INSTITUTE OF HOTEL MANAGEMENT

AURANGABAD

Management of Hospitality Organization for Hotel Management

Highlight the major changes in work patterns, SOPs, and employee behaviour
Post COVID-19 in the hospitality industry.

BII2048 -

Yashraj Nikam-(2082788)

“Submitted in fulfilment of the requirement for B.A. (Hons) in

Hotel Management.”

UNIVERSITY OF HUDDERSFIELD
UNITED KINGDOM

April (2022)

YASHRAJ NIKAM 1
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 Acknowledgement:-

I would give my deepest gratitude to the individuals, because of whom this report has been
completed. I would like to thank to the class CR’s of hotel management who supported us time
to time. I am highly thankful to Mr. Saurabh Krishna for their lectures and doubt sessions based
on assignment which helped us a lot to understand the flow of assignment.

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Declaration:-

I, Yashraj Nikam, student of B.A. (Hons.) in Hotel Management (2nd Year) at Institute of Hotel
Management – Aurangabad, declare that this assignment is a work of my own imagination. I
have tried being creative at making this project and have, in no way copied directly from any
book, journal, newspaper, website on the internet. I also declare that I have not copied this
project from any of my peers or any other student studying at this institute.

YASHRAJ NIKAM

(2082788)

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Executive Summary:-

This study looks at the contribution of the Indian hospitality industry to the Indian economy.
We will learn how the Indian hospitality industry has survived in the face of adversity, whether
man-made or natural, and how to overcome it. We will learn about COVID's implications,
including how the firm has been impacted the most economically. The IHCL and its
significance in the Indian healthcare business will also be investigated. We will talk about how
WHO, GOVERNMENT OF INDIA, FSSAI, and HACCP criteria were included into SOPs for
the food and beverage business. We will also look in the changes happened in the employee
behaviour as the SOPs changes in the hotel industry.

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Objective:-
1) To understand the main purpose behind this report and to throw some light upon the changes
which has happened in the hospitality industry after COVID and its effects on employee
behaviour.
2) To examine and associate the relevant SOP changes happened in the industry and in the
hospitality companies.
3) To analyse the major elements of employee behaviour and changes in work patterns and its
relationship related to the industry.
4) To study the major measures used to overcome this work patterns and how the companies
did adopted them in their daily routine.

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Limitations:-

While writing this report the limitation came across was:-

The word limit, according to me word limit was not sufficient to cover all the aspects in the
assignment.

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Table of Contents
CHAPTER ONE: INTRODUCTION. ................................................................................... 8

1.1) Indian hospitality industry. .......................................................................................... 8

1.2) Effects of COVID on hospitality sector in India. ........................................................ 8

1.3) The essence of IHCL. .................................................................................................. 9

CHAPTER TWO. .................................................................................................................. 10

2.1) Changes in SOPs for food and beverage sector. ....................................................... 10

2.2) Changes in SOPs for housekeeping and accommodation sector. .............................. 11

CHAPTER THREE. .............................................................................................................. 12

3.1) Changes in HR due to COVID. ................................................................................. 12

CONCLUSION....................................................................................................................... 14

REFERENCES. ...................................................................................................................... 15

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 CHAPTER ONE: INTRODUCTION.
1.1) Indian hospitality industry.
The hotel and tourist industry is a key contributor to the green economy's long-term growth
(Wilkes & Reddy, 2015). It is the largest contributor to both the world and Indian economies.
This economic expansion has occurred despite the economy's prior survival of crises and
calamities. The 26/11 terrorist attacks, the 1993 serial bombings, and other terrorist and natural
events all had an impact on the Indian hotel industry. The epidemic has had an impact on the
industry, which has changed throughout time. The epidemic has had an impact on India's
hospitality business, as numerous hotels have closed as a result of lockdowns, travel bans, and
travel restrictions. The hospitality sector in India plays an important part in the country's long-
term economic prosperity. In 2019, this industry contributed a total of 6.8% to GDP and 8% to
employment (the times of India, 2020). The industry has lost 70% of its personnel as a result
of the epidemic, and the tourist sector in India has lost an estimated US$ 150 billion (the Hindu,
2020). Even if safeguards and effective implementations are followed, the sector's good
influence will take a long time to manifest.

1.2) Effects of COVID on hospitality sector in India.

COVID-19 had an impact on India's hospitality and tourist business, just as it has on the rest
of the globe. These shifts may be seen in inbound, outbound, and domestic tourism in the
countries (Dash, 2020). From 2013 to 2017, 1.43 million people were employed in India's hotel
business, according to Statista (2020). Most hotel chains in India were not completely
operational until December 2020, and multinational hotel chains in India, such as Trident and
Hyatt, were intending to provide 60 percent discounts on their services to make a modest profit
(the Indian express, 2020). According to Mr. K. B. Kachru, vice president of HAI (Hotel
Association of India), COVID could result in the loss of 40 million jobs in India's tourism and
hospitality industries (The new Indian Express, 2020). Because of the COVID-19 lockout,
IHCL, a premium hotel chain owned by the Tata Group, has likewise focused on cost-cutting.
According to Puneet Chatwal, chief executive officer of IHCL, the hotel brand has never
witnessed such a drop in income in its 100-year history (Business standards, 2020). Many
hotels have instituted a salary decrease for its staff, ranging from 60 percent to 40 percent. As
of April 15, OYO had slashed 5000 positions (ILO, 2020). COVID has had a significant
influence on India's tourism, aviation, pilgrimage tourism, and local communities, in addition
to the hotel business.

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 1.3) The essence of IHCL.
Since the establishment of the magnificent Taj Mahal Palace in Bombay in 1903, IHCL has
welcomed visitors with world-class refinement and kindness, while remaining strongly
entrenched in local tradition and strong global ideals. IHCL has evolved into a robust
hospitality ecosystem from a historic hotel chain. By proactively rethinking and strengthening
its brand portfolio, the firm has effectively moved from a brand house to a respected house of
brands. Each IHCL brand is founded on a trust, awareness, and delight culture, and offers an
unrivalled value proposition based on deep consumer understanding and an unquenchable spirit
of reimagination. There's something for everyone, from carefully restored original and
authentic palaces to wild and sumptuous safaris. There's something for everyone, from relaxing
spas to elite clubs. The IHCL collection is as fascinating as it is diverse. The enviable brand
portfolio of IHCL encompasses a wide range of sectors. It is the essence of hospitality, with
unrivalled skill and genuine compassion, and it is created with renowned professionalism
(Annual report, 2020-21).

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 CHAPTER TWO.
2.1) Changes in SOPs for food and beverage sector.
To prevent the possibility of COVID spreading through food packaging and food workers, it is
critical for the food and beverage industry to implement personal hygiene measures and provide
sufficient training to employees on hygiene principles. The Taj hotel follows WHO rules that
are followed all around the world, which include the usage of personal protective equipment
(PPE) such as face masks and gloves, as well as the social distancing rule. The requirements
for adequate hand hygiene, regular use of alcohol-based hand sanitizers, excellent respiratory
hygiene, frequent cleaning of work surfaces and touch points, and avoiding close contact with
anybody displaying symptoms of respiratory disease must be followed by all employees.
Disposable hand gloves are required at Taj and must be changed in a certain manner and in a
given specific time or if touched any non-sanitized surface. In the kitchen operation area at Taj,
stagger workstations are kept on either side so that the staff does not face each other, a proper
space is given between work stations to avoid the spread of diseases, a limited number of staff
has been allowed in specific time shifts that are divided according to the working groups,
(WHO, 2020). Taj has established its own meal delivery applications, Hospitality @home and
Qmin, for the protection of their guests, this provide a touchless service for the guests. The
processing of CCG is done in accordance with FSSAI and HACCP requirements. In Taj,
various wellness-oriented dishes have been produced for better health and immunity (TAJ,
2022).

As the hotel's SOPs and work patterns alter, workers' job security suffers as well. However, at
Taj, they gave their staff time to adjust to the situation and become comfortable with it. Taj has
many employees who are middle-aged or nearing retirement who are not very tech-savvy and
require extra time to learn new things. These employees were not willing to learn new things
since they had been doing the same thing for years and were unable to cope with the new
training programme, which was a major employee behaviour issue for COVID at Taj.

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2.2) Changes in SOPs for housekeeping and accommodation sector.
Because hotel and housekeeping are areas where visitors and staff contact frequently, the
housing and service that is offered demands special care. To limit the spread of COVID, Taj's
management team followed WHO recommendations as well as FSSAI and HACCP rules. The
procedures for reception, concierge, ventilation, water disinfection, laundry equipment, the
gym, and the swimming pool have all been updated. PPE gear, rubber gloves, closed shoes,
impermeable apron, eye protection, and medical masks were utilised for cleaning items. A
separate set of SOPs was created for COVID-infected guests and personnel. Surfaces that came
into touch with that guest or staff, such as toilets, sinks, and mattresses, are thoroughly cleansed
and disinfected. The surfaces were first cleansed with water and chemicals, and then
disinfected. Staff received further training on the correct handling of hazardous chemicals, as
well as awareness of their uses and storage. SOPs for waste management were also updated,
and employees were instructed to support environmental management in order to avoid
environmental impact. If garbage is not adequately handled, it may harm the health of visitors
and employees by polluting the air, water, land, and food chain (WHO, 2020).

As a consequence of the COVID-19, hoteliers are required to perform more work and
implement greater efficiency in their operations; as a result, the burden on an individual basis
is growing, as are the steps and preventative measures. The usage of harsh disinfectants, toxic
chemicals, and cleaning agents has caused the staff to have a negative experience. They are
hesitant to utilise potentially dangerous goods, but with adequate training, they will be able to
do so professionally. Employees were not used to it at first, but as time went on, they began to
incorporate these approaches and actions into their daily lives.

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 CHAPTER THREE.
3.1) Changes in HR due to COVID.
Ms. Aruna Dhir spoke with Mr. Gaurav Pokhriyal (president and global head of HR- IHCL) to
learn more about the improvements in Taj's human resource department and asked him some
questions on HR management. The first question was asked as the SOPs changed around the
employee management?

On which Mr. Pokhriyal said that, Touchless interactions have been used in the majority of
worksite staff contacts. To begin, all staff have been required to wear sanitised uniforms and
use personal protective equipment. We converted from a manual attendance system to a facial
recognition system, which allowed employees to self-correct any mistakes. Employee eating
has transitioned away from group meals and toward single-use pre-packaged bento boxes. Fully
cooked meals are prepared to minimise infection, and immunity-boosting foods are prioritised.
Only staff with personal transportation were first summoned to work to limit exposure at the
peak of the outbreak. Employees were forced to provide personal travel data and undergo body
temperature and blood pressure testing before entering the hotel (Hospitality Net. 2021).

During COVID, IHCL teamed with prominent international partners to give access to a range
of learning tools, including functional training, business acumen, and language skills
advancements, in order to keep workers productive and engaged. Even while they were at
home, staff were taught and informed on the new work norms. Virtual meetings were organised
to educate them about the product and work design modifications. This provided them with a
great deal of peace of mind and certainty about how a safe workplace was established.
Throughout the year, we've hosted live webinars on health and wellness for employees and
their families (Dhir, A. 2021).

IHCL established the Taj for Family programme to express our dedication to the large
community, which includes families, in order to manage workers' worry and tense behaviour.
As part of this effort, our workers have come together to volunteer and give to a charity fund.
This fund has aided our industry colleagues and their families who have needed assistance and
support during these difficult times. IHCL's current procedures, such as the hospitalisation aid
policy, group term life insurance, and group personal accident insurance, have been utilised by
our workers. During the epidemic, all families were provided with logistical support in the form
of medical consultations, intervention, and hospitalisation (Hospitality Net. 2021).

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At the 121st annual general meeting, IHCL chairman N Chandrasekaran addressed
shareholders, "We lost roughly 33 Taj workers and we are assisting their families in different
ways." They are paid three months' gross wage, get counselling, medical treatment, insurance
coverage, and educational support for their children, and, in certain situations, cash assistance
and career possibilities for at least one family member. Even at the peak of the epidemic, IHCL,
like its counterparts, maintained some of its properties functioning. Hospital medical
professionals, such as physicians and nurses, other health care workers, members of vital
services, and quarantined guests, to mention a few, frequented these institutions (Baggonkar,
S. 2021).

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CONCLUSION.
The contribution of the Indian hospitality industry to the Indian economy was examined in this
study. We learnt how the Indian hospitality sector has persevered in tough times, whether they
are man-made or natural disasters, and how to overcome them. We also heard about the
consequences of COVID and how the business has been harmed the most in terms of its
economic element. The epidemic had subsequently been verified to have harmed a variety of
industries, including the hotel, airline, and tourist industries, among others. No one knows how
long this epidemic will endure, but its impacts on the economy and society will be long-lasting.

We also looked into the IHCL and its importance in the Indian healthcare industry. We
discussed the modifications in SOPs for the food and beverage industry and how they adhered
to WHO, GOVERNMENT OF INDIA, FSSAI, and HACCP criteria. Employee behaviour
varies when SOPs change, and this can have an influence on the mental health of industry
personnel. Further investigation into why workers are having difficulty implementing these
new SOPs was conducted. We looked at the altered SOPs in the hospitality industry, as well,
and learnt how they were absorbed into their everyday operations, despite some early issues.

We then went on to outline the changes in HR following COVID, as communicated to us by

the president and worldwide head of HR. how they adopted COVID preventative measures in
their personnel and how they were received by the employees. Then they briefed us about
IHCL's activities for its employees during these difficult times. One of the most essential
lessons we learnt is that the hospitality sector will never be the same, no matter how many
changes occur as a result of changing circumstances.

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REFERENCES.
 Annual report. (2020-21). Integrated annual report IHCL for 2020-21. Retrieved from:
- www.ihcltata.com.
 Baggonkar, S. (2021). Taj hotels assists families of employees who died of COVID-19
with 3 months’ salary, job for family member. Retrieved from: -
www.moneycontrol.com.
 Business standard. (2020). COVID-19 pandemic pushed India’s Taj hotel chain to look
to cut cost. Retrieved from: - https://www.businessstandards.com.
 Dash, J. (2020). COVID-19 impact: tourism industry to incure rs 1.25trn revenue loss
in 2020. Retrieved from: - https://www.businessstandards.com.
 Dhir, A. (2021). Taking care of the key assets, the taj way! Retrieved from: - hospitality
net official website. www.hospitalitynet.com.
 Hospitality Net. (2021). Lessons from the taj on tackling the present crisis and beyond!
Retrieved from: - www.hospitalitynet.com.
 ILO. (2020). COVID-19 and employment in the tourism sector: impact and response in
Asia and the pacific. Retrieved from: - international labour organisation (ILO)
https://www.ilo.org.
 Statista. (2020). Number of people employed in tourism industry across India from 2013
to 2017. Retrieved from Statista website www.statista.com.
 TAJ. (2022). Safety, hygiene and physical distancing at Taj. Retrieved from: - official
website of taj www.tajhotels.com.
 The Hindu. (2020). Travel and tourism may lose 5 lakh crore: study. Retrieved
December 12, 2020, from the Hindu website: https://www.thehindu.com.
 The Indian express. (2020). Hospitality sector gears up for a new post-lockdown
normal. Retrieved from: - www.indianexpress.com.
 The new Indian express. (2020). COVID-19 impact about 4 crore job at risk, says hotel
association of India. Retrieved from: - www.newindianexpress.com.
 The times of India. (2020). How travel and tourism contributes to India’s GDP.
Retrieved from: - https://timesofindia.indiatimes.com.
 WHO. (2020). COVID-19 and food safety: guidance for food businesses. Interim
guidance. Retrieved from: - WHO/2019-nCoV/Food Safety/2020.1.

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  WHO. (2020). COVID-19 management in hotels and other entities of the
accommodation sector. Interim guidance. Retrieved from: - WHO/2019-
nCoV/Hotels/2020.3.
 Wilkes, K., & Reddy, M. V. (2015). Tourism in the green economy. Retrieved from: -
https://www.taylorfrancis.com/books/e/9781315885681.

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