related terms have emerged to grasp various aspects

of the complex relationship between economic organizations or networks, such as near

shoring, multisourcing and strategic outsourcing.

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Organizations that outsource are seeking to realize benefits or address the following issues:

Cost savings — The lowering of the overall cost of the service to the business. This will

involve reducing the scope, defining quality levels, re-pricing, re-negotiation, and cost re-

structuring. Access to lower cost economies through offshoring called "labor arbitrage"

generated by the wage gap between industrialized and developing nations.

Focus on Core Business — Resources (for example investment, people, infrastructure)

are focused on developing the core business. For example often organizations outsource their IT

support to specialized IT services companies.

Cost restructuring — Operating leverage is a measure that compares fixed costs to

variable costs. Outsourcing changes the balance of this ratio by offering a move from fixed to

variable cost and also by making variable costs more predictable.

Improve quality — Achieve a steep change in quality through contracting out the service

with a new service level agreement.

Knowledge — Access to intellectual property and wider experience and knowledge.

Contract — Services will be provided to a legally binding contract with financial

penalties and legal redress. This is not the case with internal services.

Operational expertise — Access to operational best practice that would be too difficult or

time consuming to develop in-house.

Numerous organizations have now embraced the thought that outsourcing is a good deal more

affordable that getting to manage a task or portion of the enterprise in-residence. This is

specifically so if the jobs are not actually regular.

As a outcome numerous Business Method Outsourcing organizations have emerged supplying

various remedies to various kinds of problems. Some of these specialize in quick expression

bargains and some with long phrase. No issue what there has to be a task outsourcing scorecard

as lengthy as part of the enterprise is outsourced. This is to make certain that the sort of support

delivered is at par with what is anticipated.

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Outsourcing image

The scorecard is a necessity that allows professionals to see the health of the enterprise at a

glance. Once more it is a management tool employed to generate overall performance across the

floor down to the rank and file staff. The scorecard is comprised of metrics that professionals

measure and these amounts represent the overall efficiency of the company. These figures are

put on a sheet that managers phone a dashboard. Just like a dashboard in a automobile things are

straightforward to reach. In a scorecard professionals can easily see what location has an chance

what places are excellent and what areas are truly struggling. With these measurements managers

can allocate sufficient sources to modify performance and increase sales or company

profitability.

E-Recruitment

Many big organizations use Internet as a source of recruitment. E-recruitment is the use of

technology to assist the recruitment process. They advertise job vacancies through worldwide

web. The job seekers send their applications or curriculum vitae i.e. CV through e mail using the

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Internet. Alternatively job seekers place their CV‘s in worldwide web, which can be drawn by

prospective employees depending upon their requirements.

E-recruitment or recruitment is the process of personnel recruitment using electronic resources,

in particular the internet. Companies and recruitment agents have moved much of their

recruitment process online so as to improve the speed by which candidates can be matched with

live vacancies. Using database technologies, and online job advertising boards and search

engines, employers can now fill posts in a fraction of the time previously possible. Using an

online e-Recruitment system will save the employer time as usually they can rate the eCandidate

and several persons in HR can independently review eCandidates.

Internet, which reach larger number of people and can get immediate feedback become the major

source of potential job candidates and well known as online recruitment or E-recruitment.

However, It may generates many unqualified candidates and may not increase the diversity and

mix of employees.

In terms of HRM, the internet has radically changed the recruitment function from the

organizational and job seekers' perspective. Conventional methods of recruitment processes are

readily acknowledged as being time-consuming with high costs and limited geographic reach.

However, recruitment through World Wide Web (WWW) provides global coverage and

easiness. Likewise, the speedy integration of the internet into recruitment processes is primarily

recognized due to the internet's unrivalled communications capabilities, which enable recruiters

for written communications through e-mails, blogs and job portals.

The two kinds of e- recruitment that an organization can use is –

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Online recruitment techniques

Giving a detailed job description and job specifications in the job postings to attract

candidates with the right skill sets and qualifications at the first stage.

E-recruitment should be incorporated into the overall recruitment strategy of the

organization.

A well defined and structured applicant tracking system should be integrated and the

system should have a back-end support.

Along with the back-office support a comprehensive website to receive and process job

applications (through direct or online advertising) should be developed.

Therefore, to conclude, it can be said that e-recruitment is the ―Evolving face of recruitment

In the era of globalization anyone who is interested in corporate world is aware of these sites.

Using internet prospective applicants could search for positions in which they were interested.

Contact with employers directly is viable. Feasibility of email overruled the use of telephone, fax

or mail and the companies started accepting application through email. Today Organizations

have their own sites or job postings are given in the placement sites. Again the candidates can

visit the sites, post resume, contact the company directly without any delay. All these are just one

‗click‘ away. E-recruitment is a tool for many employers to search for job candidates and for

applicants to look for job. Recent trend of recruitment is e-recruitment or the internet recruitment

or on-line recruitment, where the process of recruitment is automated. E-recruitment simply

means the recruitment process through internet. Various methods can be used for it.

Methods of e-recruitment are many, among those the important ones are-

● Job boards: These are the places where the employers post jobs and search for candidates.

Candidates become aware of the vacancies. One of the disadvantages is, it is generic in nature.

Special skill candidates to be searched by certain job boards.

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● Employer web sites: These sites can be of the company owned sites, or a site developed by

various employers. For an example, Directemployers.com is the first cooperative, employer-

owned e-recruiting consortium formed by Direct Employers Association. It is a non profit

organization formed by the executives from leading U.S corporations. Press release by Recruiters

Network (February 20, 2003) showed the site has 98 members approximately 45 percent of

which are Fortune 500 companies.

● Professional websites: These are for specific professions, skills and not general in nature. For

an example, for HR jobs Human Resource Management sites to be visited like www.shrm.org.

The professional associations will have their own site or society.

The secret of e-recruitment gaining popularity in a short time span. The advantages are:

● Cost efficient: Advertisements in internet when compared to newspaper, magazines, and

employment agencies is considerably cheap. As in the other sources continuously one has to

revise the advertisement, for example a company wanted their ad to appear on every Sunday for

a month thus was suppose to pay for four advertisements. But for internet it is not applicable.

● Time saving device: Time to deliver; to communicate is minimized by this. Response is direct

and immediate without any delay. Beforehand the postal services, fax was one way

communication and was time consuming. Phones provided two way communications but resume

management, communicating worldwide were not possible.

● Widens the search: In the era of globalization the reach cannot be restricted at one place. It

provides global reach that also within a fraction of second. Truly the process supports the

definition of recruitment by creating a vast pool of potential candidates.

● Provides clarity: Advertisements in employment news, other newspapers, magazines will

have word limit, thus sometimes is misinterpreted. For an example a company advertisement

announced vacancy for computer skilled person which was interpreted as MIS job which was

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rather a job for computer skilled receptionist. The advertisement was not clear enough to explain

the full profile. In internet the word limitation is not there, the idea, opinion, profile can be

expressed as anyone like.

● Scope for better match: Information in detail is provided with clarity therefore suitable

candidate match is possible. The search is widened link with other websites are possible, these

attracts the candidates and after the job profile matches, the candidates apply.

● Standardization: The information of the candidates are collected in a standard format. Beside

collecting the data it also consolidates information received from various sources.

● Reservoir: It acts as the reservoir of information. From the job profile to candidate profile is

available along with past applicant data.

● Lessen paper work: As the data collection, filing, administrative work are done electronically

thus paper work or documentation has been lessened.

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RECRUITMENT PROCEDURE IN LEMON TREE

(A)Employee Referral Scheme

Employee referral is an internal recruitment method employed by organizations to identify

potential candidates from their existing employees' social networks. An employee referral

scheme encourages a company's existing employees to select and recruit the suitable candidates

from their social networks. As a reward, the employer typically pays the referring employee a

referral bonus. Recruiting candidates using employee referral is widely acknowledged as being

the most cost effective and efficient recruitment method to recruit candidates and as such,

employers of all sizes, across all industries are trying to increases the volumes they recruit

through this channel.

Proponents of employee referral schemes claim the benefits to be an improved candidate quality,

‗fit‘, and retention levels, while at the same time delivering a significant reduction in recruitment

expenditure. However, there are a number of potential drawbacks. One of the greatest concerns

tends to be that relying too heavily on employee referrals could limit diversity in the workplace,

with new staff recruited in the likeness of existing employees. But, provided that there is already

a diverse workforce in place this ceases to be such an issue.

Employee referral scheme‘s allows existing employees to screen, select and refer only the best

candidates to the recruitment process. This eliminates the often considerable cost of third parties

service providers who would have previously conducted the screening and selection process

The costs of operating an employee referral scheme extends to the cash bonus paid to employees

and internal promotion and administration, the total of which is considerably lower than the

expense of recruiting using traditional recruitment consultants, headhunters and online

recruitment methods

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As candidate quality improves and interview to job offer conversion rates increase the amount of

time spent interviewing decreases meaning the company‘s Human Resources headcount can be

streamlined and be used more efficiently. Marketing and advertising spend decreases as existing

employees‘ source potential candidates from the existing personal networks of friends, family,

acquaintances and associates.

The opportunity to improve candidate quality, ‗fit‘, and retention levels, while at the same time

significantly reduce recruitment expenditure has seen the emphasis employers place on

increasing the volume of recruits by employer referral increase dramatically. However, there are

number of obstacles to achieving the desired increase:

An employee‘s social network is limited – only a small proportion of the network may be

suitable for referral

Recruiting from an employee‘s limited social network may compromise the diversity of

the workforce

Actively referring candidates increases an employee‘s workload and may be detrimental

to their main responsibilities

The best and most relevant candidates may not be acquainted with an existing employee

of the company and therefore cannot be recruited via the referral scheme

An employee referral scheme is only as good as the volume and quality of candidates applying

through the channel.

(B)Job Rotation

This approach allows the manger to operate in diverse roles and understand the different issues

that crop up. If someone is to be a corporate leader, they must have this type of training. A recent

study indicated that the single most significant factor that leads to leader‘s achievement was the

variety of experiences in different departments, business units, cities, and countries.

An organized and helpful way to develop talent for the management or executive level of the

organization is job rotation. It is the process of preparing employees at a lower level to replace

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someone at the next higher level. It is generally done for the designations that are crucial for the

effective and efficient functioning of the organization.

Benefits of Job Rotation

Some of the major benefits of job rotation are:

It provides the employees with opportunities to broaden the horizon of knowledge, skills,

and abilities by working in different departments, business units, functions, and countries

Identification of Knowledge, skills, and attitudes (KSAs) required

It determines the areas where improvement is required

Assessment of the employees who have the potential and caliber for filling the position

(c) Advertising media

Advertising is a form of communication used to persuade an audience (viewers, readers or

listeners) to take some action with respect to products, ideas, or services. Most commonly, the

desired result is to drive more n more applicants, although political and ideological advertising is

also common. Advertising messages are usually paid for by sponsors and viewed via various

traditional media; including mass media such as newspaper, magazines, television commercial,

radio advertisement, outdoor advertising or direct mail; or new media such as websites and text

messages.

Advertising is one of the oldest forms of public announcement and occupies a vital position in an

organization's product mix

To advertise means to inform. However, advertising does not end with the flow of information

alone. It goes further to influence and persuade people to take a desired action.

There are 2 types of ads- blind ad and want ad.

Blind ad is that in which company‘s name is not clear . it is basically for high level jobs as the

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high level job seekers don‘t have risk of job and it‘s security. And secondly company don‘t want

to disclose the requirement in front of present high level employees.

A blind ad is one which does not reveal the identity of the advertiser. There are essentially two

kinds of blind ads. Agencies sometimes use blind ads as a gimmick to arouse the curiosity of the

audience. It arouses curiosity because the audience will not be aware of the target of the ad.

Agencies will run this kind of ad for a few days before revealing the client and the product.

The other kind of blind ad is the one that is used by advertisers in classifieds. In order to contact

the advertiser the individual will have to drop a letter at an anonymous post box number. This ad

is adopted to protest the identity of the advertiser. A variation of the blind ad has been used as a

revenue model by various websites who specialize as a market place. If it is a networking site,

they will post the profiles of individuals without giving out the contact details.

Labor contractors

Manual workers can be recruited through contractors who maintain close contacts with the

sources of such workers. This source is used to recruit labor for construction jobs. The contractor

is required to pay wages and a duty is cast on him to ensure disbursement of wages in the

presence of the authorised representative of the Principal Employer. In case of failure on the part

of the contractor to pay wages either in part or in full, the Principal Employer is liable to pay the

same. In case the contract labour perform same or similar kind of work as regular workmen, they

will be entitled to the same wages and service conditions as regular workmen as per the Contract

Labour Central Rules, 1971.

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CHAPTER: 7

TRAINING AND DEVELOPMENT IN HOTELS AND

RESORTS

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TRAINING AND DEVELOPMENT PROGRAMMES IN

LEMON TREE HOTELS

TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that

randomness is reduced and learning or behavioural change takes place in structured format.

Training and development relates to the development and growth of the employees in an

organization through systematic process. This development is future oriented and prepares

managers for a career of valuable contribution to the employees. It helps in the development of

the intellectual, managerial and people management skills of managers. It trains managers to

understand and analyze different situations, and to arrive at and implement the correct solutions.

Management development is a key component of an organization‘s efforts to prepare its

employees to successfully handle new challenges. It helps managers to understand new cultures

and customs that have become integral part of global market. It helps managers equip themselves

with the latest technologies, tools and techniques for improved quality and performance.

DEFINITION OF TRAINING & DEVELOPMENT:

―Training is the sort term process utilizing a systematic and organizes procedure by which non

managerial personnel learn technological knowledge and skills for definite purpose.‖

Training is a short term process utilizing a systematic and organized procedure by which non

managerial person acquire technical knowledge and skill for a definite purpose. It refers to

instruction in technical and mechanical operation like operation of some machines. It is designed

primarily for non managers, short duration and specific job related purposes.

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―Development is long term education process utilizing a systematic an organize procedure by

which managerial personnel learn conceptual and theoretical knowledge for general purpose.‖

In contrast a development is a long term process utilizing a systematic and organized procedure

by which managerial personnel get conceptual and theoretical knowledge it is not technical

knowledge or skills but philosophical theoretical educational concept. It is considered more

general than training and more oriented to individuals needs in addition to organized needs and

it is most often aimed towards management people. Usually the intent of development is to

provide knowledge and understanding function more effectively such as problem solving

decision making and relating to people.

Successful candidate placed on the job need training to perform their duties effectively. Workers

must be trained to operate machines, reduce scrap and avoid accidents. It is not only the workers

who need training. Another component of a training and development programme is

development which is less skill oriented but stresses on knowledge about business environment,

management principles and technique, human relations, specific industry analysis and the like is

useful for better management of a company. Supervisors, managers and executives also need to

be developed in order to enable them to grow and acquire maturity of though and action.

Training and development constitute an ongoing process in an organisation. In simple terms,

training and development refer to the importing of specific skills abilities and knowledge to an

employee.

The systematic development of the knowledge, skills and attitudes required by an individual to

perform adequately a given task or job. Training refers to efforts that help enhance employee

skills for carrying out the present job. According to Edwin B Flippo, training is the act of

increasing knowledge and skills of an employee for doing a particular job.

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Study programs ranges from the introductory where an individual learns the basics of

Scientology, to the advanced were individuals study the higher levels of scripture on their path to

advanced spiritual levels. Programs also exist for those who seek to become ministers and apply

the auditing technology to others as an auditor.

In every church of Scientology are special rooms where parishioners study the written works and

listen to tape recorded lectures of L. Ron Hubbard in a precise order. A Course Supervisor is

present in each course room to assist Scientologists to attain full understanding of the material

they are learning. The student finds out for himself that Scientology principles work. A Course

Supervisor does not teach, lecture or interpret in any way, but instead refers the individual to the

correct material if the student is experiencing difficulty. Because of the check sheets and

Supervisor‘s role, parishioners studying Scientology materials are able to proceed at their own

individual pace. The end result of auditor training is that an individual is able to minister auditing

to another person. In every church of Scientology around the world there is one passing

standard—a 100% perfect auditing session every time. Through Scientology training, that

standard is reached daily.

NEEDS FOR TRAINING & DEVELOPMENT:

Good communications and consultation are essential for efficient operation in any organization.

However, their impact is often diminished by a lack of skill or knowledge on the part of the

participants. It is important, therefore, to provide both managers and employees with training in

the skills and techniques required for communication and consultation.

Training can help employees better understand the information they are given and can encourage

them to play a fuller part in the way the organisation conducts its affairs. Training courses in

particular can be a useful way of giving employees factual information about their employment

because they necessarily include a substantial element of explanation and provide opportunities

for questions to be answered.

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Managers have an important role to play in communicating and consulting and good training can

enable them to:

Become more aware of the importance of good communication and consultation practice

Understand their roles and responsibilities as communicators

Support those who are less outspoken and improve their ability to communicate.

Training is particularly important for supervisors who have important communications

responsibilities but often limited experience. Communication and consultation skills should have

a place in any development programme for them as well as for other managers.

Trade unions should also ensure that they provide adequate training for their representatives to

enable them to take a full part in employee communications and consultation.

Wherever possible training should be participative and trainees should be encouraged to

exchange views, take part in discussions and share ideas and experiences. Such participation not

only makes for more effective training but also helps to foster the idea of employee involvement

which is an underlying principle of consultation and communication. It is good practice to

evaluate periodically the effectiveness of any training undertaken.

To improve the current job performance of employees

To familiarize employees with the policies and procedures of the organization.

To enhance the creativity, adaptability and versatility of the employees and to facilitate

learning at the work place.

To prepare employees for future job.

To change the skills, knowledge and attitudes of the employees on a permanent basis.

To help employees manage their careers.

To maintain knowledgeable work force.

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To gain competitive advantage through a knowledgeable work force.

To promote organizational growth through individual growth.

AREAS OF TRAINING:

Company policies and procedures

Human relations training

Skill based training

Problem solving training

PRINCIPLES OF TRAINING:

Motivation: As the effectiveness of an employee depends on how well he is motivated by

management, the effectiveness of learning also depends on motivation. The trainee will acquire a

new skill or knowledge thoroughly and quickly if he or she is highly motivated. Thus, the

training must be related to the desires of the trainee.

It has been found by various research studies that there is a relation between learning rapidly and

effectively and providing right information specifically, and as such the trainer should not give

excessive information or information that can be misinterpreted. The trainee also wants to learn a

new skill without much difficulty and without handing too much or receiving excessive

information or wrong type of progressive information. So, the trainer has to provide only the

required amount of progressive information specifically to the trainee.

The effectiveness of the trainee in learning new skills or acquiring new knowledge should be

reinforced by means of rewards and punishments. Punishments are also called negative

reinforcements. Management should take care to award the successful trainees.

A trainee should actively participate in the training programmes in order to make the learning

programme an effective one. Continuous and long practice is highly essential for effective

learning.

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It is not clear whether it is best to teach the complete job at a stretch or dividing the job into parts

and teaching each part at a time. If the job is complex and requires a little too long to learn, it is

better to teach part of the job separately and then put the parts together into an effective complete

job.

Difference: Individual training is costly, and group training is economically viable and

advantageous to the organization. But individuals very in intelligence and aptitude from person

to person. So the trainer has to adjust the training programme to the individual abilities and

aptitude.

THE TRAINING PROCEDURE:

One of the parts of this programme was the job instruction-training course, which was concerned

with how to teach? The training procedure discussed below is essentially an adoption of the job

instruction training course, which has been proved to have a great value.

Preparing the Instructor:

The instructor must know both the job to be taught and how to teach it. The job must be divided

into logical parts so that each can be taught at a proper time without the trainee-losing plan.

Know the job or subject he is attempting to teach,

Have the aptitude and abilities to teach,

Have willingness towards the profession,

Have a pleasing personality and capacity for leadership,

Have the knowledge of teaching principles and methods,

Be a permanent student, in the sense that he should equip himself with the latest

concepts and knowledge.

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Preparing the Trainee:

As in interviewing, the first step in training is to attempt to place the trainee at ease. Most people

are somewhat nervous when approaching an unfamiliar task.

Getting Ready to Teach: This stage of the programme is class hour Planning the programme.

Preparing the instructor’s outline.

Do not try to cover too much material.

Keep the sessions moving along logically.

Discuss each item in depth.

Repeat, but in different words.

Take the material from standardized texts when it is available.

Presenting the Operation:

There are various alternative ways of presenting the operation, viz., explanation, demonstration

etc. An instructor mostly uses these methods of explanation.

Explain the sequence of the entire job.

Do the job step-by-step according to the procedure.

Explain the step that he is performing.

Have the trainee explain the entire job.

Try out the Trainee’s Performance:

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As a Continuation of the presentation sequence given above, the trainee should be asked to start

the job or operative procedure.

Follow-up:

The final step in most training procedures is that of follow-up. When people are involved in any

problem or procedure

TRAINING AND HUMAN RESOURCE MGMT

The HR functioning is changing with time and with this change, the relationship between the

training function and other management activity is also changing. The training and

development activities are now equally important with that of other HR functions. Gone are the

days, when training was considered to be futile, waste of time, resources, and money. Now a day,

training is an investment because the departments such as, marketing & sales, HR, production,

finance, etc depends on training for its survival. If training is not considered as a priority or not

seen as a vital part in the organization, then it is difficult to accept that such a company has

effectively carried out HRM. Training actually provides the opportunity to raise the profile

development activities in the organization.

To increase the commitment level of employees and growth in quality movement (concepts of

HRM), senior management team is now increasing the role of training. Such concepts of HRM

require careful planning as well as greater emphasis on employee development and long term

education. Training is now the important tool of Human Resource Management to control the

attrition rate because it helps in motivating employees, achieving their professional and personal

goals, increasing the level of job satisfaction, etc. As a result training is given on a variety of

skill development and covers a multitude of courses.

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ROLE OF HRD PROFESSIONALS IN TRAINING

This is the era of cut-throat competition and with this changing scenario of business; the role of

HR professionals in training has been widened. HR role now is:

Active involvement in employee education

Rewards for improvement in performance

TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT

Traditional Approach – Most of the organizations before never used to believe in training. They

were holding the traditional view that managers are born and not made. There were also some

views that training is a very costly affair and not worth. Organizations used to believe more in

executive pinching. But now with the changing scenario the traditional approach seems to be

changing.

The modern approach of training and development is that Indian Organizations have realized the

importance of corporate training. Training is now considered as more of retention tool than a

cost. The training system in Indian Industry has been changed to create a smarter workforce and

yield the best results.

TRAINING AND DEVELOPMENT OBJECTIVES

Training objectives are one of the most important parts of training program. While some people

think of training objective as a waste of valuable time. The counterargument here is that

resources are always limited and the training objectives actually lead the design of training. It

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provides the clear guidelines and develops the training program in less time because objectives

focus specifically on needs. It helps in adhering to a plan.

Training objective tell the trainee that what is expected out of him at the end of the training

program. Training objectives are of great significance from a number of stakeholder

perspectives,

1.Trainer

2.Trainee

3.Designer

4. Evaluator

Trainer – The training objective is also beneficial to trainer because it helps the trainer to

measure the progress of trainees and make the required adjustments. Also, trainer comes in a

position to establish a relationship between objectives and particular segments of training.

Trainee – The training objective is beneficial to the trainee because it helps in reducing the

anxiety of the trainee up to some extent. Not knowing anything or going to a place which is

unknown creates anxiety that can negatively affect learning. Therefore, it is important to keep the

participants aware of the happenings, rather than keeping it surprise.

Secondly, it helps in increase in concentration, which is the crucial factor to make the training

successful. The objectives create an image of the training program in trainee‘s mind that actually

helps in gaining attention.

Thirdly, if the goal is set to be challenging and motivating, then the likelihood of achieving those

goals is much higher than the situation in which no goal is set. Therefore, training objectives

helps in increasing the probability that the participants will be successful in training.

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Designer – The training objective is beneficial to the training designer because if the designer is

aware what is to be achieved in the end then he‘ll buy the training package according to that

only. The training designer would then look for the training methods, training equipments, and

training content accordingly to achieve those objectives.

Furthermore, planning always helps in dealing effectively in an unexpected situation. Consider

an example; the objective of one training program is to deal effectively with customers to

increase the sales. Since the objective is known, the designer will design a training program that

will include ways to improve the interpersonal skills, such as verbal and non verbal language,

dealing in unexpected situation i.e. when there is a defect in a product or when a customer is

angry. Therefore, without any guidance, the training may not be designed appropriately.

Evaluator – It becomes easy for the training evaluator to measure the progress of the trainees

because the objectives define the expected performance of trainees. Training objective is an

important to tool to judge the performance of participants.

Generally line managers ask the personnel manager to formulate the training Policies. The

Personnel Manager formulates the following training objectives in keeping with the Company‘s

goals and objectives:

1. To prepare the employee both new and old to meet the present as well as the changing

requirements of the job and the organization.

2. To prevent obsolescence.

3. To impart the new entrants the basic knowledge and skill they need for an

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4. Intelligent performance of definite job.

5. To prepare employees for higher level tasks.

6. To assist employees to function more effectively in their present positions by exposing

them to the latest concepts, information and techniques and developing the skills they will need

in their particular fields.

7. To build up a second line of competent officers and prepare them to occupy more

responsible positions.

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DIFFERENCE BETWEEN TRAINING & DEVELOPMENT:

TRAINING DEVELOPMENT

It is a short term process

It utilizes systematic and organized

procedure

Managerial personnel acquire Skill of

training sub-ordinates.

Non Managerial personnel acquire

technical skill and knowledge for a definite

purpose

It is primarily related with the job and

technical skill learning

It is a long term process

It too utilizes systematic and organized

procedures

Managerial personnel get conceptual

and theoretical knowledge and skill or

managing. It is rarely used.

Non Managerial personnel acquire

technical skill and knowledge for a long term

purpose.

It is mainly useful for long term

management development process.

MEASURING TRAINING EFFECTIVENESS / IMPACT

Training can be measured in a variety of ways :

1. PRIOR TO TRAINING:

a. The number of people that say they need it during the needs assessment process.

b. The number of people that sign up for it.

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2. AT THE END OF TRAINING:

1. The number of people that attend the session.

2. The number of people that paid to attend the session.

3. Customer satisfaction (attendees) at end of training

4. Customer satisfaction at end of training when customers know the actual costs of the training.

5. A measurable change in knowledge or skill at end of training.

6. Ability to solve a "mock" problem at end of training.

7. Willingness to try or intent to use the skill/ knowledge at end of training.

3. DELAYED IMPACT (NON-JOB):

1) Customer satisfaction at X weeks after the end of training.

2) Customer satisfaction at X weeks after the training when customers know the actual costs of

the training.

3) Retention of Knowledge at X weeks after the end of training.

4) Ability to solve a "mock" problem at X weeks after end of training.

5) Willingness to try (or intent to use) the skill/ knowledge at X weeks after the end of the

training.

4. ON THE JOB BEHAVIOR CHANGE:

1. Trained individuals that self report the skill or knowledge on the job after the training (within

X months).

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2. Trained individuals who's managers report that they changed their behavior / used the skill or

knowledge on the job after the training (within X months).

3. Trained individuals that actually are observed to change their behavior / use the skill or

knowledge on the job after the training (within X months-report that they changed their

behavior/).

5. ON THE JOB PERFORMANCE CHANGE:

1. Trained individuals that self-report that their actual job performance changed as a result of

their changed behavior / skill (within X months).

2. Trained individuals who's manager's report that their actual job performance changed as a

result of their changed behavior / skill (within X months).

3. Trained individuals who's manager's report that their job performance changed (as a result of

their changed behavior / skill) either through improved performance appraisal scores or specific

notations about the training on the performance appraisal form (within X months).

FOUR-LEVEL MODEL FOR MEASURING TRAINING EFFECTIVENESS

One of the most popular methodologies for measuring training effectiveness was developed by

Donald Kirkpatrick. This model articulates a four-step process.

1. Level 1: Reactions.

At this level, we measure the participants‘ reaction to the program. This is measured through the

use of feedback forms (also termed as ―happy-sheets‖). It throws light on the level of learner

satisfaction. The analysis at this level serves as inputs to the facilitator and training administrator.

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It enables them to make decisions on continuing the programe, making changes to the content,

methodology, etc.

2. Level 2: Participant learning.

We measure changes pertaining to knowledge, skill and attitude. These are changes that can be

attributed to the training. Facilitators utilize pre-test and post-test measures to check on the

learning that has occurred. However, it is important to note that learning at this level does not

necessarily translate into application on the job.

Measuring the effectiveness of training at this level is important as it gives an indication about

the quantum of change vis-à-vis the learning objectives that were set. It provides critical inputs to

fine-tuning the design of the programe. It also serves the important aspect of being a lead

indicator for transfer of learning on to the job context.

3. Level 3: Transfer of learning.

At this level, we measure the application of the learning in the work context, which is not an easy

task. It is not easy to define standards that can be utilized to measure application of learning and

there is always this question that preys on the minds of various people: ‗Can all changes be

attributed to the training?‘ Inputs at this level can come from participants and their supervisors. It

makes sense to obtain feedback from the participants on the application of learning on the job.

This can be done a few weeks after the programe so that it gives the participants sufficient time

to implement what they have learnt. Their inputs can indicate the cause of success or failure;

sometimes it is possible that learning was good at level-2, but implementation did not happen

due to system-related reasons. It can help the organisation deal with the constraints posed by

systems and processes so that they do not come in the way of applying learning.

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4. Level 4: Results.

This measures effectiveness of the programe in terms of business objectives. At this level we

look at aspects such as increase in productivity, decrease in defects, cycle time reduction, etc.

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TRAINING PROGRAMS LEMON TREE HOTELS

To be world class training institute by creating learning aspirations and proving integrated and

providing integrated training services in exploration, production and management with global

presence. The details of various training modules conducted by different institutes for executives

and non- executives are given as under.

TRAINING PROGRAM:

1. INDUCTION TRAINING

The institute has a comprehensive training module of 52 weeks for the newly recruited graduate

trainees. The efforts have been made to design this training module focusing on overall

personality development of the newly recruited executives and socialize them in the parent

company. The various sub modules of induction training module are as under:

1. Orientation & Multi Disciplinary Theoretical Training (OMDTT)-6 Weeks:

This module covers:

1) Introduction to HOTELS industry

2) Organization set up of LEMON TREE HOTELS

3) Missions and objectives

4) Corporate planning of LEMON TREE HOTELS

5) LEMON TREE HOTELS past, present & future

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6) Welfare schemes in LEMON TREE HOTELS

7) International HOTELS scene

8) Communication skills & personality development

9) Introduction of role of various disciplines in LEMON TREE HOTELS viz. - Geology,

chemistry, geophysics, engineering, information technology, computer,

10) P&A. IR etc.

2. Multi Disciplinary Field Familiarization Training (MDFF)-5 Weeks:

This module covers exposure of the newly inducted trainees to the various field operations of

LEMON TREE HOTELS. They are provided both on the site exposure and field job related

theoretical inputs on following areas:

1) Introduction to exploration management

2) Exploitation of hydrocarbons

3) Introduction to drilling technology

4) Introduction to production technology

5) Introduction to technical services

6) General management

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3. Specialization Training (ST) – 6 weeks:

After completion of 6 weeks orientation & MDTT and 5 weeks MDFF, the participants are again

regrouped discipline –wise for the training in their discipline for an in depth understanding of the

core subject. In general these specialisation trainings are arranged disciplines-wise for the core

subject. In genera these specialisation training are arranged disciplines-wise at the LEMON

TREE HOTELS Delhi,Goa,Pune, Bangalore etc.

4. On job training (OJT) - 33 weeks:

In this module of 33 weeks trainees are put on the job at field installations/projects/processing plants etc.

for hands on experience and implement what they have learned during various modules of the training.

They are rotated in planned manner to various jobs one individual may required to handle when posted

permanently after completion of the training. It gives them lot of confidence in taking our responsibilities

of their assignment after completion of training.

5. Final Evaluation (FE)-2 weeks:

The trainees are evaluated through out the whole process of training separately for each sub-

module, LEMON TREE HOTELS conducts final evaluated for knowledge, skill and attitudinal

development and extra curricular activities. Based on this evaluation best G.T.s. are identified

and given various awards and trophies. These training modules are evaluated through project

work, group discussion , presentation whichever are feasible and conducting tests in process and

at the end of modules and whole GT programe. The faculty feedback for each faculty and end of

course feedback is taken and the record of feedback is maintained.

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2. ORIENTATION TRAINING

1. LEMON TREE HOTELS plans and develops orientation modules for the executives:

2. Who has risen from the rank

3. Promotes whose nature of job is quite different earlier

4. Laterally shifted from other disciplines

5. Inducted at higher levels

These are designed and conducted for these categories of employees to prepare them to take the

challenges of new assigned jobs. The duration of these programs ranges from one week to four

weeks. The modules are specifically designed to suite the job requirements and cover

introduction of petroleum sector in India & abroad, introduction of LEMON TREE HOTELS,

activities, specialization module of particular discipline, along with behavioral and attitudinal

inputs.

3. EXPLORATION TRAINING

The institute of management development plans and conducts training programs on all aspects of

exploration technology covering programs on geology, geophysics, well logging reservoir

engineering etc. the same of the programs organized by the institutes in petroleum exploration

are as under :

1) Genetic modeling of sedimentary basins.

2) Basin evaluation, geo-history

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3) Resource appraisal

4) Risk evaluation and delineation of exploration priorities

5) Petroleum economics

6) Advanced exploration management

7) Advance in statigraphy

8) Exploration contacts

9) Modern carbonate sedimentation

10) Advances in Seismic Processing, 3D seismic

11) Advances in Geo- Chemistry.

12) Advanced concepts in well logging

13) Reservoir management

14) Enhanced HOTELS recovery

15) Numerical reservoir simulation

16) Sand control etc.

4. PRODUCTION TECHNOLOIGY TRAINING

The institute designs and organizes training programs on all aspects of petroleum production

technology to meet the skill and knowledge requirement of the petroleum engineers of the

organization. The training modules in petroleum production technology are as under :

1) Basic Programs in Production Engineering

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2) High Pressure-High Temperature Well Operations

3) Well Completion and Work Over Problems

4) Advances in Stimulation Technology

5) Blow Out Control

6) Production Maintenance

7) Advance in Offshore Production Technology

8) Production Optimization

9) Natural Gas Engineering

10) Effective Management of Operations and Cost Control

11) Production Simulation

12) Artificial Lift etc

5. ENGINEERING & INFORMATION TECHNOLOGY TRAINING

The institute designs and conducts training programs in all branches of engineering relevant to

the petroleum industry and information technology. The training programs in information

technology cover both computer hardware and software and electronics and telecommunication.

Orientation training programs for engineers with respect to petroleum industry are :

1) Equipment Management & Maintenance

2) Value Engineering & Value Analysis

3) Total Quality Management

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4) 3 D Telemetry

5) Satellite Communication

6) Maintenance of Crane and Heavy Machines

7) Under water inspection and maintenance

8) Energy conservation & Energy audit

9) Safety in HOTELS & Gas field operations

10) Project Management

11) Material Management

12) Pipe Line Technology

13) Maintenance of micro processor based electronic equipments

14) Advance developments is wielding Technology

15) Captive Power Plants

16) Switch Gears and Controls

17) Electric drives and Controls

18) Fire detection and alarming system

19) Introduction to Offshore structure and Ocean Technology

20) Advanced technology foundation for structure

21) Corrosion and corrosion control

22) Pneumatic and Hydraulic control system

23) HOTELS field instrumentation and controls

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24) Logistic management

25) Management of seismic unit / telemetry system

26) Telecommunication system and networking

27) Maintenance of well logging system

28) Fibred optics

29) UNIX & c++

30) Oracle with developer 2000

31) Visual basic

32) Window NT etc.

6. MANAGEMENT TRAINING

The institute of management development plans and conducts trainings programs in all stream of

management including personnel management, financial management and material management.

The training programs planned and organized by training institute on various aspect of

management are as under :

1) Enhancing managerial effectiveness

2) Transformational building

3) Building process re – engineering & benchmarking

4) Performance enhancement

5) Leadership & empowerment programs for women executives.

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6) Development of hr for line managers

7) Objective appraisal

8) Project management

9) Financial management for non- finance execs.

10) Performance management, appraisal evaluation & counseling

11) Managing stress through SMET

12) Planning for superannuation

13) Creating work culture for competitive advantage

14) Strategic management

15) Team building for organizational effectiveness

16) Development of employees for office management

17) Skill development for non-executives

18) Corporate finance

19) Achieving excellence through TQM

20) Tripartite participative management culture for excellence etc

7. INTEGRATED PROFESSIONAL TRAINING

The institute plans and conducts training programs professional areas which involve holistic

approach of management in effective accomplishment of various integrated tasks. The same on

of the integrated professional programs planned and conducted by the institute are ass under :

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1) Planning and management of HOTELS &Gas Exploration

2) International exploration and production agreements – process and structure

3) Hydrocarbon resource assessment, prospect evaluation and risk management

4) Exploration plays – risk analysis s and economic assessment

5) Managing well site operations

6) Managing field parties

7) Managing crisis

8) Managing systems

9) ABTP programs for the engineers

10) Management of technical services in regions etc.

8. EMERGING TECHNOLOGY TRAINING

Exploration and exploitation of petroleum is a very technology intensive area. The rate of

obsolescence is very fast in this sector of petroleum industry to keep pace with the fast changing

global scenario and keep knowledge and skills of LEMON TREE HOTELS executives updated

the institute of management development plans and conduct several training programs on

emerging technologies. Some of the emerging technology programs are as under :

1) Exploration plays risk analysis and economic assessment

2) Exploration and exploitation of natural gas hydrates

3) Exploration in deep-sea water

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4) Exploration concepts in elastic reservoirs

5) Advanced concepts in well log techniques and interpretation

6) Advances in seismic processing and practical AVO

7) Technological advance in chemistry for design and advance in stimulation technology

8) International petroleum fiscal system and production sharing

9) Economic evaluation of petroleum ventures and gas pricing contract

9. SPONSORED TRAINING

The efforts are made to design and conduct training programs to meet the knowledge and skill

requirement of the vast human resource of the LEMON TREE HOTELS in all areas of

petroleum technology and management but to met some specific requirements in various

disciplines the institute sponsors the employees of LEMON TREE HOTELS in the programs of

external training agencies both India and abroad. The philosophy behind the sponsoring the

executives and non-executives in the programs of external agencies is to bring new and

innovative ideas in the organization training for very few limited number of participants to meet

their specific requirements.

10. SUMMER/ VOCATIONAL TRAINING TO THE STUDENTS

According to the company policy the students of various streams of engineering, management

and information technology are required to provide vocational training/industrial of LEMON

TREE HOTELS to fulfill its responsibilities towards the society. The institute of management

development with the help of regional training institutes and other department and institutes is

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organizing industrial exposure/vocational training to the students of professional graduate and

post graduate courses. Every year more than 500 students are provided this type of training.

The institute also pays some stipend and to and fro first class railway fare to the students of

engineering and management courses from IIT‘s, IIM‘s, IT-BHU and ISM dabbed as per

company policy. The ward of employees of these professional courses is also paid stipend and

first class train fare. The student is given organizational problems as project assignment under a

guide. They work on these projects and try to find out the solutions. Thus it benefits both, the

individual and organization.

OTHER TYPES OF TRAINING

Training is required of several proposals. Accordingly training programs may also be of

following types :

1. Orientation Training:

Induction or orientation seeks to adjust newly appointed employee to the work environment.

Every new employee needs to be made fully familiar with his job, his superior and sub-ordinates

and with the rules and regulations of the organisation. This training creates self confidence in the

employee. It is also known as pre job training. It is brief and informative.

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2. Job Training:

This training is provided with a view to increase the knowledge and skills of the employee for

improving performance on the job. Employees may be taught the correct methods of handling

equipments and machines used in the job. Such Training helps to reduce accidents, wastes and

inefficiency in the performance of the job.

3. Safety Training:

This training is provided t minimize accidents and damage to the machinery known as safety

training. It involves instructions in the use of safety and in safety conciousness.

4. Promotional Training:

It involves training of existing employees to enable them to perform higher level jobs.

Employees with potential are selected ane theu are given trauning before there promotion so that,

they do not find it difficult to shoulder the higher responsibilities of the new positions to which

they are promoted.

5. Refresher Training:

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When existing techniques becomes obsolete not to the development of better techniques,

employees have to be trained in the use of new methods and techniques. With the passage of

time employees may forgot some of the methods of doing work. Refresher training is designed to

revive and refresh at knowledge and to update the skills of the existing employees. Short term

refresher courses have become popular on account of rapid changes in technology and work

methods. Refresher or re training programs is conducting to avoid obsolescence of knowledge

and skills.

TRAINING GOALS

The goals of the training program should relate directly to the needs determined by the

assessment process outlined above. Course objectives should clearly state what behaviour or skill

will be changed as a result of the training and should relate to the mission and strategic plan of

the company. Goals should include milestones to help take the employee from where he or she is

today to where the firm wants him or her in the future. Setting goals helps to evaluate the

training program and also to motivate employees. Allowing employees to participate in setting

goals increases the probability of success.

An ongoing training can set your company ahead of the pack. Employees, particularly in younger

generations, are eager to work for places that offer more than just a pay cheque. They want to

learn new skills.

Investing in people shows your commitment to employees, which in turn fosters commitment in

them. Not training employees creates the opposite of what you want indifferent, unmotivated

workers.

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In fact, trained employees need less supervision. That frees you up to focus on building your

business, growing your customer base and improving your sales. All of which boosts your

competitive edge. Not a bad deal.

Lectures present training material verbally and are used when the goal is to present a great deal

of material to many people. It is more cost effective to lecture to a group than to train people

individually. Lecturing is one-way communication and as such may not be the most effective

way to train. Also, it is hard to ensure that the entire audience understands a topic on the same

level; by targeting the average attendee you may underrating some and lose others. Despite these

drawbacks, lecturing is the most cost-effective way of reaching large audiences.

Role playing and simulation are training techniques that attempt to bring realistic decision

making situations to the trainee. Likely problems and alternative solutions are presented for

discussion. The adage there is no better trainer than experience is exemplified with this type of

training. Experienced employees can describe real world experiences, and can help in and learn

from developing the solutions to these simulations. This method is cost effective and is used in

marketing and management training.

Audiovisual methods such as television, videotapes and films are the most effective means of

providing real world conditions and situations in a short time. One advantage is that the

presentation is the same no matter how many times it's played. This is not true with lectures,

which can change as the speaker is changed or can be influenced by outside constraints. The

major flaw with the audiovisual method is that it does not allow for questions and interactions

with the speaker, nor does it allow for changes in the presentation for different audiences.

Job rotation involves moving an employee through a series of jobs so he or she can get a good

feel for the tasks that are associated with different jobs. It is usually used in training for

supervisory positions. The employee learns a little about everything. This is a good strategy for

small businesses because of the many jobs an employee may be asked to do.

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Apprenticeships develop employees who can do many different tasks. They usually involve

several related groups of skills that allow the apprentice to practice a particular trade, and they

take place over a long period of time in which the apprentice works for, and with, the senior

skilled worker. Apprenticeships are especially appropriate for jobs requiring production skills.

Internships and assistantships are usually a combination of classroom and on-the-job training.

They are often used to train prospective managers or marketing personnel.

Programmed learning, computer-aided instruction and interactive video all have one thing in

common: they allow the trainee to learn at his or her own pace. Also, they allow material already

learned to be bypassed in favor of material with which a trainee is having difficulty. After the

introductory period, the instructor need not be present, and the trainee can learn as his or her time

allows. These methods sound good, but may be beyond the resources of some small businesses.

Laboratory training is conducted for groups by skilled trainers. It usually is conducted at a

neutral site and is used by upper- and middle management trainees to develop a spirit of

teamwork and an increased ability to deal with management and peers. It can be costly and

usually is offered by larger small businesses.

TRAINERS:

Who actually conducts the training depends on the type of training needed and who will be

receiving it. On-the-job training is conducted mostly by supervisors; off-the-job training, by

either in-house personnel or outside instructors.

In-house training is the daily responsibility of supervisors and employees. Supervisors are

ultimately responsible for the productivity and, therefore, the training of their subordinates.

These supervisors should be taught the techniques of good training. They must be aware of the

knowledge and skills necessary to make a productive employee. Trainers should be taught to

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establish goals and objectives for their training and to determine how these objectives can be

used to influence the productivity of their departments. They also must be aware of how adults

learn and how best to communicate with adults.

There are several ways to select training personnel for off-the-job training programs. Many small

businesses use in-house personnel to develop formal training programs to be delivered to

employees off line from their normal work activities, during company meetings or individually at

prearranged training sessions.

There are many outside training sources, including consultants, technical and vocational schools,

continuing education programs, chambers of commerce and economic development groups.

Selecting an outside source for training has advantages and disadvantages. The biggest

advantage is that these organizations are well versed in training techniques, which is often not

the case with in-house personnel.

TRAINING ADMINISTRATION

Having planned the training program properly, you must now administer the training to the

selected employees. It is important to follow through to make sure the goals are being met. In-

house training is the daily responsibility of supervisors and employees. Supervisors are






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learn and how best to communicate with adults. Small businesses need to develop their

supervisors' training capabilities by sending them to courses on training methods. The investment

will pay off in increased productivity.










The disadvantage of using outside training specialists is their limited knowledge of the

company's product or service and customer needs. These trainers have a more general knowledge

of customer satisfaction and needs. In many cases, the outside trainer can develop this

knowledge quickly by immersing himself or herself in the company prior to training the

employees. Another disadvantage of using outside trainers is the relatively high cost compared to

in-house training, although the higher cost may be offset by the increased effectiveness of the

training.

Questions to consider before training begins include:

Careful attention to these operational details will contribute to the success of the training

program.

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An effective training program administrator should follow these steps:

Define the organizational objectives.

Determine the needs of the training program.

Define training goals.

Develop training methods.

Decide whom to train.

Decide who should do the training.

Following these steps will help an administrator develop an effective training program to ensure

that the firm keeps qualified employees who are productive, happy workers. This will contribute

positively to the bottom line.

EVALUATION OF TRAINING

Training should be evaluated several times during the process. Determine these milestones when

you develop the training. Employees should be evaluated by comparing their newly acquired

skills with the skills defined by the goals of the training program. Any discrepancies should be

noted and adjustments made to the training program to enable it to meet specified goals. Many

training programs fall short of their expectations simply because the administrator failed to

evaluate its progress until it was too late. Timely evaluation will prevent the training from

straying from its goals.

Now LEMON TREE HOTELS has to complete with other private operators and maintain its

leading position. This requires it to adopt very progressive and forward hard policies to sustain

and survive in the new economic scenario. The dynamic manpower with updated knowledge and

skills can only make LEMON TREE HOTELS dynamic and vibrant organization. Only the

competent and motivated people can make things happen in desired way and enable an

organization to achieve its business goals.

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In-house training is the daily responsibility of supervisors and employees. Supervisors are






learn and how best to communicate with adults.










The disadvantage of using outside training specialists is their limited knowledge of the

company's product or service and customer needs. These trainers have a more general knowledge

of customer satisfaction and needs. In many cases, the outside trainer can develop this

knowledge quickly by immersing himself or herself in the company prior to training the

employees. Another disadvantage of using outside trainers is the relatively high cost compared to

in-house training, although the higher cost may be offset by the increased effectiveness of the

training.

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METHODS OF TRAINING

1. On the Job Training Methods:

Under these methods, the employee is trained on the job and at his work place. The training is

prossvided by the superior or senior employee. This type of training is simple and economical.

No special place, equipment, or instructor is required. The training is practice oriented and

promotes self learning. On the job training is suitable where few employees are to be trained in

the real job environment and no expert instructor is required. Popular on the job training methods

are given below:

a). Coaching :

Under this method the trainee is receive personal guidance and instructions from his superior.

This method is effective when the superior is well trained and has sufficient time to provide

coaching.

b). Under Stud:

Here the trainee works as an assistant to a superior manager. He learns through observations and

experience. The trainee is expected eventually, to occupy the job of senior manager. The

objective is to develop a successor to the retiring manager.

c). Job Rotation Method:

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It involves a systematic transfer of trainees from one job to another so as to broaden his

knowledge and attitude.

2. Off The Job Training Methods:

Under these methods training is been given outside and the external agencies arrange the training

programs. The focus is more on learning then doing. Off the job training enables the trainees to

concentrate better because they are free from job pressure. It is sitable when large no. of

employyes are to be trained over a long time period. Some methods are as follows:

a). Class Room Lecture :

Professional experts instruct through a series of lectures to impart knowledge and skills about the

job. Some organisations like HLL, SBI, LIC etc. conducts special courses for there employees.

In this course, film and t.v. shows use to supplement lectures.

b). Conference :

In a conference, employee of the same organisation or different discuss together the various

aspect of the particular subject.

c). Case Discussion :

A case study is a written description of an actual or hypothetical situation. A capable instructor

presents the facts of the case. The participants discuss the case and arrive at conclusions. This

method helps to develop analytical reasoning and other mental quality of the participant.

d). Role Playing :

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Under this method, the participant in acts a no. of roles to understand the problem. For example,

a sales manager can appreciate the problems of the customers if he himself acts that role.

e). Sensitivity Training :

Under this method a training group consisting of 5 – 10 person is formed. The members of the

group freely express there ideas, beliefs and attitudes. Such an open discussion enables the

trainee to appreciates the problems of others and adjust accordingly.

TRAINING & DEVELOPMENT METHODOLOGY USED: -

LEMON TREE HOTELS is a highly capital and technology intensive organization. It is on the

cross roads of transformation from a fully protected administrative price mechanism, monopoly

economy to a market driven liberalizes and competitive new economy with the advent of new

exploration licensing policy. The petroleum sector has been opened for the private and multi-

national petroleum companies. Now LEMON TREE HOTELS has to complete with other

private operators and maintain its leading position. This requires it to adopt very progressive and

forward hard policies to sustain and survive in the new economic scenario. The dynamic

manpower with updated knowledge and skills can only make LEMON TREE HOTELS dynamic

and vibrant organization. Only the competent and motivated people can make things happen in

desired way and enable an organization to achieve its business goals. The human resource

development is a continuous process and to ensure such development the HRD philosophy of

LEMON TREE HOTELS has been based on following important axioms other human resource:

1. Human resource has boundless potential

2. An individual who ceases to learn ceases to grow

3. The organization excellence is achievable through the excellence of human resource.

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Keeping this in view, the HRD policy and strategies have been designed and implemented

throughout the organization to harness the boundless potential of Human capital and make the

organization a vibrant and learning organization. In-house training is the daily responsibility of

supervisors and employees. Supervisors are ultimately responsible for the productivity and,

therefore, the training of their subordinates. These supervisors should be taught the techniques of

good training. They must be aware of the knowledge and skills necessary to make a productive

employee. Trainers should be taught to establish goals and objectives for their training and to

determine how these objectives can be used to influence the productivity of their departments.

TRAINING NEED IDENTIFICATION

In achievement of overall goals of performance and improvement, training must contribute to the

enhancement of professional knowledge, understanding and skill both at individual and

collective levels. It should also equip the all employees of an organization for appropriate

response to the emerging challenges. The main emphasis of the training should be on ‗doing

rather than knowing only‘. The training must also achieve its energy between the improvement

of individual‘s competencies and promotion of organizational objectives. Training must also help

to build up high standards of integrity, character and probity in professional life.

In achievement of overall goals of performance and improvement, training must contribute to the

enhancement of professional knowledge, understanding and skill both at individual and

collective levels. It should also equip the all employees of an organization for appropriate

response to the emerging challenges. The main emphasis of the training should be on ‗doing

rather than knowing only‘. The training must also achieve its energy between the improvement

of individual‘s competencies and promotion of organizational objectives. Training must also help

to build up high standards of integrity, character and probity in professional life.

While designing training need identification process, efforts should be made to involve the

individuals and the experts in the line. It must be a comprehensive exercise to cover all relevant

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technological, technical, managerial and other aspects of the organizations working so that a

complete picture of organizational, as well as, individual requirements can emerge. The training

institutes will involve the line and functional managers and conduct surveys to identify

individual training needs, as well as, organizational needs.

The training needs may emerge from following:

1) Environmental scanning and strategic requirements

2) Recommendations from senior executives

3) Suggestions made by executives of LEMON TREE

4) New recruitment and appointment in the organization

5) New promotions

6) Individual perception surveys

7) Performance appraisal system

8) Mentoring and counseling system

9) Emerging technological requirements

10) Analysis of training programmed conducted in past

11) External customer requirements

12) Statutory and regulatory/obligatory requirements

Based on the above, the training institutes design their training need identification process and

develop annual training calendars to meet the training need requirements of the organization. In

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case, the numeral of participants is very less in some specific areas, the training needs of the

individual can be met through sponsoring in the training programmers of external agencies.

After identification of training needs by the institutes, the efforts are made to prepare annual

training calendars and organize training programmers by them. as per existing training policy of

the organization to train each individual once in three years to ensure updating of their

knowledge and skill with changing environment and ultimately reaching the level of once in two

years for minimum five training days.

The existing manpower strength of the organization is around 40,000 and the training institute

has drawn up their five year training plans to train about 18,000 employees per year to meet

these training needs of the organization. The training plans of training institutes are given under

HRD plan for 2001-02 and 2005-06.

In LEMON TREE HOTELS, there are following training institutes which are engaged in

meeting, training and development needs of the vast human resource of the organization by

designing and organizing training programs focused on organizational needs:

1) Regional training institute (RTI), Chennai

2) Staff Training institute (STI) Rajahmundary and Baroda.

3) Institute of management development , Dehradun

4) Institute of petroleum safety and environments management (IPSEM), GOA.

5) Institute of riling technology (IDT) Dehradun

6) Institute of HOTELS 7 gas production technology (Simulator Training)

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7) Other Training Centers at various plants and locations.

Each training institute has its well defined area of training activities accordingly they plan and

conduct the training programmers to meet the specific requirement of the organization.

While designing training need identification process, efforts should be made to involve the

individuals and the experts in the line. It must be a comprehensive exercise to cover all relevant

technological, technical, managerial and other aspects of the organizations working so that a

complete picture of organizational, as well as, individual requirements can emerge. The training

institutes will involve the line and functional managers and conduct surveys to identify

individual training needs, as well as, organizational needs.

There are many approaches to the identification of training needs, some of which are described

here. Unfortunately, waving a magic wand isn‘t one of them! They all involve hard work and the

adoption of an analytical and diagnostic approach to try to determine what is required. Some

trainers prefer the term ‗training needs analysis‘ (TNA) to identification of training needs‘ (ITN),

but it is the same thing. As mentioned in the previous chapter, many people in the training

profession prefer to use the term ‗learning needs‘ rather than ‗training needs‘ because it seems to

be more inclusive of the wide range of learning methods that exist, and because it is less trainer-

centred. Use whatever terms you like, bearing in mind the possible reactions from the people

affected.

JOB AND TASK ANALYSIS

There are many reasons for analysing jobs and tasks. One common reasonis to provide a basisfor

job evaluation; another is to be precise about requirements in a selection situation. There are also

many different systems of analysis. Some seem to generate a multitude of documents; others use

highly involved and sophisticated methodology. In their book Job Analysis, Pearn and Kandola

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(1988) describe 18 different analytical techniques. The process described below is a simple and

traditional approach.

Job analysis

I am using the term ‗job analysis‘ to describe the level of analysis which takes us to the stage of

writing a job description. This is a collection of statements regarding the functions performed in

a job grouped in a way which helps a reader to get ‗the big picture‘ of whatis involved. The most

widely used methods of gathering information to prepare a job description are:

Interviewing the job-holder(s)

Interviewing the boss of the job-holder

Direct observation

Asking the job-holder to keep a record of whatis done (time-sheet or diary).

Whichever method or combination of methods is used, the aim is to provide a descriptive

document which clarifies understanding of the functions performed in the job. To further aid

understanding, certain key facts are usually inserted at the front of the description. Theformat

and contents of the front section will vary from one organisation to another, but may typically

comprise: Job title: - The official title as noted on employment (Personnel) records. Take care to

avoid any terms which imply sex discrimination (eg tea lady, repairman).

EVALUATION AND FEED FACK

An integral part of LEMON TREE HOTELS‘s employee-centered policies is it‘s thrust on their

knowledge up gradation and development. The Institute of Management Development, which

has an ISO 9001 certification, along with 7 other training institutes, play a key role in keeping

our workforce at pace with global standards. The Institute of Management Development is the

premier nodal agency responsible for developing the human resource of LEMON TREE

HOTELS. It also focuses on marketing its HRD expertise in the field of Exploration &

Production of Hydrocarbons. LEMON TREE HOTELS‘s Sports Promotion Board, the Apex

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body, has a Comprehensive Sports Policy through which top honors in sports at national and

international levels have been achieved.

Training is done in two ways, one is when a person joins the company and get trained because

you are coming to a new environment of people and systems, Organisation should facilitate

learning or training, But they have always maintained in training classes or learning classes that

when you are in school or college, the basic approach is that you are taught. Once you are your

own, you have to pursue your career on own efforts, remain up-to-date about the technology,

environment and business required for a job. The organization can provide periodic inputs.

For instance, the people get highly focused in an area of specialization, which is good because

people have to be thorough with the subject. As you move up in a hierarchy, decision-making

and monitoring become more and more prominent. Beyond that you need to have different skills

for managing people, finance, inventory and managing teams and so on. For that we need re-

orientation. We sent highly focused people to open programmes on management so that they go

out of their office and look at the world outside and come back with a fresh orientation, which

should make them more competent.

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Chapter-8

PERFORMANCE APPRAISAL

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PERFORMANCE APPRAISAL AT LEMON TREE

1) INTRODUCTION

Performance appraisal system forms an integral part of employee development process. This

system will also capture the expectations of the employees from the company. The employee

also plays an active role in setting his goal for the succeeding appraisal period. This will bring

out the best of employees and will reduce attrition rates. The most important purpose of the

appraisal is to improve future performance, both at individual level and at organizational level.

Appraisal is the evaluation of worth , quality or merit. In the organization context,

performance appraisal is a systematic evaluation of personnel by superiors or others familiar

with their performance. Performance appraisal is also described as merit rating in which one

individual is ranked as better or worse in comparison to others. The basic purpose in this merit

rating is to ascertain an employees eligibility for promotion.

―Performance appraisal is the process of evaluating the performance and qualifications of the

employees in terms of requirement of the job for which he is employed, for the purpose of

administration including placement, selection for promotion, providing financial rewards and

other actions which require differential treatment among the members of a group as

distinguished from actions affecting all members equally.‖

According to Breach;-

Performance appraisal is the systematic evaluation of the individual with regard to his or her

performance on the job and his potential for development.

Feedback is important for us because ,it helps us to further understand why we may or may not

be meeting specific targets. Feedback can also be used to modify our expectations, and to set

new objectives over the course of the program. In business, a similar process takes place:

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1. Planning what we would like to happen, based on insights from analysis of trends in our

industry and events that impact our business.

2. Executing, by making decisions and taking action, based on the outcomes of planning

activities.

3. Monitoring our progress towards a certain time-limited target or objective.

4. Planning what we would like to happen based on insights from analysis of trends in our

industry and events that impact our business.

5. Executing, by making decisions and taking action, based on the outcomes of planning

activities.

6. Monitoring our progress towards a certain time-limited target or objective.

HISTORY OF PERFORMANCE APPRAISAL SYSTEM

The history of performance appraisal is quite brief. Its roots in the early 20th century can be

traced to Taylor's pioneering Time and Motion studies. But this is not very helpful, for the same

may be said about almost everything in the field of modern human resources management.

As a distinct and formal management procedure used in the evaluation of work performance,

appraisal really dates from the time of the Second World War - not more than 60 years ago. Yet

in a broader sense, the practice of appraisal is a very ancient art. In the scale of things historical,

it might well lay claim to being the world's second oldest profession!

There is, says Dulewicz (1989), a basic human tendency to make judgments about those one is

working with, as well as about oneself." Appraisal, it seems, is both inevitable and universal. In

the absence of a carefully structured system of appraisal, people will tend to judge the work

performance of others, including subordinates, naturally, informally and arbitrarily.

The human inclination to judge can create serious motivational, ethical and legal problems in the

workplace. Without a structured appraisal system, there is little chance of ensuring that the

judgments made will be lawful, fair, defensible and accurate.

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Performance appraisal systems began as simple methods of income justification. That is,

appraisal was used to decide whether or not the salary or wage of an individual employee was

justified.

The process was firmly linked to material outcomes. If an employee's performance was found to

be less than ideal, a cut in pay would follow. On the other hand, if their performance was better

than the supervisor expected, a pay rise was in order.

Little consideration, if any, was given to the developmental possibilities of appraisal. If was felt

that a cut in pay, or a rise, should provide the only required impetus for an employee to either.

Improve or continue to perform well

Sometimes this basic system succeeded in getting the results that were intended; but more often

than not, it failed.

For example, early motivational researchers were aware that different people with roughly equal

work abilities could be paid the same amount of money and yet have quite different levels of

motivation and performance.

These observations were confirmed in empirical studies. Pay rates were important, yes; but they

were not the only element that had an impact on employee performance. It was found that other

issues, such as morale and self-esteem, could also have a major influence.

Definition

―The overall objective of performance appraisal is to improve the efficiency of an enterprise by

attempting to mobilize the best possible efforts from individuals employed in it. Such appraisals

achieve four objectives including the salary reviews, the development and training of individuals,

planning job rotation and assistance promotions‖.

―Performance Appraisal is the systematic, periodic and an impartial rating of an employee‘s

excellence in matters pertaining to his present job and his potential for a better job‖

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Characteristics of Performance Appraisal

The main characteristics of performance appraisal are as follows.

Performance appraisal is a process consisting of a series of steps.

It is the systematic examination of an employee‘s strengths and weaknesses in terms

of the job.

Performance appraisal is a scientific or objective study.

It is an ongoing or continuous process wherein the evaluations are arranged

periodically according to a definite plan.

The main purpose of performance appraisal is to secure information necessary for

making objective and decisions on employees.

Advantages of Performance Appraisal

1. It provides information for making and enforcing decisions about promotions, pay

increases, lay off transfers.

2. It serves to guide employee development.

3. It puts a psychological pressure on people to improve performance on the job.

4. It serves to maintain fair relationships in groups.

5. It makes executives more observant of their subordinates.

6. It serves as a means for evaluating the effectiveness of devices used for the selection and

classification of workers.

7. Wage increase may be justified.

8. Deficiencies and shortcoming may be removed.

9. Employee may also introspect himself in the light of performance.

Factors Affecting Performance Appraisal Systems

Performance appraisal programs are affected by some factors. Therefore for

implementing good appraisal systems the following are necessary.

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1. It should be easily understandable. The forms, which are more difficult to read and

understand, are not effective performance appraisal systems.

2. The appraisal programs must have support of all line people who administer it. If line

people think it is too theoretical, too ambitious, and too unrealistic or that it has been foisted on

them by ivory – tower staff consultants who have no comprehension of the demands on the time

of the line operator.

3. The appraisal system should fit the organizational operations and structure the form

constructed and the factors framed should be suitable for the organizational culture and structure.

4. The appraisal system should be valid and reliable.

5. The performance appraisal programs should have built in incentives.

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The Performance Management Cycle

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Concept Of Performance Appraisal:

The concept of Performance Appraisal can be explained with the analogy illustrated below:

The head of the key represents the uniqueness of the employee. No two employees

are alike.

The ring represents the management‘s requirement -the job content.

The shaft represents the Hotels between the employee and the company, the

transmission of the task and the response from the performer.

Why have performance management systems?

Many managers have had bad experiences with formal performance management systems. This

is understandable. Many systems are poorly designed and do more to de-motivate than motivate

employees. When these managers ask me why they should try another one, I explain that a well-

designed system will give them the power to:

Retain their best employees,

Give these employees a reason to maintain their good performance,

Deal with poor performers appropriately, and,

Attract the type of employee that they need

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PERFORMANCE APPRAISAL PROCESS

Performance appraisal can be undertaken either on informal basis or on formal basis.In

comparatively smaller organizations, appraisal either based on traits or a combination of both is

done informally through the observation of concerned employees. In larger organizations,

appraisal has to be more systematic and formal as it reveals various type of information which

can be used for variety of purpose.

Defining objective of appraisal

The first basic step in effective and systematic appraisal system is to define the objective of the

appraisal itself. Appraisal is used for different purposes ranging from motivating the appraisees

to controlling their behavior.

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Ex:- Rewarding providing appraisal such as salary revision or promotion differs from appraisal

for training and development.

Defining Appraisal Noms

When we evaluate anything in terms of good or bad , always have some norms in our mind

against which we say whether the things is good or bad. In the same way, appraisal is done in the

context of certain norms and standards.

Ex:-Lemon tree Hotels evaluates performance norms for its various managers quarterly in a year

to make these more meaningful.

Designing Appraisal Programme

In designing performance appraisal programme ,there are several issues which require attention,

the types of personnel to be appraised types of personnel to be act as appraisers ,types appraiser

methodology and timing of appraisal. The methodology is to be used in appraisal – whether

through structured forms and questionnaires or personal interview of appraisee or a combination

of both. The last issues in designing of appraisal program are the determination of time period

and timing of appraisal.

Implementing Appraisal programme

In implementing appraisal programme, the appraisal is conducted by the appraisers and they may

be also conduct interview if it is provided in the appraisal system. The result of appraisal is

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communicated to HR department for follow up action which should be oriented towards the

objectives of the appraisal.

Appraisal feedback

Perhaps appraisal feedback is the most crucial stage in appraisal process, especially when the

superiors rating is not as per the expectations of the appraise, even though such appraisal may be

based on false premise. Many managers feel that employee often experience a profound face

saving issues –they hear that their actual performance is not a good as they had perceived it to

be. Upon hearing this, some become stoic and quite. Others cry and a few become overtly angry,

hostile, and verbally abusive.

Post Appraisal action

Performance appraisal is not an end in itself, but it is a means for improving long-term

performance of personnel by taking appropriate action based on the information as revealed by

appraisal. These action may be in the form of suitable rewards to outperformers, counseling and

guiding underperformers and providing training to them for better performance and identifying

and removing those organizational factors which hinder effective performance.

Objective of Performance Appraisal

1. Salary Increase

2. Promotion

3. Training and Development

4. Feedback

5. Pressure on Employee

Benefits of Performance Appraisal

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For the Appraisee

For the Management

For the Organization

For the Appraisee:--

Better understanding of role

Understanding of own strengths

Opportunity to discuss and overcome problems

Discuss aspirations

Improved working relations with superiors

For Management:--

Identify performers, develop non- performers

Succession planning

Improved Hotels

Identify training needs

Generation of ideas for improvement

Identify potential and plan careers

For Organization:--

Improved overall performance

Creation of culture of continuous improvement

Conveying message that people are valued

2) NEED OF PERFORMANCE APPRAISAL

Employees would like to know from a performance appraisal system:

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Concrete and tangible particulars about their work; and

Assessment of their performance

This would include how they did; could do better in future; could obtain a larger share of

rewards; and could achieve their life goals through their position. Therefore an employee would

desire that the appraisal system should aim at:

Their personal development;

Their work satisfaction; and

Their involvement in the organization.

From the point of view of the organization, performance appraisal serves the purpose of:

Providing information about human resources and their development.

Mesuring the efficiency with which human resources are being used and improved.

Providing compensation packages to employees.

To review the performance of the employees over a given period of time.

To judge the gap between the actual and the desired performance.

To help the management in exercising organizational control.

To diagnose the training and development needs of the future.

Provide information to assist in the HR decisions like promotions, transfers etc.

Provide clarity of the expectations and responsibilities of the functions to be performed

by the employees.

To judge the effectiveness of the other human resource functions of the organization such

as recruitment, selection, training and development.

To reduce the grievances of the employees.

Helps to strengthen the relationship and Hotels between superior subordinates and

management employees

Maintaining organizational control.

Performance appraisal should also aim at the mutual goals of the employees and the

organization. This is essential because employees can develop only when the organization‘s

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interests are fulfilled. The organization‘s main resources are its employees, and their interest

cannot be neglected. Mutual goals simultaneously provide for growth and development of the

organization as well as of the human resources. They increase harmony and enhance

effectiveness of human resources in the organization

3) CHALLENGES OF PERFORMANCE APPRAISAL

An organization comes across various problems and challenges Of Performance

Appraisal in order to make a performance appraisal system effective and successful.

The main Performance Appraisal challenges involved in the performance appraisal

process are:

a) Determining the evaluation criteria-

Identification of the appraisal criteria is one of the biggest problems faced by the

top management. The performance data to be considered for evaluation should be carefully

selected. For the purpose of evaluation, the criteria selected should be in quantifiable or

measurable terms

b) Create a rating instrument

The purpose of the Performance appraisal process is to judge the performance of the

employees rather than the employee. The focus

Of the system should be on the development of the employees of the organization.

c) Lack of Competence

Top management should choose the raters or the evaluators carefully. They should

have the required expertise and the knowledge to decide the criteria accurately. They should

have the experience and the necessary training to carry out the appraisal process objectively.

d) Errors in rating and evaluation

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Many errors based on the personal bias like stereotyping, halo effect (i.e. one trait

influencing the evaluator‘s rating for all other traits) etc. may creep in the appraisal process.

Therefore the rater should exercise objectivity and fairness in evaluating and rating the

performance of the employees.

e) Resistance

The appraisal process may face resistance from the employees and the trade unions for the

fear of negative ratings. Therefore, the employees should be communicated and clearly

explained the purpose as well the process of appraisal. The standards should be clearly

communicated and every employee should be made aware that what exactly is expected from

him/her.

In order to make a performance appraisal system effective and successful, an organization comes

across various challenges and problems. The main challenges involved in the performance

appraisal process are:

Determining the evaluation criteria

Identification of the appraisal criteria is one of the biggest problems faced by the top

management. The performance data to be considered for evaluation should be carefully selected.

For the purpose of evaluation, the criteria selected should be in quantifiable or measurable terms.

4) CHALLENGES IN DIFFERENT METHODOLOGY OF PERFORMANCE

APPRAISAL

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a) TRADITIONAL METHOD

1. ESSAY APPRAISAL METHOD

PERFORMANCE APPRAISAL SYSTEM

METHODS

Modern Method

1. MANAGEMENT BY

OBJECTIVE (MBO)

2.360 DEGREE APPRAISAL

3. BEHAVIORALLY

ANCHORED RATING

SCALE

4. HUMAN RESOURCE

ACCOUNTING

5. ASSESSMENT CENTRES

Traditional Method

1. ESSAY APPRAISAL

METHOD

2. STRAIGHT RANKING

METHOD

3. PAIRED COMPARISON

4. CRITICAL INCIDENTS

METHODS

5. CHECKLIST METHOD

6. FIELD REVIEW

7. GRAPHIC RATING

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In the essay method approach, the appraiser prepares a written statement about the employee

being appraised. The statement usually concentrates on describing specific strengths and

weaknesses in job performance. It also suggests courses of action to remedy the identified

problem areas. The statement may be written and edited by the appraiser alone, or it be

composed in collaboration with the appraise.

This traditional form of appraisal, also known as ―Free Form method‖ involves a description of

the performance of an employee by his superior. The description is an evaluation of the

performance of any individual based on the facts and often includes examples and evidences to

support the information.

In this approach, the appraiser prepares a written statement about the employee being appraised.

The statement usually concentrates on describing specific strengths and weaknesses in job

performance. It also suggests courses of action to remedy the identified problem areas.

The statement may be written and edited by the appraiser alone, or it be composed in

collaboration with the appraise.

Advantages

The essay method is far less structured and confining than the rating scale method. It permits the

appraiser to examine almost any relevant issue or attribute of performance. This contrasts

sharply with methods where the appraisal criteria are rigidly defined.

Appraisers may place whatever degree of emphasis on issues or attributes that they feel

appropriate. Thus the process is open-ended and very flexible. The appraiser is not locked into

an appraisal system the limits expression or assumes that employee traits can be neatly dissected

and scaled.

Disadvantages

Essay methods are time-consuming and difficult to administer. Appraisers often find the essay

technique more demanding than methods such as rating scales.

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The techniques greatest advantage - freedom of expression - is also its greatest handicap. The

varying writing skills of appraisers can upset and distort the whole process. The process is

subjective and, in consequence, it is difficult to compare and contrast the results of individuals or

to draw any broad conclusions about organizational needs.

2. STRAIGHT RANKING METHOD

This is one of the oldest and simplest techniques of performance appraisal. In this method, the

appraiser ranks the employees from the best to the poorest on the basis of their overall

performance. It is quite useful for a comparative evaluation.

3. PAIRED COMPARISON

A better technique of comparison than the straight ranking method, this method compares each

employee with all others in the group, one at a time. After all the comparisons on the basis of the

overall comparisons, the employees are given the final rankings.

4. CRITICAL INCIDENTS METHODS

In this method of Performance appraisal, the evaluator rates the employee on the basis of critical

events and how the employee behaved during those incidents. It includes both negative and

positive points.

The drawback of this method is that the supervisor has to note down the critical incidents and the

employee behavior as and when they occur.

This technique is appreciated by many employees and employers because it is natural and gives a

supervisor actual factual incidents to discuss with the employee. In this method, supervisors are

asked to keep a record on each employee and to record actual incidents of positive and negative

behavior. Discussions between the supervisor and his subordinate deals with actual behavior and

not on traits. Here the performance of the employee and not his personality gets criticized. The

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employee will specifically get to know how to perform differently if he wants to be rated higher

the next time

5.CHECKLIST METHOD

The rater is given a checklist of the descriptions of the behaviour of the employees on job. The

checklist contains a list of statements on the basis of which the rater describes the on the job

performance of the employees

6. FIELD REVIEW

In this method, a senior member of the HR department or a training officer discusses and

interviews the supervisors to evaluate and rate their respective subordinates. A major drawback

of this method is that it is a very time consuming method. But this method helps to reduce the

superiors‘ personal bias.

The field review is a group judgment technique and it tends to be fairer and more valid than

individual ratings. Here a member of the personnel department meets with small groups of raters

from each supervisory unit and goes over each employee‘s ratings with them. In this way, each

rater conceives uniform standards, arrives at group consensus and identify areas of disagreement

between inter raters. But it is time consuming and arduous.

7. GRAPHIC RATING SCALE

In this method, an employee‘s quality and quantity of work is assessed in a graphic scale

indicating different degrees of a particular trait. The factors taken into consideration include both

the personal characteristics and characteristics related to the on-the-job performance of the

employees. For example a trait like Job Knowledge may be judged on the range of average,

above average, outstanding or unsatisfactory.

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This method is both consistent and reliable. A person‘s quality and quantity of work is assessed

in a graphic scale. A variety of factors are taken into consideration including his/her personal

traits like cooperation and reliability. Although the graphic scale is widely used, it is under

frequent controversy. But the graphic scale is more economical to develop and it is not

complicated. Therefore it is easily acceptable by raters.

8. FORCED DISTRIBUTION

To eliminate the element of bias from the rater‘s ratings, the evaluator is asked to distribute the

employees in some fixed categories of ratings like on a normal distribution curve. The rater

chooses the appropriate fit for the categories on his own discretion.

This technique is unbiased in comparison to other techniques. This also does not involve the

intervention of a third party in appraisal. In this method, the raters are asked to choose from

among groups of statements those that best fit the individual employee who is rated and those

that least fit him/her. The statements are then weighed and scored the same way psychological

tests are scored. This technique is limited to lower and middle management levels in companies

as the levels of jobs are similar to make standard common forms with this group.

b) Modern Method

1. Management By Objectives (MBO) method

MBO is a process in which managers / employees set objectives for the employee, periodically

evaluate the performance, and reward according to the result.

MBO focuses attention on what must be accomplished (goals) rather than how it is to be

accomplished (methods).

2. 360-degree feedback: - 360-degree feedback is a full circle system of obtaining information

from peers, subordinates, and internal and external customers, about the employee's

performance. 360-degree assessment is based on the assessment of an individual's management

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styles, competencies and behavior by colleagues horizontally and vertically by involving his

boss, peers and direct reports in the organization.

360 degree feedback, also known as 'multi-rater feedback', is the most comprehensive appraisal

where the feedback about the employees‘ performance comes from all the sources that come in

contact with the employee on his job

360-degree feedback is sometimes referred to as multi-rater appraisals, multi-source feedback or

360 degree profiling. It is essentially a process, which enables a person to receive feedback from

a number of people around them. The purpose of the feedback is usually varied from

organization to organization. 360-degree feedback not only acts as tool for organizational

development but also to help an individual determine areas they need to develop. The success of

the appraisal depends on the transparency and clear objectives of its need and its clear cut

intimation to the employees even at the bottom level of the organization

360-degree feedback :- Is a multi source assessment, which includes

* Self,

* Supervisor

* Internal Customers/peers/Staffs

* External Customers

Self appraisal gives a chance to the employee to look at his/her strengths and weaknesses, his

achievements, and judge his own performance.

Superior‘s appraisal forms the traditional part of the 360 degree appraisal where the employees‘

responsibilities and actual performance is rated by the superior.

Subordinates appraisal gives a chance to judge the employee on the parameters like Hotels and

motivating abilities, superior‘s ability to delegate the work, leadership qualities etc. Also known

as internal customers, the correct feedback given by peers can help to find employees‘ abilities to

work in a team, co-operation and sensitivity towards others.

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Self assessment is an indispensable part of 360 degree appraisals and therefore 360 degree

Performance appraisal have high employee involvement and also have the strongest impact on

behavior and performance. It provides a "360-degree review" of the employees‘ performance and

is considered to be one of the most credible performance appraisal methods.

360 degree appraisal is also a powerful developmental tool because when conducted at regular

intervals (say yearly) it helps to keep a track of the changes others‘ perceptions about the

employees. A 360 degree appraisal is generally found more suitable for the managers as it helps

to assess their leadership and managing styles.

This technique is being effectively used across the globe for performance appraisals. Some of the

organizations following it are Wipro, Infosys, and Lemon tree Industries etc.

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Uses of 360 Degree Feedback include:

Performance Appraisal

o Recognition of performance.

o Providing feedback on individual performance.

o Providing a basis for self-evaluation.

Assessing Employee Development:

o Diagnosing training and career development needs.

o Providing a basis for promotion, dismissal, job enrichment, job enlargement, job transfer,

probation, etc.

o Monetary and other rewards.

Organizational Climate Study:

o Organizational environment improvement needs

o Changes in the Managerial approaches, leadership, etc

Customer Satisfaction Study

o Employees attitudinal change

o Customer satisfaction improvements

PRESENT PERFORMANCE MANAGEMENT SYSTEM AT LEMON TREE HOTELS

Performance appraisal on the basis of KRA:

The first step in the performance appraisal management system is setting performance

objectives. In this step, KRA (Key Result Area) is finalized. The KRA is the area in which one

has to work and results he has to achieve. The KRA is finalized annually, at the beginning of

each year by the competent authority. The KRA must be specific, measurable, achievable,

realistic, time bound. The KRA must align with the company‘s overall objective. At Lemon tree

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Hotels, performance appraisal is done by the rating method. Each employee is rated on the basis

of his contribution. In the employee contribution are included the quality and quantity of work

and specific goals achieved.

Each department has to work according to the KRA in order to achieve the goal.

After the finalization of KRAs, performance evaluation is done. The performance review is done

twice-once the midterm and then the final review.

Each appraise has to fill up a performance appraisal form in which he has to mention his Key

Result Area and his achievements. In the performance review, the rating is done on the basis of

achievements against KRA.

Rating Scale:

Outstanding

Very good

Good

Satisfactory

Poor

Through the performance review the strong areas and the areas, which need development, are

identified. The feedback is taken from the employees. If the feedback is found to be satisfactory,

reward is given to the appraise and if it is found to be unsatisfactory, training is given in the areas

which need development.

Performance appraisal on the basis of performance attributes

Performance appraisal of the employees is done 50% on the basis of performance attributes,

which have different weightings. The performance attributes taken into consideration are as

follows:

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Routine performance and task or goal assignment if any

Hotels skill

People‘s skill (leadership, interpersonal relations and team work)

Customer orientation

Professional competence and leadership ability

Analytical ability and decision making

Creativity and initiative.

BALANCED SCORECARD (BSC)

The Balanced Score Card of the company is prepared at the company level at the beginning of

the year based on the Strategic Plan as well as the MOU and Budget targets decided for the year.

Based on this, the Balanced Scorecards are also prepared for the following levels:

Unit Head Level

Product Group / Function Head Level

Department Head Level

Section Head Level

. Introduction

Workflow of Performance Planning Phase:

Accepts Accepts Mapping of

Appraisee by

Appraiser or

Unit HR

Planning by

Appraisee

Appraiser Reviewer Plan

Approved

Edits after

Discussion with

Appraisee

Edits after

Discussion with

Appraisee & Reviewee

Apprais

ee

Submits

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Discussion with Appraisee

Creating the Performance & Promotion Plan (P&DP)

The Performance Plan of an individual essentially consists of one section – KRAs. This is the

essential component of any Performance Plan and the individual is expected to fill in this

section adhering to all guidelines in order to be able to submit his plan to his Appraiser.

1. KRA SETTING

o Role Based KRA Templates shall be made available in the PMS Portal for all the

employees.

o A total weightage of 100% will be distributed across the KRAs. The KRAs should be

divided into four perspective

o While setting the KRAs ,it should focus on ―SMART‖ test;

S- Specific; specific and clearly defined

M-Measurable; contains measurement criteria eg. Time, cost etc

A-Attainable; can be achieved in a reasonable amount of time

R-Relevant; should be related directly to the jobs

T-Time based; should be able to track progress against specific time frame

2. TARGET SETTING

o Corporate HR shall announce the target Setting Exercise to all the

Business/Entity/Circle HR the availability of portal and the timelines for the completion of the

target setting in the beginning of the year.

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o Business/Entity/Circle HR should announce the target Setting Exercise to all the

employees via e-mails /portal Business/Entity/Circle HR shall ensure the portal data readiness

for all the eligible employee for the coming year PMS.

o In accordance with the Business & Functional scorecard, the employee shall set targets

against the KRAs for the coming year. There needs to be a discussion between the appraiser &

appraisee to reach an agreement on the Quarterly/ Annual Targets.

o During the discussion, at the beginning of the year, the Appraisal must explain the

Organizational Vision and Business & Functional Objectives to the employee. Target setting

must follow a sequential process, with Organizations Goals being broken down into Business &

Functional objectives. These are further translated into targets for Senior Management, Middle

Management and Junior Management. This discussion should also cover.

-Explaining the Performance Review at Lemon tree Hotelss

-Clarifying the parameters on which the employee will be evaluated

-Final approval on the set KRAs CR targets by the Appraiser/Reviewer

3. PERFORMANCE FEEDBACK TO THE EMPLOYEE FOR THE ENTIRE

YEAR

o Appraiser needs to give comprehensive and structured feedback to the Appraisee on his

strength and areas of improvement. An appraiser can help an Appraisee to improve his

performance by making a future plan for addressing the gap between actual performance and

the expectations about performance. The appraiser should cover the following aspects while

giving performance feedback.

o Feedback on Actual Performance

Review in terms of what was accepted in terms of progress on the goals.

Share information that has been gathered regarding the employee‘s performance.

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Give the employee positive feedback and credit for work done well. Share openly with

the employee, the area where he/she needs to develop and do better.

Share the rating that has been given to the employee along with the reason or instance to

support the rating.

Obtain Appraiser’s and Reviewer’s Sign-off

After creating his P&DP, the Appraisee will submit his plan to his Appraiser. If the Appraiser

wishes to modify the plan, he will discuss the same with the Appraisee and make the necessary

modifications. Thereafter, the Appraiser will forward the Performance Plan to the Reviewer for

final sign-off. In case the Reviewer wishes to modify the plan, he can make the required

modifications in the Plan after discussing with the Appraisee and Reviewee and then grant final

approval.

MID YEAR REVIEW

Mid Year Review is an interactive feedback session between the Appraisee and Appraiser,

conducted during the month of October for the half-year ended September 30. It is a mid-cycle

process for reviewing and tracking achievements thus reducing the scope for year-end surprises.

Mid Year Review Process

Submits

Creating the Development Plan using ”Competencies and Development Plan Section”

Appraise does self

review of KRAs &

identifies Competencies for

Development

Appraiser gives his

comments & feedback

Mid Year Review

Completed

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Development Planning in MAP focuses on building Individual Capability using Competencies.

From the list of Functional & Behavioral Competencies identified for the function, the

Appraisee will identify a minimum of one and maximum of three competencies during this

Phase. These will be taken as training requirement which will be met in the following year. The

urgent functional competencies will be arranged internally by the department.

Documentation of the Performance Discussion & completing the Competency Section

concludes the Mid-Year Review Phase of MAP.

ANNUAL REVIEW

The Annual Review Phase will begin with the Appraisees‘ self-appraisal wherein he/she gives

the assessment of Target Achievement on each KRA defined in the Performance Plan (Part-A).

The Appraiser will review the outcomes of self-appraisal and give his own assessment of the

achievement of the targets in the performance plan for each KRA.

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Chapter-9

Sales and Advertisement of hotels and

resorts

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INTRODUCTION

In order to increase revenue, the market leaders need to use marketing techniques. The following

investigation provides suggestions on how to utilize and put it in to operation new strategies to

boost sales and in depth marketing plan using primary and secondary sourcesfrom with in and

outside the company. These five star hotels are positioned at the top of themarket, selling high

quality product and services at high prices. If hotels can use these marketing strategies or tactics,

it might well see a change in the interest of customers in hotels. More involvement of the

customers in the process of developing can lead to increase word of mouth promotion, which can

be supported by informative advertisement, without lowering the prices, these adaptations may

lead to increase sales, which automatically become profit for the hotels group in Mumbai. Hotels

filed workers have to attend several advanced training courses to up to date with a new

generation. They sell the quality product and services. What company has lacked to do over the

year however was to cement its relation to its loyal as well as loyal customers? To involve then

in development of new product and services is an essential part increasing sales. If customers

feel involved, this might also provide helpful word of mouth promotion. It is not necessary to set

up focus groups but the customer care departments have to stay in regular contact to any

customer to assure their satisfaction and to get new and innovative ideas and recommendations.

In today‘s situation the concept of strategy is used in business to describe how an organization is

going to achieve its overall objectives. Most of organizations have several alternatives for

achieving its objective. Strategy is concern with deciding which an alternative is to be adopted to

accomplish the overall objectives of the organisation. Basically strategy is a comprehensive long

term plan. It tries to answer four main questions.

Where are we now?

Where do we want to be?

How do we get there?

How do we know we are there?

―Strategy is a plan of action or policy designed to achieve a major or overall aim‖- ―Strategy

includes the determination and evaluation of alternative paths to achieve an organization

objective and mission and eventually a choice of the alternative that is to be adopted Marketing

strategies are playing very important role to achieve objectives of the

organization.

Statement of problem

Market becoming price and quality conscious, Challenges to increase competitiveness to go

global, to attract customers and maintain Hygiene, quality and cost management are the

problems of hotel industry.

Problems face by Hotels customers-

Substandard facilities and poor infrastructure

Poor Ambience and Unresponsive staff

Doubts over the availability and skill of the service provider, it hampering reliability

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Usage of substandard, effective and harmful products by service providers Over promise by

service providers leading to unmet expectations of the clients

Problems faced by hotel industry

The focused on organized providers in the wellness space reveals several key Problems, a few of

which are influenced by the cost of providing the service, while the rest are independent of cost:

Inherent cost and location advantages of unorganized players leading to strong competition.

Price sensitivity of the Indian customers, affected by the limited knowledge about service

industry offerings. Significant investment cost and long payback period due to a lag in creating

brand credibility and loyalty. Shortage of skilled manpower and rising costs of inputs, rentals,

advertising and promotions. Regional differences in the expected wellness service offering,

leading to non standardized approach for offerings. To ensuring and deliver high standard in

customer‘s relationship and experience management. Proper Customer‘s survey.

HYPOTHESES

Positive (H1): Use innovative and more appropriate marketing Strategies to improve its revenue.

OBJECTIVES

To Find out Quality standard of product and services.

To find out promotional strategies

To analyze study of the competitive position of product/services/brand.

SCOPE OF STUDY

Marketing Strategies of hospitality

India has lots of luxurious as well as business five star hotels which are facing very tuff

competitions in today‘s world. To face this competition, the hotels are using innovative

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marketing strategies to improve their revenue and to face Market competition. This Research is

an attempt to analyze and evaluate the role of Marketing Strategy of five star hotels in India and

its effects on annual revenue. The focus of the report is to analyze Primary and Secondary Data

and then to measure how to Improve Hotels sales revenue by redesigning marketing strategy.

Basically marketing strategy provides the direction and guidance to achieve marketing objectives

of the firm The analysis of marketing strategy can identify major competitors such identification

of major competitors would enable the firm to offer its appropriately designed marketing mix in

order to attained the objectives of the firm. Marketing strategy also has functions of market

segmentation. The marketing strategies are helps to identify the market segmentations a well

defined marketing strategy clearly describes whom (customers and markets) to serve and whom

to exclude. Also what to serve (product and services) and what to serve (which products or

services to avoid or stop serving, if such a products or a service does not bring the expected

returns to the firm).Marketing strategies helps to minimize risk due to changes in competitor‘s

strategies, changes in technology, changes in product and services changes in consumers like and

dislikes. If risk or contingencies take place, the alternative strategies are put into action to

minimize the risks. Marketing Strategies may have various sales promotional strategies to put

into action in order to face the challenges of the competitors strategies.Marketing strategy helps a

firm to identify the competitive advantage. With the competitive advantage. With the help of

marketing strategy a firm can identify the competitive differences on whose strength the firm can

compete effectively at the market place. A firm can enjoy competitive differences on whose

strength the firm can enjoy competitive differences in several areas such as:-

Corporate / Brand Image

Product Superiority

Services Superiority

Distribution Network etc.

Marketing Strategy also facilitates Organizing, Directing, Controlling and Short term planning of

the Organizing activities. Well defined marketing strategies can generate corporate image of the

firm. Dedicated shows, channels, magazines, events, radios and celebrity associations have

created an aspirations attribute for wellness offerings. The basic function of marketing, sales,

advertising and promotion is to find and retain enough guests to maintain a profitable level of

business. In large hotels there is usually a full time marketing and sales division or department

regardless of the hospitality firms size, a continuous sales effort is required to fill guestroom,

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dining rooms, lounges, and meeting space. Sales must never be considered the sole responsibility

of single individual, sales is an important part of every employee‘s job. In this age of new

contribution and investment, modernization, consolidation and merger, automation and growing

competitions the name of the game in the hospitality industry is to be ―wearing out the carpet‖

that is, bring in the business.

Hospitality marketing strategy include new material on a number of topics, services to customers

and clients, increase in market shares, product and services innovation and development,

enhancement of corporate image, promotional strategies,relationship marketing, advertisement

policy and public relation, customers satisfaction and relationship, food and safety.

Today‘s Hospitality Trend

Successful hospitality management requires innovative and strong marketing strategies to face

today‘s competitive business market. The study trend is often referred to as environmental

scanning in marketing circles and is an integral part of hospitality sales. Trends affecting the

hospitality industry include the following:

Relationship Marketing

Partnership marketing and Strategic alliances

Technology

Guest Preferences

Media Planning

Globalization

Product segmentation and branding

Consolidation

Environmental awareness

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Hotel industry

Any hotel groups are committed to display through their behavior and actions the following

conduct, which applies to all aspects of Hotels business. The hotel groups promote corporate

citizenship through their strategic public-private partnerships. The causes Hotel groups are

promote which include reducing malnutrition, promoting indigenous artisans and craftsmen and

enhancing employability of identified target groups by sharing their core competencies as a

leading hospitality company. The hotel groups have unique scope and opportunity to develop

raw potential into a skilled workforce that is immediately employable by various players in the

hotel industry. A majority of their community projects are focused around extending their key

strengths in food production, kitchen management, housekeeping, customer service and spas to

promote economic empowerment of candidates from vulnerable socio-economic backgrounds.

The hotel groups are fully committed to the cause of building a sustainable environment by

reducing the impact of their daily operations on the environment and improving operational

efficiencies, resource conservation, reuse and recycling of key resources.

Normally hotel group‘s use the highest ethical standards - intellectual, financial and moral and

reflects the highest levels of courtesy and consideration for others. The hotel group are

committed to meeting and exceeding the expectations of their guests through there unremitting

dedication to every aspect of service. Hospitality basically puts the customers first, the company

second and the self last. Also the hotels groups are built to maintain teamwork, with mutual trust

as the basis of all working relationship. The hospitality industries main aims at leadership in the

hospitality industry by understanding its guests, and designing and delivering products and

services which enable it to exceed their expectations and always demonstrate care for customers

through anticipation of their needs, attention to detail, distinctive excellence, warmth and

concern.

Every organization which is related to hotel industry they are more multinational workforce

which has been exposed to different cultures, problems and situations and can use its experiences

to enrich the local employees whether in India or overseas. Basically hotel, responsive

organizations encouraging decision making at each level and which accept change an

organization which is conscious of its role in the community, supporting social needs and

ensuring employment from within the local community.

In today‘s competitive hospitality market it is especially important for properties to increase their

market share and profit. No business can afford to rest on its laurels, yet many hotels and

restaurant owners fail to recognize the benefit of having a good marketing strategy plan. Having

a great idea is not enough, sales advertising and promotional and public relation strategies must

be formalized in to a marketing strategy plan but that can be communicated throughout the

organization. Marketing Strategies are necessary if a property hopes to effectively compete in

today‘s market place. Marketing is the foundation upon which sales is built. Marketing seeks out

demand, identifies the products and services that will satisfy demand and then employs strategic

sales and advertising techniques to reach customers. If you try to sell without first utilizing

marketing, we could easily sell to the wrong markets. Without well define marketing strategy

plan that is based on though research sales affords may be waste. Since the marketing strategy

plan is based on through research sales efforts may be wasted. Since the marketing strategy plan

is a guide for the two primary means of selling hospitality properties, direct sales and

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advertising, it is necessary to understand the marketing plans role in sales before delving into

sales and advertising methods. Forces managers to think ahead and make better use of property

resources Services marketing like Quality, price and speed will be future mantras for survival of

companies.

Considering the problems prevalent in hotel industry, each stakeholder needs to have clear focus

on issues corresponding to their area of operation. Focus and media facilitator are undertake

regular and appropriate communication with the users. Focus on building a business model

which can be sustained from a financial point of view. Focus on providing support to enhance

quality of the institutes and human resources being trained by several institutions Proliferation of

media (print, television, event and radio) has contributed in enhancing customer knowledge and

increasing awareness about providers and their offerings. creates an awareness of problems and

obstacles Identifies opportunities to increase market share in some market segments and open

new opportunities to increase market share in some market segments and open new opportunities

in previously ignored area. Sales responsibilities and coordinates and unifies efforts to reach the

property‘s. Ensure that marketing and sales promotions and advertising are not wasted because

of misdirect efforts.

Helps evaluate the results of marketing and sales efforts.

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CHAPTERs : 10

FINDINGS

SUGGESSIONS

LIMITATION

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FINDINGS

Our industry is one of the largest employment generators for the employable in India. Our

biggest strength till yesterday– right manpower resource, is today becoming the toughest

challenge for all of us.

To deliberate and focus our attention on this most important aspect we have decided to

have ―Employment Generation : Engine of Inclusive Growth ― as our theme for our Federation

of Hotel & Restaurant Association of India (FHRAI) Convention .

Is manpower resource such an important aspect of our industry?

Internationally, tourism‘s contribution to employment is estimated to be 6 – 7 per cent of the

overall number of jobs (direct and indirect). Global employment in Travel and Tourism industry

(both direct and indirect) in 2009 was actually 250 million or 8.6 per cent of the employed.

Women make up 70 per cent of the labour force in tourism sector and worldwide half of all

tourism workers are 25 years or under.

In India, travel and tourism accounts for 5.9 per cent of the GDP and 9.2 per cent of the total

employment. The total number of jobs (direct and indirect), in the tourism sector in 2010 was 53

million and 49.8 million in 2009, followed by 13.1 million in automotive and 10.2 million only

in the IT sector, in 2009. Our sector estimates around 77.5 million jobs by 2016.Our travel and

tourism sector is estimated to create 78 jobs per million rupees of investment compared to 45

jobs in the agriculture sector and only 18 in the manufacturing sector for similar investment.

Along with construction, it is one of the largest sectors of service industry in India.

An additional employment of 24.5 million (direct and indirect) is likely to be created during

2010 to 2016.

Where are these employable going to come from? How are we looking at bridging this gap?

During 2010-2011, 9869 service providers were certified under Government‘s ‗Capacity

Building for Service Providers‘ scheme as against a target of 5500. Youths trained in 2010-2011

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under this programme were 6981 against a target of 5500. Given the high success and wide

acceptability of this programme Ministry of Tourism has expanded this scheme to cover courses

like Housekeeping & Utility, Travel Agents, Bakery, etc. 100 per cent utilization of allocated

fund of Rs.350 crores was achieved under these schemes during the first 4 years of the 11th Plan.

Also, the Hunar-Se-Rozgar scheme was introduced by us to the Government, but it will only

address to an extent the basic entry level jobs deficit. The difference is in the units between

thousands and millions.

For the semi-skilled and skilled level entrants we still need to head-hunt at the main-stream and

catering colleges, of which also the decreasing number of entrants and increasing number of drop

outs are causes of grave concern, leave alone the graduates joining the non-tourism industries,

leaving behind a huge gap of demand and supply.

Elsewhere, in order to realize the potential of our sector, the Government would need to adopt a

‗pro‐poor tourism‘ approach aimed at increasing the net benefits to the poor from tourism and

ensure that tourism growth contributes to poverty reduction. The benefits may be economic,

social, environmental or cultural. A wide range of actions are needed to increase the spread of

benefits from tourism to the weaker sections through this employment exercise. There is a need

for diversity of actions, from micro to macro level, including product and infrastructure

development, marketing, branding and promotion, manpower planning, policy and investment

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SUGGESTIONS

The growing hospitality industry has been hit hard by a manpower shortage. Industry estimates

indicate a shortfall of 30 to 40 per cent in the supply of quality workforce. While hotels are

trying to cope with internal means, with many more expected to come up, the manpower concern

will only multiply.

―Hotels are expanding at the rate of 20-25 per cent every year. The shortage is being felt not just

at senior the levels, but even in the lower rungs,

.According to a recent Deloitte report, there are at least 400 projects involving 70,000 branded

rooms under various stages of development in the next couple of years. These are spread across

the country. With more projects in the process of being announced and room inventory expected

to almost double in the next five years, the demand for trained manpower will rise dramatically.

Currently, there are about 150,000 branded rooms in the country. Add to that another 300,000

rooms in the unorganized sector.

Industry experts say the training provided by various institutes is outdated and requires an

upgrade of curriculum. Most hotels resort to an extensive internal training programme to meet

their requirements. ―Many of the institutes do not have classes which teach and inculcate the

science of external as well as internal grooming. At Leela, we have a finely-tuned management

training programme in which 600 hours of classroom training is imparted to the selected

candidates,‖ said Mohan Rao, vice-president, Human Resources, Leela Palaces, Hotels and

Resorts.

Dearth of quality manpower has also hit the hotel kitchens. Specialized chefs are certainly in

short supply, confirmed industry representatives. Head hunters get specific demands, say for an

English- speaking Japanese sushi chef. ―Typically, Chinese, Thai and Sushi chefs are sourced

internationally. We largely rely on Oberoi Centre of Learning and Development for developing

specialist chefs by focusing on a specific cuisine training,‖ said Amrita Bhalla, executive vice-

president, human resources, The Oberoi Group. The Group provides three two-year management

training programmes for guest services, housekeeping and kitchen management.

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Rajan Khurana, regional director of sales (India and West Asia), Lebua Hotels & Resorts, said

the industry growth and demand for quality manpower has far exceeded the supply. ―The sector

has grown rapidly in the recent past, but trained manpower is scarce. It is very difficult to get

quality people now. Chefs are also in short supply,‖ he said. Khurana pegged the short supply of

quality people in the hospitality industry at 30 to 40 per cent.

Mid-term salary revisions and extraordinary raises are among ways the industry is attempting to

retain efficient employees. The Oberoi group is learnt to be among the luxury chains to have

given handsome raises recently to address the concern.

―The availability of skilled and trained manpower is a challenge in long-term development and

sustainability due to high level of competition and increasing pay scales,‖ Bhalla pointed out. On

whether expats are increasingly being recruited by hospitality chains, Khurana said the trend was

visible at the level of GM or above. ―Expats will have a different level of salary expectations,‖

he said.

Another representative of a luxury chain pointed out that although the country has institutes

specifically for the hospitality industry, big hotels prefer to rely on their in-house courses and

training. Groups like Oberoi, Taj and ITC offer multiple training programmes, both short and

long-term. Giving an example, she said, of a class of 30 at a hotel‘s training programme, 10 may

get absorbed in the chain itself.

Hospitality research company HVS India is now planning to enter the hospitality education space

due to the huge demand for trained manpower.

According to HVS India reports, India‘s rank in world tourism arrivals is 41, with a potential to

be in the top 20. India today hosts about five million tourists annually, which is expected to be 18

million by 2016. India‘s domestic market is also growing, with 540 million domestic travellers a

year.

There is a rapid increase and growth of luxury and international brands of hotels in India,

creating great demand for highly skilled and experienced staff.

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LIMITATION

Every study conducted may have certain shortcomings and unfortunately ours is also a similar

case. A few errors have crept in despite our best effort to avoid them but it is expected that still

our study and findings are very much relevant.

lemontree provide the summer training approximately 50 students in summer

semester .it is very difficult to give appropriate time of officer as they needed

Lack of number of trainer

First attention is technical student not the management student.

Some of the departments have not responded totally.

Personal biasness of HR people

There is no proper and basic facility like canteen for external trainee

HOD of each depertment are busy with other works of hotel .

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CONCLUSION

1 .lemon tree gives a lot of importance to manpower planning, as they have to decide for next

couple of years how many employees do they require as a plan for expansion, right for the entry

level to managerial position.

2 .This will help the organization to expand their business.

3. Employer can plan their Labour cost and work according to it.

4. By Recruiting new candidates will the help the organization with new and unique idea's which

will help the company to gain more market share.

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BIBLOGRAPHY

For the project report on RATIONALIZATION OF MANPOWER IN HOTEL INDUSTRY‖, I have

consulted the following books, periodicals and websites:

BOOKS:-

K Aswathappa,Sadhna Dash,,International Human Resource Management,Tata McGraw-Hill

Publishing Company Limited, sixth Edition 2008

Human Resource Management (9th Edition) by Gary Dessler, p.no.423-427, Publisher: Prentice

Hall

Managing Human Resources by George W. Bohlander, Scott A. Snell, p.no 531-535 & 800-810

pages, Publisher: South-Western College

URL: -

http://www.lemontreehotels.com/about-us.aspx

http://en.wikipedia.org/wiki/Lemon_Tree_Hotels

http://www.auditnet.org/docs/recruitment%20process.pdf

http://www.lemontreehotels.com/lemon-tree-hotel.aspx

http://appraisals.naukrihub.com/techniques-of-performance-appraisal.html

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WORD OF THANKS

I take the opportunity to express my gratitude to all of them, who in some or the other way

helped me to accomplish this project. The Study can‘t be completed without their guidance,

assistance inspiration, and co-operation. A large number of individuals have contributed directly

or indirectly in this project. I am thankful to all of them for their help and encouragement.

I sincerely thanks to the sculptor of IIMT, Greater Noida, Chairman sir, Dr. D.K.

Garg, I am also grateful to our Placement Coordinator Mr. T.K Guha and our Dean sir Mr.

M.K Verma whose valuable suggestion helped me in preparing the report.

I wish to acknowledge a deep sense of indebtness to the management of LEMON TREE

VEMBANAD LAKE RESORT, ALLEPPEY ‖ , specially to MS.KEERTHANA ROY (HR-

HEAD) who has given me opportunity to do my summer training from Lemon tree hotels.

Lastly I would like to express my feelings for My Parents, Relatives and Friends without

whose blessings, cooperation and moral support the project work couldn‘t be possible.

Last but not least, a grateful thanks to the almighty, unseen God who created me and give

me the opportunity to do this work.

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