1.1.

Introduction

The word “resources” refers to the productive power of natural goods. Human resources are,
therefore, the productive power in human beings. If human beings working in an organization are
the sources, the ability, skills, knowledge and other characteristics (ASKO) like leadership quality,
motivational potentials etc., inbuilt in them are their resources. Any discussion on manpower
planning is to have its basis to start with the discussion on the functions of management. As we
already know, planning organizing, leading and controlling are four major functions of
management. Planning is the process of deciding in advance what is to be done, when and where it
is to be done how it is to be done and by whom. It is the planning function that supplements the rest
of the managerial functions keeping the objectives vivid and focused. So Manpower Planning or
Human Resource Planning (HRP) is all about deciding in advance who will do what, when and
where. In other words, it refers to the process of determining the right candidates at the right places
at the right time. In this unit, we discuss human resource planning and its linkages with several other
HR functions, processes and problems associated with it. We will also discuss some guidelines and
recent trends in HRP.

1.2. Definitions and Objectives of HRP

Vetter defines HR Planning as “the process by which management determines how the organization
should move from its current manpower position to its desired manpower position to carry out the
integrated plan of the organization.” There are, indeed, a lot of activities involved when the
organization anticipates its manpower requirements for accomplishing its strategic objective. These
activities are related to the movement of people into, within, and out of the organization. To
simplify what has been mentioned above, HRP anticipates the movement of people into, (through
Recruitment, selection), within (through promotion, demotion, transfer) and out (retirement,
separation, death) of the organization.
According to E.B Geisler, “Manpower planning is the process –including forecasting, developing
and controlling by which a firm ensures that it has-
▪ The right number of people,
▪ The right kind of people,
▪ At the right places,
▪ At the right time, doing work for which they are economically most useful”.

HRP can be defined as the task of assessing and anticipating the skill, knowledge and labour time
requirements of the organization, and initiating action to fulfil or ‘source” those requirements.
Geisler prioritised the organizational need to be rightly staffed. The HR planners must forecast its
manpower requirement both in terms of quality and quantity, develop manpower through training
and development interventions and monitor that the HR plan is properly executed.

1.3. Levels of HRP

Broadly speaking HRP is formulated at two levels: Macro and Micro. Macro-level plans include the
planning made at the International, national, sectoral level and industry levels. Micro-level planning
refers to the planning made at organizational planning. The organizational planning includes
 corporate level planning, intermediate-level planning, operations planning, planning short term
activities. Both macro and micro level of HRP are, indeed, closely interlinked.
1.3.1 Macro Level Plan

International level Plan: After World War II, United Nation Organization (UNO) came into being
with the objective of saving the mankind from the scourge of war. It has been doing many
developmental works in the areas of health and education in member nations. For examples, United
Nations International Children Emergency Funds (UNICEF) has been aiding to improve the health,
nutrition, education and general welfare of children. Similarly, World Health Organization (WHO)
is a specialized agency of the United Nations responsible for International Public Health.
National level plan: National level plans are prepared by the central governments. Plans at this level
include population projection, program of economic development, educational and health facilities,
occupational distribution and growth, mobility of personnel across industries and geographical
regions.
Sector level plan: This would cover manpower requirements of a particular sector like the
agricultural sector, industrial sector and service sector. Different sectors require different quality of
people.

Industry level: This would forecast man power requirement for specific industries, such as
engineering, heavy industries, textile industries, plantation industries, etc. For example, software
industries need IT professional where as heavy industry requires more number of management
professional. Depending in the Job trends, several courses may be designed by the educational
institutions to cater to the manpower requirement of the particular industry. During Industry, for
example, jobs relating to data science, business analytics, Technology, robotics, artificial
intelligence are trending. Many of the academic institutions across the nation are offering
these courses so that the industry stays competitive.
1.3.2. Micro Level Plan

Micro level plans are formulated at organization level. It relates to the manpower requirement of a
particular enterprise. Like Nalco, Reliance etc.
a) Corporate level planning: Corporate level HRP takes into consideration the changing market
situation, strategic plans of the organization, the technological changes anticipated etc., at the
macro level. The role of HRP at this level is to identify the broad policy issues relating to human
resources. The various issues discussed at this stage are the employment policy, the welfare policy,
development policy etc.
b) Intermediate planning: This plan is done at Strategic Business Unit level (SBU). A SBU is a single
business or a collection of businesses that is independent and formulates its own strategy. The HR
planning at this level is based on the corporate level HR plan. The decision here should
complement the decisions at the higher level and help the SBU achieve its goals and objectives. HR
planning at this level includes determining the recruitment/lay off strategy, retaining strategy etc.
c) Operation Planning: These plans are made at the operational level and as in the case of planning at
other levels, are made in pursuit of the organizational objectives. These include simple plans like
plans for training and development of resources; recruitment etc. to match the requirements lay
down at a broader level.
d) Planning short-term activities: Planning at this level includes management of day-to-day activities
like grievance handling. Planning at this level and operations level are very critical because these
plans practically ensure the success or failure of the corporate plans. If these plans fail, the
corporate plans are likely to fail.

What is Human Resource Management in the Hotel and Hospitality Industry?

Introduction to Human Resource Department in Hotel

Efficient, hard-working, and resourceful personnel are the backbone of any successful business. It is more
so in the case of the service industry. Successful hotel operations are sustained by customer-oriented and
hard-working employees who have adequate competencies.

The human resources department of a hotel is engaged in the anticipation, acquisition, selection, and
development of the present and future employee needs of the hotel. It also includes the processes of job
evaluation, recruitment, selection, and orientation.

The challenges faced by the human resources department in the hospitality industry are also discussed, as
are the ways to boost employee retention and employee motivation.

Importance of Human Resource Management in Hospitality and Tourism Industry

Human Resource Management (HRM) is the management of people to achieve behavior and
performance levels that will enhance an organization’s effectiveness. It is a management function that
helps managers plan, recruit, select, train, develop, remunerate, and maintain members of an organization.

Hotel HR encourages individuals to set personal goals and rewards, guiding them to shape their behavior
in accordance with the objectives of the organization that employs them. HRM was traditionally called
Personnel Management, a term that was used in the restricted sense of hiring and managing employees.

The current trends place a greater emphasis on boosting the morale of employees and ways of retaining
them by using more sophisticated psychological tests in selecting employees, training employees to do
more than one job, and encouraging all the members of a workforce to accept responsibility.

Human Resource Management can be studied under the following two subheads:

 Human Resource Planning.

 Human Resource Development

What is the Role of HR in the hotel industry? Relevance of HRD In Hotel Industry.

In an organizational context, HRM is a process that helps the employees of an organization in a

continuous and planned way to do the following things,

1. Acquire or sharpen the capabilities required to perform various functions associated with their
present or expected future roles.
2. Develop their general capabilities as individuals and teams, discover and exploit their inner
potential for their own and organizational growth and development purposes.
 3. Develop an organizational culture in which supervisor-subordinate relationships, teamwork, and
collaboration among subunits are strong and contribute to the professional well-being,
motivation, and pride of employees.

Personnel Office Functions:

Definition:

 The personnel office is the heart of human resource management in the hotel industry,
responsible for various essential functions.

Key Functions:

1. Staffing and Recruitment:

o Identifying staffing needs for different hotel departments.
o Recruiting and selecting candidates for various roles.
o Conducting interviews and assessments tailored to the hospitality industry.
2. Training and Development:
o Identifying skills required for different hotel positions.
o Designing training programs for employees in customer service, culinary skills,
and hospitality management.
o Monitoring and evaluating employee development in alignment with hotel
standards.
3. Compensation and Benefits:
o Designing competitive salary structures for hotel staff.
o Managing employee benefits specific to the hospitality sector, such as
accommodation and food allowances.
o Ensuring compliance with legal requirements related to hotel employees.
4. Employee Relations in Hospitality:
o Resolving conflicts in a service-oriented environment.
o Fostering a positive work culture that aligns with the hotel's brand.
o Addressing employee concerns and grievances with a focus on maintaining guest
satisfaction.
5. Performance Management in Hotel Context:
o Establishing performance standards for roles like front desk, housekeeping, and
culinary staff.
o Conducting performance appraisals that consider guest feedback.
o Implementing performance improvement plans with a guest-centric approach.
6. HR Planning in Hotel Management:
o Forecasting staffing needs based on seasonal demand.
o Succession planning for key roles in the hotel.
o Aligning HR strategies with the unique goals and requirements of the hospitality
industry.
Personnel Office Operations:

Definition:

 Personnel office operations involve the day-to-day activities and processes within the HR
department tailored to the hotel management context.

Key Operations:

1. Documentation and Record-Keeping in Hospitality:

o Maintaining detailed records of hotel staff certifications and training.
o Ensuring compliance with health and safety regulations.
o Managing personnel files considering the specific requirements of the hotel
industry.
2. Employee Onboarding and Offboarding in a Hotel:
o Facilitating a smooth onboarding process for new hotel staff.
o Managing exit procedures for departing employees in a way that minimizes
disruption to hotel operations.
3. HRIS (Human Resources Information System) for Hotels:
o Implementing and managing HR software tailored to hotel management needs.
o Streamlining data management processes for roles like front office, housekeeping,
and catering.
o Enhancing efficiency in HR operations to better serve guests.
4. Policy Development and Implementation in Hotel HR:
o Creating and updating HR policies that consider the unique challenges and
expectations in the hospitality industry.
o Communicating policies to hotel employees, emphasizing the importance of guest
satisfaction.
o Ensuring adherence to organizational and legal standards relevant to hotel
operations.
5. Legal Compliance in Hotel HR:
o Staying informed about labour laws specific to the hotel and hospitality sector.
o Ensuring HR practices comply with legal requirements related to hotel employees
and services.
o Managing legal documentation with a focus on hotel-specific regulations.
6. Communication in Hotel HR:
o Facilitating effective communication within the hotel.
o Managing internal communications related to HR policies and updates,
emphasizing the importance of guest-centric service.
o Addressing inquiries from hotel employees regarding HR matters promptly and
professionally.

Conclusion:

These foundational principles of personnel office functions and operations in hotel management
will empower students with the knowledge and skills necessary for success in the dynamic and
guest-oriented world of hospitality. The practical application of these concepts is essential for
creating a positive and efficient work environment that directly contributes to the overall guest
experience in hotels.

Hotel Environment and Culture:

Definition:

 The hotel environment and culture encompass the unique atmosphere, values, and
characteristics that define a hospitality establishment. It plays a pivotal role in shaping
guest experiences and staff interactions.

Key Aspects:

1. Physical Environment:
o Décor and Design: The visual aesthetics of the hotel, including interior design,
furnishings, and overall ambiance, contribute to the guest's initial impression.
o Layout and Space Planning: Efficient utilization of space in areas like lobbies,
rooms, and dining areas for optimal guest comfort and convenience.
2. Service Environment:
o Customer Service Standards: Establishing and maintaining high standards of
service, reflecting in interactions between staff and guests.
o Hospitality Protocols: Implementing protocols for welcoming guests, check-ins,
and addressing guest needs promptly.
3. Cultural Diversity:
o Staff Diversity: Embracing diversity among staff to enhance cultural sensitivity
and cater to a global clientele.
o Culinary Diversity: Offering a diverse range of cuisines that caters to different
tastes and cultural preferences.
4. Brand Identity:
o Consistent Branding: Maintaining a consistent brand image through visual
elements, service standards, and overall guest experience.
o Brand Values: Upholding and communicating brand values, which may include
luxury, affordability, sustainability, or a unique theme.
5. Guest Experience:
o Personalization: Tailoring services to individual guest preferences for a
personalized experience.
o Atmosphere: Creating an atmosphere that aligns with the hotel's brand and
resonates with the target demographic.
6. Employee Culture:
o Training and Development: Providing ongoing training to staff for consistent
service delivery.
o Team Building: Fostering a positive and collaborative work culture among
employees, essential for guest satisfaction.
7. Ethical and Sustainable Practices:
 oEnvironmental Sustainability: Implementing eco-friendly practices, such as
waste reduction and energy conservation.
o Ethical Employment: Adhering to ethical employment practices, fair wages, and
employee well-being.
8. Technology Integration:
o Digital Experience: Incorporating technology for smoother guest interactions,
including online bookings, mobile check-ins, and in-room technology.
o Data Security: Ensuring the secure handling of guest data in compliance with
privacy regulations.

Importance of Hotel Environment and Culture:

 A positive hotel environment and culture contribute significantly to guest satisfaction,

repeat business, and positive word-of-mouth.
 It influences the hotel's reputation and brand loyalty.
 A vibrant and inclusive culture enhances employee morale, leading to improved service
delivery.

Conclusion:

Understanding and actively managing the hotel environment and culture is essential for hotel
management students. It forms the foundation for delivering exceptional guest experiences and
maintaining a competitive edge in the dynamic hospitality industry. Students should explore case
studies and practical examples to grasp the real-world application of these concepts.