Hotel Industry In India Commerce Essay

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Hotel industry witnesses bad years in FY09 and FY10 because of the global economic slowdown and also due to the terror attacks. The Indian Hotel industry appears to be now on a path of slow recovery. Foreign tourist arrivals (FTA's) to India surged from 5.11m in 2009 to 5.58 m in 2010 thereby resulting in an increase of 9.3%.

India occupies the sixty-eighth position among the top tourist destinations in the world, according to the Travel and Tourism Competitiveness Report 2011. In the general budget for 2011-12, Rs 11.7 bn for development of tourism infrastructure and promotion of tourism was allocated in the previous year. The Centre and states are also working out PPP (Public Private Partnership) model to increase hotel capacity.

Government of India spends on advertising campaigns (including for the campaigns 'Incredible India' and 'Athithi Devo Bhava'- Visitors are like god) to reinforce the rich variety of tourism in India. The ministry granted Tourist Visa on Arrival for citizens of Finland, Japan, Luxemburg, New Zealand and Singapore.

Travel and Tourism is a $32 billion industry in India, 5.3% of GDP

3.92 million International tourist arrivals in India in 2005 rose to 4.43 million in 2006, an increase of over 13%.

Foreign Exchange Earnings from Tourism also showed a robust growth of 14.6 percent to touch USD 6.56 Billion from USD 5.73 Billion in 2005.

Domestic market grew at about 20% p.a. in the last 4-5 years

Only about 100,000 hotel rooms in 1,800 hotels across the country, registered in 2004* 

Five star hotel rooms constitute 27%, four-star 7.5% and three-star 22%.

All India industry-wide occupancy of about 70% in 2004-05 

Scarcity of rooms in cities like Bangalore has resulted in rates of over $300 per night

The industry is dominated by 4-5 large Indian hotel owner-managers - The Taj Group, ITC, Leela and Bharat Hotels

Most major international chains like Sheraton/Starwood, Hyatt, Marriott, Hilton, Le Meridien, and Carlson are represented by management or franchise contracts. Aman and Accor plan to own hotels as well.

Several others such as Shangri-La, Four Seasons, Ritz Carlton and Mandarin are in the process of establishing their presence in India, primarily through management contracts

The branded segment represents approximately 30,000 rooms or 30% of the total hotel stock

Compounded growth in the last 5 years, in terms of rooms added, was the strongest in the mid market segment 

The three-star hotel segment grew at about 11%; followed by the four star segment at about 9%

100% FDI is permitted in Hotels and Tourism, through the automatic route

Key Statistics - India

Travel & Tourism Revenue ($ billions)

32

Inbound Tourist Arrivals (2004) million nos.

3.3

Inbound Tourism Revenue ($ billions)

4.0

Domestic Tourism (million nos.)

271

Domestic Tourism Revenue ($ billions)

28.0

Outbound Tourism (million nos.)

6.0

Hotel Industry - number of hotels

1,800

Hotel Industry - number of rooms

1,00,000

FIG1- INTERNATIONAL TOURIST ARRIVALS IN INDIA

Different departments existing in the hotel and the need for their training can be described as

All the departments in Hotel undergo regular trainings. Trainings are conducted on regular basis as the hotel industry is changing dynamically, therefore, to keep with up with the ever growing pace. Different departments need different types to trainings in their respective areas.

Role of HR department in Hotel

Hotel business id one of the most cut throat and competitive businesses in the world. Usually the human resource manager has his or her hands full all the time because of employees complaints and a very high turnover rate, since one of the biggest problems that a human resource manager in hotel industry faces is the issue of employee retention. It is of great importance to choose the right person for each job. Recruiting the right person for each job can be one of the hardest tasks of the human resources manager. One of the most important human resources management tasks is to make sure that each employee enjoys working in the hotel - and that they have all of the training and supplies that they need to complete their job effectively. One of the biggest complaints among hotel staff members is that they are required to do too many jobs that they do not have the training or tools to do it with. The human resources manager that takes the time and money to train employees and equip them properly will have a much higher retention rate.

Front Office

The Front Office function of a Hotel is to act as the public face of the hotel, primarily by greeting hotel patrons and checking in guests. It also provides assistance to guests during their stay completes their accommodation, food and beverage, accounts and receives payment from guests. Department is typically composed of

1. Reception

2. Reservation

3. Concierge

4. PBX (phone service system)

5.Telephone

a) Front Office:

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

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.

Front office needs trainings to cope up with the ever changing needs and demands of the guests, telephone etiquettes, guest contacts etc. training is very important for hotel as it represents the face of the hotel. The front office staff needs to be very polite, courteous and tactful.

Engineering department

The engineering department in hotels is the strongest support system of all other departments. The changing needs of the times has altered the perception towards this department, which was earlier always relegated to the background - today it is not just the flag bearer of all green initiatives but is also at the forefront of adopting new technologies and ensuring the security of guests and staff at the property.

This department needs to be trained on introduction and usage of new technology effectively and efficiently.

Food and beverage service

This is the department which serves food and beverage to the guests. This is the second most revenue producing department of the hotels. Whenever guests want to enjoy meal or drinks with great ambiance they visit restaurants and bars. There are so many restaurants with different cuisines, some with live kitchen, pubs, bars and cafe which even operates 24 hours. These restaurants are based on different themes, giving guests an amazing experience.

There are different types of services offered in the restaurant such as buffet service, table of the host and al a cart menu i.e. according to the card. The waiters follow all the rules of service and serve food, drinks in the finest cutlery and crockery to the guest.

Food and beverage department includes:

Inside and outdoor catering.

Pubs and bars.

Restaurants

Cafes

Room service

This department needs training on how to handle customers efficiently, soft skills, etc.

Food and Beverage production

In this department chef prepares the world class food. All the types of cuisines are made here with different styles of cooking. The chefs prepare delicious food and put their creativity into it.  You can even ask chef to prepare the food according to your taste in case of any medical reasons. These chefs work in back area so it's not so visible department, though in some of the live kitchen you can see how your meal is being prepared. Different cuisines have different kitchen and each one has its own specialized chefs. It has  a very important section as gardemanger where all the cold preparations takes place like salads, cold dressings etc and also has pre preparation kitchen where basic preparation of food is done. For Kitchen hygiene and cleanliness, hotel has kitchen stewarding department which clean the kitchen as well as washes the utensils and in small hotel housekeeping takes care of cleanliness.

Food production department includes

Bakery

Garde manger or cold storage room.

Pre preparation kitchens

Tandoor section

Kitchen stewarding

Need trainings for up gradation of menu and innovation in food and beverages, current trends in food and beverages also on meeting customer expectations and demands.

Sales and Marketing department

Sales are the activities involved in providing products or services in return for money or other compensation. Academically, selling is thought of as a part of marketing, however, the two disciplines are completely different. If the marketing department generates a potential customers list, it can be beneficial for sales. The marketing department's goal is to bring people to the sales team using promotional techniques such as advertising, sales promotion, publicity, and public relations. In hotels, the marketing department is usually amalgamated with Sales.

These departments need trainings to convert potential customers to actual customers, soft skill trainings and convincing style trainings.

Administration and Accounts

Keep all records, bills in order for easy reference and checking. The back of the house handles all monetary collection from the various outlets and transaction. F & B submit bills for checking and recording purposes submit cash for safe keeping and prepare invoices for accounts receivable

Security

Protect the interest and safety of guests within the hotel compound. Car park and traffic flow. Guests who feel that they are well taken care of feel safe in our hotel will come back, and with the ease of parking their car and smooth flow of traffic will prevent aggravation to the guests who are in the mood of enjoying themselves.

Security department people need to be trained on how to deal with different situations, being courteous with the guests, etc.

Housekeeping

Provision of staff uniform. Supplying restaurant linen such as table cloths, napkins, skirting, etc. Cleanliness of the premises and toilets.

Housekeeping department needs to be trained in various room cleaning procedures, use of various chemicals and equipments.

About Hilton Worldwide

Among many recent accomplishments that further Hilton World Wide's mission is to be the preeminent global hospitality company, Hilton Worldwide:

Achieved the most hotel openings in our 91-year history in the last two years with 302 new hotels in 2009 and 327 in 2008.

Maximized global opportunities with more rooms under construction outside the U.S. than within the U.S. for the first time in Hilton's history. Sixty-one percent of our rooms under construction are outside the U.S., compared to 11 percent only two years ago.

Surpassed a record 25 million members for Hilton HHonors, the loyalty program for Hilton Worldwide portfolio of hotel brands, after the largest enrollment year in the program's history in 2009.

Ranked the highest in brand equity with our Hilton brand compared to all the other major hotel brands in the industry in the 2010.EquiTrend® study conducted by Harris Interactive.

Was honored by the Business Travel News 2010 U.S. Hotel Chain Survey for several of our brands across multiple categories, including Hampton Hotels which was named the best hotel brand in the mid price Tier.

Was the only hotel company with multiple brand winners in "J.D. Power's 2009 North America Hotel Guest Satisfaction Study?" Embassy Suites ranked highest in guest satisfaction among upscale chains for the sixth time, and Hilton Garden Inn ranked highest in guest satisfaction among Mid-Scale Full-Service chains for the seventh time.

Was honored by Entrepreneur magazine when our Hampton brand was selected as the fourth-best franchise business in the U.S. in its Franchise 500® list.

Number of Properties: 3,598

Number of Rooms: 593,784

Number of Countries: 81

Future Goal:

Hilton Worldwide has four key strategic priorities:

Aligning Our Culture and Organization

Maximizing Performance Across the Enterprise,

Strengthening & Expanding our Brands and Commercial Services Platform and

Expanding our Global Footprint.

Introduction to Eros Hotel managed by Hilton

EROS Hotel managed by Hilton is one of the top ten five star deluxe hotels in New Delhi. It began its operations in the year 1996. The Hotel is a property of Eros group. The 7000 million Eros group is synonymous with real estate development in and around Delhi backed by more than five decades of expertise. The Eros Group's impressive trail of achievements includes scores of residential buildings, movie theaters', hotel shopping plazas, office avenues and residential townships. The jewel in the crown of Eros Group is the five star deluxe hotel EROS Hotel managed by Hilton.

http://static.asiarooms.com/hotelphotos/laterooms/239988/gallery/eros-hotel-managed-by-hilton-new-delhi-nehru-place_070220120808293510.jpg

City- New Delhi

Location- Nehru Place

Group- Hilton Worldwide

The Hotel is managed by an international hotel chain- Hilton Worldwide. Hilton Worldwide (formerly, Hilton Hotels Corporation) is a global hospitality company. Hilton worldwide headquartered in Beverly Hills, California from 1969 until 2009. The company moved to Tyson's Corner, unincorporated Fairfax Country, Virginia, near Mc Lean in August 2009.

Eros Hotel managed by Hilton provides world class accommodation to the business and leisure travelers alike. It is situated in New Delhi, Nehru Place, a premium business district, this is elegant hotel provides easy access to major commercial and tourist centers and overlooks the Lotus Temple, the Bahai place of worship as well as city southern skyline. It is a 218 room property. All the rooms are equipped with advanced products and services.

All rooms have 24 hours broadband connectivity, tea coffee making facilities, international standard mini-bar, satellite TV and in-room safe. It has got 8 Food & Beverages outlets including one 24 hours coffee shop, two specialty restaurants (Indian and Chinese), a Bar, a Tea Lounge, 24 hours Room service and Banquet Halls. Not only this, it is product to own the finest and biggest Health Club & Beauty parlor in city.

Vision Statement

Professional waiter providing tea serviceTo fill the earth with the light and warmth of hospitality.

Mission Statement

Concierge at deskTo be the preeminent global hospitality company - the first choice of guests, team members, and owners alike.

Core Values

Hotel front desk staff greeting distinguished female guest

h- HOSPITALITY

We're passionate about delivering exceptional guest experiences.

I-INTEGRITY

We do the right thing, all the time.

L-LEADERSHIP

We're leaders in our industry and in our communities.

T-TEAMWORK

We're team players in everything we do.

O-OWNERSHIP

We're the owners of our actions and decisions.

N-NOW

We operate with a sense of urgency and discipline.

CHAPTER 2

INTRODUCTION TO THE STUDY

OBJECTIVES OF THE STUDY

This study was carried out with the following objectives:-

To understand effectiveness of training need analysis at Eros Hotel managed by Hilton vis-a-viz The Grand and Vivanta by Taj.

Comparing Eros Hotel managed by Hilton with industry benchmarks set for effective training needs analysis.

PURPOSE OF THE STUDY

The research is done to compare the effectiveness of Training Need Analysis in 3 Hotels namely- Eros Hotel managed by Hilton, The Grand and Vivanta by Taj. The parameters are defined through the use of questionnaire and interview. It was done to see the standing of Eros Hotel managed by Hilton in comparison to the other two hotels and also compare from its benchmarks.

CONTEXT OF THE STUDY

This study was carried out to increase the knowledge base for the subject matter. Training is a very important tool for any organization; to survive in the every growing competition and to grow. Therefore, training need analysis plays an equally important role in identifying the key areas where training are required, and hence, it is also equally important to measure the effectiveness of training need analysis.

This study was also carried out to provide some important inputs and to make a significant contribution in the process of training in the organization.

SIGNIFICANCE OF THE STUDY

This study being a very technical study needed a very thorough knowledge of the subject matter. The study was carried out to help the organization to-

Form its training calendar as per the requirements of its staff and to work accordingly in achieving those targets in sync with the organizational targets.

To provide some significant developments and inputs so as to help the organization in improvising its process of Training Need Analysis.

Help to carry comparative analysis and also helped in suggesting some important points that could be worked upon to make the trainings and the process of training needs analysis meaningful.

DEFINITIONS

TRAINING

Training is the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. Training has specific goals of improving one's capability, capacity, and performance. In addition to the basic training required for a trade, occupation or profession, observers of the labor-market] recognize as of 2008 the need to continue training beyond initial qualifications: to maintain, upgrade and update skills throughout working life. People within many professions and occupations may refer to this sort of training as professional development.

TRAINING NEED ANALYSIS

Training Analysis (sometimes called Training Needs Analysis (TNA)) is the formal process of identifying the training gap and its related training need.

Training analysis as a process often covers:

Review of current training

Task analysis (of new or modified system)

Identification of training gap

Statement of training requirement

Assessment of training options

Cost benefit analysis of training options

Training Analysis is most often used as part of the system development process. Due to the close tie between the design of the system and the training required, in most cases it runs alongside the development to capture the training requirements.

EFFECIVENESS OF TRAINING NEED ANALYSIS

The effectiveness of the training needs analysis process is measured by correlating the business issue that provoked the intervention, before and after the intervention. 

An effective analysis of training needs assess the needs of individuals and matches these needs to organizational objectives. This allows the organization's management to agree and implement coordinated, cost-effective and cohesive training programmers. The evaluation of the training and its effectiveness is probably one of the most discussed but least practiced subject in the training field. Evaluation is a systematic approach and maybe the reason for the failure in practice. The most justified argument must be that without a proper training evaluation, nobody really knows how effective any form of training will be and the cost of training becomes considered as an expense rather than an investment

QUESTIONNAIRE

A questionnaire is a research instrument consisting of a series of questions and other prompts for the purpose of gathering information from respondents. Although they are often designed for statistical analysis of the responses, this is not always the case. Questionnaires have advantages over some other types of surveys in that they are cheap, do not require as much effort from the questioner as verbal or telephone surveys, and often have standardized answers that make it simple to compile data. However, such standardized answers may frustrate users. Questionnaires are also sharply limited by the fact that respondents must be able to read the questions and respond to them. Thus, for some demographic groups conducting a survey by questionnaire may not be practical.

PILOT STUDY

A pilot, or feasibility study, is a small experiment designed to test logistics and gather information prior to a larger study, in order to improve the latter's quality and efficiency. A pilot study can reveal deficiencies in the design of a proposed experiment or procedure and these can then be addressed before time and resources are expended on large scale studies. Animal experiments are not usually carried out in isolation, but are part of a programmed of research. A good research strategy requires careful planning and a pilot study will often be a part of this strategy.

A pilot study is normally small in comparison with the main experiment and therefore can provide only limited information on the sources and magnitude of variation of response measures. It is unlikely, for example, that a pilot study alone can provide adequate data on variability for a power analysis to estimate the number of animals to include in a well designed experiment. A systematic review of the literature or even a single publication is a more appropriate source of information on variability. The pilot study may, however, provide vital information on the severity of proposed procedures or treatments.

PERFORMANCE APPRAISAL

A performance appraisal (PA) or performance evaluation is a systematic and periodic process that assesses an individual employee's job performance and productivity in relation to certain pre-established criteria and organizational objectives. Other aspects of individual employees are considered as well, such as organizational citizenship behavior, accomplishments, potential for future improvement, strengths and weaknesses, etc. To collect PA data, there are three main methods: objective production, personnel, and judgmental evaluation. Judgmental evaluations are the most commonly used with a large variety of evaluation methods. A PA is typically conducted annually. The interview could function as "providing feedback to employees, counseling and developing employees, and conveying and discussing compensation, job status, or disciplinary decisions". PA is often included in performance management systems. Performance management systems are employed "to manage and align" all of an organization's resources in order to achieve highest possible performance.

PERSONAL DEVELOPMENT PLANING

Personal development planning is the process of creating an action plan based on awareness, values, reflection, goal-setting and planning for personal development within the context of a career, education, relationship or for self-improvement. The PDP (personal development plan), also called an IDP (individual development plan) or PEP (personal enterprise plan), usually includes a statement of one's aspirations, strengths or competencies, education and training, and stages or steps to indicate how the plan is to be realized. Personal development plans may also include a statement of one's career and lifestyle priorities, career positioning, analysis of opportunities and risks, and alternative plans (Plan B), and curriculum vitae. Personal developments plans are often a requirement for employee CVs. Employees who are participating in business training are often asked to complete a personal development plan. A five year personal development plan can often be developed by an individual to organize personal goals and make them achievable within a certain time period.

ON THE JOB TRAINING

Employee training at the place of work while he or she is doing the actual job. Usually a professional trainer (or sometimes an experienced employee) serves as the course instructor using hands-on training often supported by formal classroom training.

COACHING

Coaching, when referring to getting coached by a professional coach, is a teaching or training process in which an individual gets support while learning to achieve a specific personal or professional result or goal. The individual getting coached may be referred to as the client, the mentee or coachee, or they may be in an intern or apprenticeship relationship with the person coaching them. Coaching may also happen in an informal relationship between one individual who has greater experience and expertise than another and offers advice and guidance, as the other goes through a learning process.

MENTORING

Mentoring is a developmental partnership through which one person shares knowledge, skills, information and perspective to foster the personal and professional growth of someone else. The power of mentoring is that it creates one-of- a kind opportunity for collaboration, goal achievement and problem solving.

SUMMARY

The study "To measure the effectiveness of Training Need Analysis" at Eros Hotel managed by Hilton is a comparative study. This comparative study has been conducted using the information from 3 hotels namely

Eros Hotel managed by Hilton.

The Grand

Vivanta by Taj- Fort Aguada.

All the hotels are five star hotels. The Grand and Vivanta by Taj were chosen for comparison as Eros hotel managed by Hilton is a five star hotel. Benchmarking in creating a common base for comparison.

The use of pilot study, questionnaires and sampling has been used to carry out the study.

The sample size of 75 (25 questionnaires from each hotel) have been used.

CHAPTER 3

REVIEW OF LITERATURE

1 Alignment and relevance : The products of effective TNA.

Effective TNA ensure alignment with business goals and relevant training programs. A survey was conducted by knowledge - Advisors which was sent across of to 5000 members of Learning and Development and HR industry asking them to respond to the questions. The results showed that there were many organizations that work with clear views on strategic priorities within the company. It was advised to the companies that those processes should be used which cover both macro and micro level organizational issues and look at the effectiveness of the training process to determine if the organizational changes were needed to make L and D more capable of filling the knowledge and skill gaps.

2. Messner, Angelina M.M.(2010) Needs Assessment and Analysis Methods

In this study by the author, the author is outlining various methods of training needs assessment method and their appropriate application for assessing and analyzing performance problems. This research also tells that even though there is a general agreement among the practioners of performance improvement that needs assessment is an important step which leads to solutions to improve performance practioners do not always conduct a needs assessment. Lack of knowledge regarding needs assessment is also one of the reasons for conducting need assessment. It is required to select the right methods, task analysis, job analysis, performance improvement, competency-based needs assessment and knowledge and skill assessment which fit the situation which is to be assessed; there is no single method which fits all situations. Practioners need to use their best judgment to determine the appropriate method to be used to analyze the performance related problem.

3. Beckman - Kern, Michelle.L (May 2007) Training Need Assessment for warehouse employees.

Competition in the workplace is an important issue affecting the warehouses today updating processes, technology and warehouse procedures are some of the changes that warehouses have to undergo in order to satisfy their customer needs. Warehouses most commonly use training to implement warehouse management systems and to cross train employees on several tasks rather than to a discreet task. They also use training for mobile equipment operations such as fork trucks. TNA will help to make sure that time and money are not wasted on insufficient training and it will provide the training department proposal showing the need for training. The warehouse facility that is currently being researched is small, there are only 14 employees. It is located in south central Wisconsin and is a mall part of a large warehouse dealing mainly in automotive logistics of the 14 employees - 12 are operators, 1 is a supervisor and 1 is a warehouse manager.

This research is carried out to see if differences exist and common training needs are identified the warehouse has identified some performance problems based on the results of some daily audits. Kit carts received thr the production facility do not contain the correct stock and amount of stock which is the main problem. The data was gathered using 17 questions survey to determine what training deficiencies exist and joy so what objectives should be covered in order to develop the competencies that the warehouse employees need to perform in a more efficient manner. This research was not able to produce the results that allowed for determination as to whether or not training will improve the performance of warehouse employees. .

4. Usman Bashir, Salman Bashir Memon and Syed Wajid Hussain Rizvi (2009) Effectiveness of training analysis Philosophy to practice : A case of Pakistan Petroleum Limited.

Every organization has to go through phase of struggle in always evolving external environment. Organizations have to come up with new ways to improve their effectiveness and efficiency in business processes. Trainings are there to remain competitive and sustain themselves in the dynamic environment. Due to these reasons importance of training for any organization, this research is a spotlight on training process/workshop/programs identified through training needs assessment contributing towards employee development and their satisfaction towards training programs. Modern day management refers to 'training' as an investment rather than expense; but assessment of training remains a challenging area and a mayor source dispute between HR and Finance Department. Degree of learning through training is an outcome of effective TNA. Nobody can deny the importance of development through training but designing and imparting effective training can add value to the knowledge base and skill inventory of the organization remains an art.

5. Noor Zahir (2008) Making training count: How to conduct an effective training need analysis

The wealth of any organization depends on the development of its people. In order to do this all training must be able to match to the needs of the organization and the people in it. Analysing the training needs provides a focus and direction for the investment on organization makes in its people as well as establishing a method of reviewing and assessing the success of all training/development initiatives. Trainings are often prescribed to sort out the problem. An effective training need analysis helps to real training issues in a systematic way, liking these in a strategic way to the company's overall strategy going forward.

6. Guy Cote (Oct 2010) New Skills needed for hospitality

The boards and executives recognize the need to think more broadly about how to attract top talent and where to find it. This includes looking outside the sector for executives who can bring fresh thinking to what has been a considered a relatively traditional industry. Executives who can source, negotiate, structure and finance creative deals and devise complex contracts to manage properties have been in high demand in the hospitality industry for some time. During and beyond the economic crisis, those deal-making skills will become ever more critical as companies evaluate their optimal property portfolios. While real estate development professionals from the hospitality industry traditionally have had accounting or consulting backgrounds, the analytics and deal structures typical today and in the foreseeable future require a different financial skill set. One solution is to look for talent outside of the hospitality sector itself. The market for executives with global hospitality experience is hyper-competitive and companies are looking for candidates who understand how to navigate the strategic and tactical challenges of operating in global, multinational environments. These candidates must be comfortable communicating cross-culturally and be able to remain well connected in multiple markets.

7. Important skills required to join the hotel management industry(2011)

Source:- http://www.minglebox.com/article/hotelmanagement/important-skills-required-to-join-the-hotel-management-industry

The hotel management industry is always on the lookout of skilled professionals, so make sure to brush up a few essential skills which are important. Confidence, hospitality, presentability, customer orientation, listening skills and being responsible are the major skills needed to be successful in hospitality industry. The talent needs that are emerging in many functions within the hospitality and leisure sectors pose significant challenges for recruitment. Given the additional economic challenges, our clients are more receptive to considering cross-sector, multi-functional solutions to sourcing new talent. This allows them to take advantage of this cycle to re-evaluate their current executive teams and future talent needs, rethink the "emerging" skills that will move them ahead of the competition and access executives who might not have been on their radar or had an interest in engaging only one or two years ago.

8.: William H. Samenfink: A Quantitative Analysis of Certain Interpersonal Skills Required in the Service Encounter

Employees play an integral part in how consumers rate service quality. As such, it is very important to be able to quantify the interpersonal skills required by employees in service positions. One instrument-the self-monitoring scale-has the potential to identify certain interpersonal skills of an employee. Using two separate surveys to test this self-monitoring scale in the hospitality industry, this study examined the self- monitoring and job performance tendencies of hospitality employees to help identify and compare service attentiveness and suggestive selling skills between the high and low self-monitor. Differences were found between the high and low self-monitor in how each approached the service encounter. As the trend toward employee empowerment gains momentum in the 1990s, researchers, as well as industry, need to continue identifying and developing better measures of the service provider's interpersonal skills.

9. Rama Devi V, Nagurvali Shaik(2005)Evaluation training and development model.

Human capital is an important asset for organizations under intense competition. Training

and Development function enables human capital to unleash their dexterity. A profound

training program acts as a vehicle to enhance employee skills and enable them to perform

better in their job. Training and development is very crucial to the employees, the

organization and their effectiveness. Human capital is the differentiator between a good

company and a great company. The organizations have long understood that their most

valuable asset is their human capital and many are convinced for large investments in

employee training and development. An effective training program is one that addresses

training needs and delivers training according to training objectives. Research in Training and

Development function has produced many results. In the last decade, training evaluation has

been the main focus for many studies. This literature review based article presents different

viewpoints of various authors regarding the significance of training & development,

perceptions of employees towards training effectiveness, training evaluation and training

effectiveness.

10. Janice A. Miller, SPHR and Diana M. Osinski (1996) Training Needs Assessment

The purpose of a training needs assessment is to identify performance requirements or

needs within an organization in order to help direct resources to the areas of greatest

need, those that closely relate to fulfilling the organizational goals and objectives,

improving productivity and providing quality products and services.

The needs assessment is the first step in the establishment of a training and development

Program. It is used as the foundation for determining instructional objectives, the

selection and design of instructional programs, the implementation of the programs and

the evaluation of the training provided. These processes form a continuous cycle which

always begins with a needs assessment

CHAPTER 4

RESEARCH METHODS AND PROCEDURES

Research Instruments Used

QUALITATIVE INSTRUMENTS- Direct interviews.

QUANTITATIVE INSTRUMENTS. - Questionnaires were designed and filled by respondents. SPSS was used for analyzing the data collected.

Sample Size

The sample size is 75. 25 questionnaires were filled from each hotel. The main target group was team leaders, managers and HOD's. The data was collected from 3 hotels namely- Eros Hotel managed by Hilton, Vivanta by Taj and The Grand

Preparing the Questionnaire

A comprehensive questionnaire was prepared keeping in mind the various key data and information required for the study. Questionnaire was prepared with utmost care and it was put through reviews, debugging and refining before being administered on large scale. Questions were carefully chosen and also their form, wordings and sequence as the form of the questions can influence the response.

A combination of closed ended and questions specify all the possible answers that are easy to interpret and tabulate. Open ended questions allow respondents to answer in their own words and often reveal more about how people think. The questionnaire consisted of a combination of

Dichotomous questions

Multiple choice questions

Likert scale

Ranking scale questions.

Pilot Study

The pilot study was conducted with the sample size of 15 respondents. For this pilot study a questionnaire was framed with the combination of dichotomous questions , multiple choice questions and open ended questions.

The main purpose of keeping the open ended questions was to find the attributes or the factors which are mainly affecting the employees performance, skill set and training needs. After collecting the sample of 15 respondents for this study it was analyzed that there where different set of skills mentioned by the employees. The different set of skills which were provided helped in the framing of the final questionnaire with the skills defined in various subheads namely personal growth and development, IT skills, providing planning and direction, resource management, skills needed to manage people and team.

It also helped in identifying other methods like coaching, mentoring and peer feedback which were also practiced and appreciated. Different durations for which trainings took place were also increased so as to increase the options. A need to add duration of 0-15 min and 15-30 min was done as most of the trainings in Eros Hotel managed by Hilton were for 15 min..

Time taken to fill each questionnaire was observed to be 10-12 min. also there was difficulty faced in answering open ended question. These limitation were overcome in the framing on final questionnaire.

CHAPTER 5

ANALYSIS AND FINDINGS

1.

Duration of the Training.

Name of the Organisation

Total

Eros Hotel managed by Hilton

The Grand

Vivanta by Taj

What should be the maximum duration of any training session?

0-15 min

0

3

0

3

15-30 min

3

10

1

14

30-1 hour

3

2

1

6

1-3 hours

12

8

19

39

3-8 hours

7

2

4

13

Total

25

25

25

75

TABLE 1- Duration of the training

FIG 2- Duration of the training

Findings:-52% of the employees favor that duration of the trainings should be 1-3 hours. In contrast to 4% favoring 15 min training session.19% say that the duration should be 15-30 min.. 8% say it should be for 1 hour and 17 % say it should be for 3-8hours.

2.. Are there any factors hindering you from achieving maximum performance?

Yes

No

Eros Hotel Managed by Hilton

25

0

Vivanta by Taj

25

0

The Grand

22

3

TABLE 2- Factors hindering maximum performance

FIG 3- Factors hindering maximum performance

Findings- People in Eros hotel managed by Hilton and Vivanta managed by Taj are completely satisfied with their performances as they feel there are no factors which are affecting their performance whereas only 3 people in The Grand said that there were a few factors which were affecting their performance. Those factors are low salary structures and their relation with the superior. There were no other factors which existed which the employees felt were hampering their work performance in the organization.

3.

Is the time spent on training efficiently used?

 

Name of the Organisation

Total

Eros Hotel managed by Hilton

The Grand

Vivanta by Taj

Is the time spent on training efficiently used?

Strongly Agree

15

10

17

42

Agree

10

9

8

27

Somewhat Agree

0

6

0

6

Total

25

25

25

75

TABLE 3- Efficiency of time spent on trainings

FIG 4-Efficiency of time spent on trainings

Findings: 56% of the people in all the 3 organizations strongly agreed that their time spent in the training sessions is used very efficiently which further enhances their interest in attending more and more trainings sessions so as to enhance their knowledge.36% of the people agree and only 8% of the people agree that the time spent in the training sessions is used efficiently.

4.

Understanding your own Continual Professional Development: MANAGING SELF AND PERSONAL SKILLS

Name of the Organisation

Total

Eros Hotel managed by Hilton

The Grand

Vivanta by Taj

Fully Competent

24

17

20

61

Would benefit from training

1

8

5

14

Total

25

25

25

75

TABLE 4- Understanding continual professional development

FIG 5- UNDERSTANDING CONTINUAL PROFESSIONAL GROWTH

Findings:- 81% of the respondents said hat they are fully competent in understanding their own continual and professional development as compared to 19% who said they would benefit from trainings as it will widen their knowledge horizon and make them aware about the new emerging trends which give them growth and development opportunity.

5.

Understanding the benefits of Reflective Practice:MANAGING SELF AND PERSONAL SKILLS

 

Eros Hotel managed by Hilton

The Grand

Vivanta by Taj

total

Fully Competent

24

14

15

53

Would benefit from training

1

11

10

22

 

25

25

25

75

TABLE 5 Reflective practices

FIG 6- Reflective practices

Findings:- 70% of the people said they were fully competent in understand the benefits of reflective practices and 30% of the respondents said they would benefit from training for the same as they would be aware about the reflective practiced by others in the same industry or in different industries. no respondent said they were not aware about them.

6.

Effective Communication Making assumptions :MANAGING SELF AND PERSONAL SKILLS

 

Eros Hotel managed by Hilton

The Grand

Vivanta by Taj

 Total

Fully Competent

22

18

21

61

Would benefit from training

3

7

4

14

Total

25

25

25

75

TABLE 6 Effective communication

FIG 7- Effective communication

Findings:- 81% of the employees said that they were fully competent with communicating effectively as compared to 19% who said they would benefit from training sessions as they were not very competent in communicating effectively .

7.

Assertiveness skills :MANAGING SELF AND PERSONAL SKILLS

 

Name of the Organisation

Total

Eros Hotel managed by Hilton

The Grand

Vivanta by Taj

Fully Competent

16

16

15

47

Would benefit from training

8

5

10

23

Not part of my job

0

2

0

2

Will be part of my next job

1

2

0

3

Total

25

25

25

75

TABLE 7-Assertive skills

FIG 8- Assertive skills

Findings: - 63% of the respondents said they were fully competent in practicing assertive skills 30% said they would benefit if they would be provided trainings 3% of the people responded that practicing assertive skills was not a part of their job and whereas 4% of the people responded that practicing assertive skills will be a part of their next job.

8.

Giving constructive feedback :MANAGING SELF AND PERSONAL SKILLS

 

Eros Hotel managed by Hilton

The Grand

Vivanta by Taj

Total 

Fully Competent

15

14

17

46

Would benefit from training

6

7

8

21

Not part of my job

2

1

0

3

Will be part of my next job

2

3

0

5

Total

25

25

25

75

TABLE 8- Constructive feedback

FIG 9- Constructive feedback

Findings :- 61% of the people said they were fully competent in providing constructive feedback. 28% said they would benefit from training for providing constructive feedback. 5% of the said that giving feedbacks will be a part of their next job and also 4% said that it is not a part of their roles and responsibilities.

9.

Motivation skills :MANAGING SELF AND PERSONAL SKILLS

 

Name of the Organisation

Total

Eros Hotel managed by Hilton

The Grand

Vivanta by Taj

Fully Competent

14

13

13

40

Would benefit from training

7

8

11

26

Not part of my job

4

3

0

7

Will be part of my next job

0

1

1

2

Total

25

25

25

75

TABLE 9- Motivations Skills

FIG 10- Motivation Skills

Findings:- 53% of the respondents said that they are fully competent in motivating others to work towards betterment as compared to 35% who said they would benefit if they are provided trainings for the same. 10% said they did not need any motivation skills as it does not form a part of their jobs and 3% said that it will be a part of their next job.

10.

Influencing & Negotiation Skills Within :MANAGING SELF AND PERSONAL SKILLS

 

Name of the Organisation

Total

Eros Hotel managed by Hilton

The Grand

Vivanta by Taj

Fully Competent

14

19

13

46

Would benefit from training

7

2

12

21

Not part of my job

4

2

0

6

Will be part of my next job

0

2

0

2

Total

25

25

25

75

TABLE 12- Influencing & Negotiation Skills

FIG 11- Influencing & Negotiation Skills

Findings:-61% of the respondents said that they have very good influencing skills and negotiations skills and did not require any further training to enhance them. 28% of the responses were in favor of attending training sessions to enhance their influencing and negotiation skills.

11. Time Management-:MANAGING SELF AND PERSONAL SKILLS

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

Fully Competent

44

58.7

58.7

58.7

Would benefit from training

31

41.3

41.3

100.0

Total

75

100.0

100.0

TABLE 11- Time Management Skills

FIG 12- Time management skills

Findings:-59% of the respondents believed they were very efficient in managing trainings and they did not need any trainings in order to learn how to manage their time effectively. 41% of the respondents said that they would benefit from the trainings which helped them in managing their time more efficiently.

12.

Effective Delegation :MANAGING SELF AND PERSONAL SKILLS

 

Eros Hotel managed by Hilton

The Grand

Vivanta by Taj

 

Fully Competent

17

15

18

50

Would benefit from training

7

9

7

23

Not part of my job

1

0

0

1

Will be part of my next job

0

1

0

1

Total

25

25

25

75

TABLE 12- Effective delegation skills

FIG 13- Effective delegation skills

Findings:- 67% of the people said that they were fully competent in delegating work an jobs effectively as compared to31% who said they would benefit from trainings for the same. And 1% said that it is not a part of their responsibilities and another 1% said it will be a part of their next job.

13.

PRESENTATION SKILLS:IT SKILLS

 

Eros Hotel managed by Hilton

The Grand

Vivanta by Taj

 

Fully Competent

15

15

10

40

Would benefit from training

10

10

15

35

Total

25

25

25

75

TABLE 13- Presentation skills

FIG 14-Presentation skills

Findings:- 52% of the people said that they were very effective in giving presentations as compared to 38% which said that they need trainings to enhance their presentation skills. 6% said they did not require presentation skills in their job and 4% said giving presentations will be a part of their next level of jobs.

14

Managing Budgets:RESOURCE MANAGEMENT

 

Name of the Organisation

Total

Eros Hotel managed by Hilton

The Grand

Vivanta by Taj

Fully Competent

15

18

6

39

Would benefit from training

3

4

17

24

Not part of my job

4

2

2

8

Will be part of my next job

3

1

0

4

Total

25

25

25

75

TABLE 14- Managing budgets

FIG 15- Managing budgets

Findings:- 52% of the people said they were efficient in managing budgets whereas 32% of the people said that they would benefit from trainings. 11% of the people said that they did not have jobs which had involvement of budgets. And 5% of the people said that managing budgets will be a part of their next job.

15

Disciplinary & Grievance procedures: MANAGING PEOPLE AND ACHIEVING RESULTS

 

Eros Hotel managed by Hilton

The Grand

Vivanta by Taj

Fully Competent

15

15

12

42

Would benefit from training

10

10

13

33

Total

25

25

25

75

TABLE 15- Disciplinary & Grievance Procedures

FIG 16- Disciplinary & Grievance Procedures

Findings:- 56% of the people said they were fully competent in handling disciplinary and grievance procedures as compared to 44% which said they would benefit if they were provided trainings and were taught how to handle them more efficiently.

CHAPTER 6

CONCLUSION AND RECOMMENDATIONS

CONCLUSION

A company's Training and Development process pays dividend to the employees as well as

organization. The organization, which devotes itself to training and development, enhances its HR capabilities and strengthens its competitive edge. At the same time, the employee's personal and career goals are established, generally adding to his or her abilities and value to the employer. Ultimately, the aligned objectives of the HR department and the organization are met.

Now a days HR department has been an integral part of every small and big organization, as it has been proved that if there is any negligence towards any HR Function whether it is Training and development or Performance Appraisal or any other function, it will lead to the downfall of the company.

Therefore it is necessary that the Training program should be planned and then properly implemented. To ensure this, it's necessary that proper Training Need Analysis is done, as TNA is the basic building block to an effective training or development endeavour.

And through this project report we can see that Eros Hotel Managed by Hilton is trying it's best to provide training on various fields to their employees so that they can bridge the gap of knowledge, skills and abilities that is required of a person to perform their job proficiently and what they actually know. Also through graphical analysis we can see that most of their employees know about the training programs conducted in the organization regularly. For any training program to be successful, cooperation from entire organization is mandatory. On analyzing this project I infer that Training sessions in Eros Hotel Managed by Hilton are taken very seriously and no stones are left unturned to make each program a success. And that's the reason of its increasing revenue and brand image.

The only point that was being missed out in the process of making training schedules was training budgets. There were no training budgets that were allotted. Most of the trainings that were held for employees were by internal trainers and for HOD's were by people from regional office. External trainers were hardly invited to conduct trainings sessions.

To conclude we can say that to climb the ladders of the success, it is vital for every organization to understand the importance of HR function .They have to understand that HR is no more a supporting element but it is an integral part of any organization.

BENCHMARK COMPARISON

BENCHMARK

EROS HOTEL MANAGED BY HILTON

VIVANTA BY TAJ

THE GRAND

Linkage to corporate goals

Support career development & succession planning

Plan, produce & monitor annual training budget

Formulate all learning and professional development related policies and procedures & update

Assess the quality assurance & other managers in monitoring & consolidating month end training activity report

Assess changes in guest needs, the hotels guest mix &industry and competitive trends

Monitor & ensure that all learning and development programs are carried out within allocated budget

Identify & make available external instructors as necessary to fulfill training objective

TABLE 16- Benchmark-comparison

RECOMMENDATIONS

I would like to recommend that

Eros Hotel managed by Hilton should be allotted proper budget for trainings and other HR functions, so that it is possible to calculate the ROI from trainings.

More external trainers should be invited to conduct trainings on soft skills and presentation skills.

Most of the training sessions at Eros Hotel managed by Hilton were of 15-45 min. the duration of the training sessions should be increased to 1 hour as it is practically impossible to conduct training session in 15 mins.

LIMITATIONS

Following are some of the limitations of the project:

Eight weeks is too short span of time for the proper understanding of a big set up like Eros Hotel managed by Hilton.

One of the major limitations of the project is the Sample size. Bigger the sample size could have helped us to reach better results.

Limited disclosure of the information as it is against the norms of the organisation.

Due to time constraint, some respondent gives bias response.

CHAPTER 6

ANNEXURE

Annexure 1. Pilot Study Questionnaire

QUESTIONNAIRE

TRAINING NEED ANALYSIS

Employee Name

Employee Designation

Department

Name of the Organisation

This questionnaire has been designed to effectively measure an identify the training programmes for the employees according to their level of competency

Is Training Need Analysis (TNA) done in your organization?

Yes 

No 

How often is TNA done in your organization?

Monthly 

Quarterly 

Half-Yearly 

Annually 

According to you which method is more effective in determining the TNA effectively?

Performance Appraisal data & Personal Development plan 

Supervisor feedback 

Interview 

Questionnaire 

On the Job Training 

How competent are you with managing your team? Do you need any trainings to learn how to manage your team more efficiently.?

...........................................................................................................................................................................................................................................................................................................................................................................................................................................

How competent are you at managing resources? What are the methods used in managing resources?

............................................................................................................................................................................................................................................................................................................................................................................................................................................

What are the skills you need for providing direction to your team? Also rate your competency on the scale of 5(1 being lowest and 5 being highest)

……………………………………………………………………………….

……………………………………………………………………………….

……………………………………………………………………………….

……………………………………………………………………………….

……………………………………………………………………………….

How competent are you in IT skills?

Very competent 

Somewhat competent 

Not at all competent 

What are the IT trainings you would like to attend?

………………………………………………......................................................................

What should be the maximum duration of any training session?

0-30min 

30-1 hour 

1-3 hours . 

Full day 

Is the time spent on training efficiently used?

Yes 

No 

Do you find the training sessions participative, interactive and helpful in learning process?

Yes 

No 

If no, suggest improvements ……………………………………….…………………..

Kindly give your suggestion for improvement, if any? ........…..â

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