Lemon Tree Copy

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] 1|Page

` 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 decisionmaking 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. 4|Page

HR

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

Chapter- 1

Particular

Page no

Executive Summary

9

Literature review

10

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

35

RESORTS Chapter-4

MANAGERIAL HIERARCHY IN HOTELS AND

69

RESORTS Chapter-5

MANPOWER PLANNING IN HOTEL INDUSTRY

93

Chapter-6

RECRUITMANT AND SELECTION PROCEES IN

100

HOTELS AND RESORTS Chapter-7

TRAINING AND DEVELOPMENT IN HOTELS

135

AND RESORTS Chapter-8

PERFORMANCE APPRAISAL

182

Chapter-9

Sales and Advertisement of hotels and

212

resorts Chapter-10

a)Findings

218

b) Suggestions and Recommendation

221

c) limitation

223

d)Conclusion

224 Bibliography

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225

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 21st 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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Lemon tree Hotels - Company profile 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.

India's Lemon Tree Hotels - A Refreshing Concept

The Lemon Tree Story 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. 14 | P a g e

Our Brands The group offers three brands to meet hotel needs of guests across all levels: 1. Lemon Tree Premier 2. Lemon Tree Hotels 3. Red Fox Hotels

Upscale segment Midscale segment Economy segment

Lemon Tree Premier 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.

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Lemon Tree Hotels 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 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.

Management 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. 16 | P a g e

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 – take a look at our Pooch Policy.

Sustainability 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.

Awards and Citations 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.

The Lemon Tree Hotel Company: Awards and Citations 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.

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

Mission

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.

Core Values (To Rise)

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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.

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Corporate Social Responsibility

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.

Employees With Disabilities

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.

Recognition  

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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.

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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.

Supporting BPL i.e. Below Poverty Line Communities 90% of our disabled employees belong to BPL communities.

Supporting Government 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.

Training And Sensitizing 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.

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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 

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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.

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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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History of Lemon Tree Hotels 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..

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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 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 .

Standards of hotel classification

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

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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 nongovernment 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 31 | 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

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

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



Daily room cleaning

Superior Tourist



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

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. In addition to the single star (*) hotels:

Standard

Superior Standard



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

The Superior flag is provided when the additional service and accommodation provisions are not sufficient for the next Hotelstar. 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. In addition to the standard star (**) hotels:

Comfort 

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Reception opened 14 hours, accessible by phone 24 hours from

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

Superior Comfort



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

The Superior flag is provided when the additional service and accommodation provisions are not sufficient for the next Hotelstar. The accommodation facilities for a superior hotel need to be on a modern level and fully renovated which is checked regularly. In addition to the comfort star (***) hotels:

First Class

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

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:

Superior Luxury



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

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 35 | 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.

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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 focalpoint 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. 38 | 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

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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 40 | 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 Front of the house activity

3) Coordinate guest services Liaison between front and back-of-the-house areas Handle guest problems and complaints

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Front of the house activity

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 42 | P a g e

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 43 | 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 checkin 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: 44 | P a g e

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. 45 | P a g e

 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) b) c) d) e) f)

Satisfy guest needs Forecast room occupancies Settle properly guest accounts Establish guest history records at check-out [personal & financial information] Assign a room type and a room rate for each guest 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

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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) b) c) d)

Vacates the room Receives an accurate settlement of the guest account Returns room keys 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 Electromechanical 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 preregistration 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 48 | P a g e

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.

A- Pre-arrival activities:  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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B- Arrival activities:  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.

C- Occupancy activities:  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.

D- Departure activities:  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: A- Pre-arrival activities:  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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B- Arrival activities:  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.

C- Occupancy activities:  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. D- Departure activities: 

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) b) c) d) e)

Credit card vouchers Cash vouchers Personal check vouchers Transfer vouchers 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. 52 | P a g e

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. 2. 3. 4. 5. 6. 7. 8. 9.

Room rack Mail, message, and key racks Reservation racks Information racks Folio trays or folio buckets Account posting machine Voucher racks Cash registers 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 53 | P a g e

 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 / 59 | P a g e

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) b) c) d)

Sales Convention Services Advertising 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) b) c) d) e) f) g) h) i)

Pays outstanding invoices Distributes unpaid statements Collects amounts owed Processes payroll Accumulates operating data Compiles financial reports Makes bank deposits Secures cash loans 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. 62 | P a g e

 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) b) c) d) e)

Responsible for external & internal recruitment Calculates employees' salaries, compensation, and tax withholding… Administrates employees' paperwork, monitors attendance… Maintains good relations with Labor Unions 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) b) c) d) e)

Reservation, registration, room & rate assignment Fulfills guest services and updates room status Maintains & settles guest accounts Creates guest history records 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 employeeoriented, 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) b) c) d) e)

To evaluate job performances Tools to conduct training or retraining Prevent duty duplications Ensure the performance of each job task 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) b) c) d) e) f)

Work experience Formal education General knowledge Previous training Physical requirements 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 75 | P a g e

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 78 | P a g e

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. 81 | P a g e

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. 94 | P a g e

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. 97 | P a g e

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 98 | P a g e

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 99 | P a g e



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 PlanningForecasting 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 103 | P a g e

·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 107 | P a g e

(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 110 | P a g e

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 cont act ed

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. 114 | P a g e

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 115 | P a g e

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. 116 | P a g e

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. 117 | P a g e

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, 118 | P a g e

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 as1.

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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Employment interview

Reference checking

Medical examination

Final selection

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

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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 restructuring. 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. 130 | P a g e

● 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, employerowned 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 134 | P a g e

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 135 | P a g e

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. 139 | P a g e

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. 140 | P a g e

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. 142 | P a g e

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,

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Be a permanent student, in the sense that he should equip himself with the latest

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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 146 | P a g e

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 get conceptual

and theoretical

knowledge and skill

or

Non Managerial personnel acquire managing. It is rarely used.

technical skill and knowledge for a definite  purpose 

It too utilizes systematic and organized

procedures

Managerial personnel acquire Skill of 

training sub-ordinates.

It is a long term process

Non Managerial personnel acquire

technical skill and knowledge for a long term

It is primarily related with the job and purpose.

technical skill learning



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. 152 | P a g e

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 submodule, 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 164 | P a g e

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. 169 | P a g e

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 170 | P a g e

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. Inhouse 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. They also must be aware of how adults 171 | P a g e

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.

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.

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. 172 | P a g e

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. 173 | P a g e

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. 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. 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: 175 | P a g e

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 multinational 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 178 | P a g e

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) 180 | P a g e

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 trainercentred. 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 181 | P a g e

(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 182 | P a g e

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 reorientation. 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. 186 | P a g e

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 welldesigned 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: 195 | P a g e



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 196 | P a g e

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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PERFORMANCE APPRAISAL SYSTEM METHODS

Traditional Method

Modern Method

1. ESSAY APPRAISAL METHOD

1. MANAGEMENT BY OBJECTIVE (MBO)

2. STRAIGHT RANKING METHOD

2.360 DEGREE APPRAISAL

3. PAIRED COMPARISON

4. CRITICAL INCIDENTS METHODS

3. BEHAVIORALLY ANCHORED RATING SCALE 4. HUMAN RESOURCE ACCOUNTING

5. CHECKLIST METHOD 6. FIELD REVIEW 7. GRAPHIC RATING

a)

TRADITIONAL METHOD

1. ESSAY APPRAISAL METHOD

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5. ASSESSMENT CENTRES

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 201 | P a g e

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 203 | P a g e

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. 204 | P a g e

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 206 | P a g e

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:

Mapping of Appraisee by Appraiser or Unit HR

Planning by Appraisee

Apprais ee Submits

Accepts Appraiser

Accepts

Reviewer Edits after Discussion with Appraisee

Plan Approved

Edits after Discussion with Appraisee & Reviewee

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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

Appraise does self review of KRAs & identifies Competencies for Development

Submits

Appraiser gives his comments & feedback

Mid Year Review Completed

Creating the Development Plan using ”Competencies and Development Plan Section”

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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 customersSubstandard facilities and poor infrastructure Poor Ambience and Unresponsive staff Doubts over the availability and skill of the service provider, it hampering reliability 214 | P a g e

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 218 | P a g e

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 221 | P a g e

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 vicepresident, 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 (HRHEAD) 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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