Competency Based HRM

Hotel Reverie
Group 2
Presented By- 53 Rachana Tripathi
71 Shruti Chaturvedi
75 Macario D’Mello
109 Priya Shetty
111 Ekta Shroff
 01
Who are we?
A Hotel established in 2010, providing
premium restaurant and accommodation
services in Mumbai.
 Our Offerings

100+ Rooms Amenities

01 Single occupancy, Double 03 Swimming pool, jacuzzi,
occupancy, Deluxe, gym, gaming areas
Executive and (indoor and outdoor)
Presidential suite

Gathering Spaces Food

02 2 banquet halls, 2 lawn 04 Premium quality cuisine
and fine dining restaurant
seating areas, 4
conference rooms, space
 Our mission and vision

Vision Mission
Exceptional and personalized
To delight our guest every time
service, exceeding expectations,
by creating engaging
and inspiring a connection to our
experiences straight from our
brand in the experiences we
heart.
provide
 Our values

Hospitality Integrity
We’re passionate about We do the right thing
delivering exceptional all the time.
guest experiences.

Teamwork Ownership
We’re team players in We’re the owners
everything we do. of our actions and
decisions
 Key Competancies

Interpersonal Integrity
Skills

Professionalism Initiative

Dependability Adaptability
and Reliability and Flexibility

Safety and
Customer Focus
Security
 Annual Income and Expenses
• No. of Rooms = 100
• Average occupancy throughout the year = 65% Therefore, 65 rooms.
• Avg rate per night 20k.
• 65 rooms * 20k = 13 lakhs.
• 13 lakhs * 365 days = 47cr 45lakhs.
• So approx., (48cr).
• Plus, other income = 6cr (Restaurant, Events - Lawns, Conference Rooms, Spa etc.)
• Total = 54cr.

(5-star Hotels Net profit is not much because of high maintenance)

• p = 5 to 20%
• Net Profit = 20%, Expenses 80% (Operating Costs, Salaries, Promotions etc.)
• 54cr Revenue = 43.2cr Exp, 10.8cr Profit.
 Organization Structure
General
Manager

Front Sales and

Chief HR Executive F&B Accounts Executive
Office Marketing
Engineer Manager Housekeeper Manager Manager Chef
Manager Manager

F/O HR Floor/Public Sales Restaurant

Shift Accountant
Supervisor Assistants Area Executives Manager Sous Chef
Foreman Clerical
Receptionist Clerical Supervisor Marketing, Senior Station
Technician Staff
Lobby Staff Room Boys Branding captains Head cook
Helpers Cashier
Manager Office House men and PR Captains Commis I
Bell Assistants Linen Executives Stewards Commis II
Captain Supervisor Customer Trainees Commis III
Page Boys Laundry Service Utility Trainee
Door Man Manager Workers Utility
Telephone Washerman Worker
Operator Drycleaner
Gardener
Total No. of Employees = 150, HRs = 4
 Competancies
Front Office Engineering HR Housekeeping

Communication Skills
Technical Skills
Communication (Payroll, Law, Talent Attention to detail
Composure Acquisition, T&D, Technical skills
Computer Literacy Problem-Solving Performance (Cleaning, sweeping,
Friendliness Team Work Management, etc.) bed making)
Organization Technical Knowledge Relationship Orderliness
Problem Solving Adaptability Management Team work
Sales Skills Negotiation Self-Discipline
Teamwork Problem Solving Customer Centricity
Empathy
Conflict Management
 Competancies

Sales and Marketing Food and Beverages Accounts Chef

Financial planning and

management Ability to work with
Good Communication customer/client groups
Problem solving
Skills Forecasting F&B
Risk analysis Knowledge of end user
Market knowledge Requirements
Budget and skills (cooks in national
Customer Centricity Managing Inventory chains)
Expenditure
Strategic Thinking Ability to be Proactive Skilled at food
management
(Marketing strategy Customer Relations presentation
Maintain record of
and tactics) Maintain Hygiene & Management skills
Financial Information
Prospecting Skills Safety (delegating and
Fund Flow
Upselling and Cross- organizing, personnel
Management
selling development)
Financial Systems
Operations
BODs, Top Management and Sources of Fund

BODs and Top Sources of

Management Fund
Founder, MD-
Self-Finance,
CEO, CFO,
CHRO, COO Ploughed back
profit, equity and
debt
02
Day to Day
Business
Guest Cycle
 Business as Usual

Guest Food and

Operations Other Tasks
Accomodation Beverages
Booking, Front Desk Managing Occupancy, Cutting of Daily cash transactions
Administration, scheduling shifts, vegetables, accounting, sales and
Housekeeping, Facility assessing and ensuring preparing food, promotions, employee
arrangement Client quality, materials taking orders, welfare, engagement,
Servicing, Feedback procurement and serving of food and training, recruitment,
management drinks. stragegizing etc.
 Employee Engagement

Offer Compensatory
Conduct career planning
Time

Offer Rewards and Create Friendly

Recognition Competitions

Celebrate employee
Give Freebies milestones and personal
dates
 Enhancing Productivity
1. Employment of Accounts Payable (AP)
automation
2. Streamlining cross-departmental communication

3. Automating messaging
4. Creating a proactive work culture
5. Weekly monitoring of goals by employee and
immediate supervisor
 Performance Management Process

Goal Setting Quarterly Feedback

Annual
and defining review of and ways to
Assessment
expectations Performance improvise

Training and Performance Rewards and

Promotions
Development Counselling Recognition
 Performance Assessment of Department
1. Front Office (BARS)
2. Engineering - (Rating Method)
3. Human Resources (360 degree)
4. Housekeeping – (BARS)
5. Sales and Marketing – (360 degree)
6. Food and Beverage (Rating Method – Superiors, Colleagues,
Customers)
7. Accounts and Finance (Rating Method)
8. Chef - (Rating Method from 1 to 10, by
Superiors/Colleagues/Customers)
 Ways to Improve Performance

1. Quarterly Incentives

2. Quarterly Rewards and Recognition

3. Continuous Mentoring and Feedback

4. Training and Development Activities (Self paced Mobile

learning, Workshops and Role Plays)

5. Flexibility in choosing shifts (for specific departments)

 Organization Goals

Area 1 Area 3
Increase the hotel's average Reduction in wastages by 5%
occupancy level by 5% Improve in retention of high
Increase revenue from F&B performers
by 10% Improve in engagement and
Increase Market Penetration learning of employees
by 15%
Area 2
Improve CSAT score to 98%
Increase the volume of repeat guest
business by 10 percent
 Departmental Goals

Ensure Maintenance of Reduce attrition of high

electrical and performers by 30%
Maintain accounting
mechanical equipment Improve in engagement of
efficiency and decrease
to ensure customer employees by 20%
errors to nil.
satisfaction. Train office staff on
Accurately allocate budgets
Reduce grievances changing customer needs,
to the required departments
related to engineering hospitality and upselling
by 5%

Accounts Engieering HR
 Departmental Goals

Ensure maintenance Improve CSAT Score to

and upkeep of rooms 98% Reduce wastages in
Provide grievance Identify ways to increase service of food by 5%
redressal in 15min-1hr. occupancy rates by 5% Ensure delivery of F&B
Reduce grievances Increase the volume of withing 15-20 mins.
related to repeat guest business by
housekeeping to 0.5% 10%

Housekeeping Sales and Marketing Food and Beverages

 Departmental Goals

Reduce Check-in and

check-out times by two Improve CSAT Score
minutes w.r.t. food to 98%
Collect GSTS card from Improve menu as per
95 percent of all guest customer needs
while checkout Reduce wastages in
Improve CSAT w.r.t front kitchen by 5%
office operations by 5%

Front Office Chef

 References
• Dhm, B. (n.d.). Introduction to Front Office.
https://www.uou.ac.in/sites/default/files/slm/DHA-101.pdf
• ‌https://www.linkedin.com/pulse/peek-balanced-scorecard-taj-hotels-siddharth-
sheth
• https://www.indeed.com/career-advice/career-development/improve-employee-p
erformance
• https://www.academia.edu/3763754/duties_and_responsibilitie_of_hotel_staff
• https://insights.ehotelier.com/insights/2015/08/13/ways-to-improve-your-hotels-
productivity/
• https://digitalscholarship.unlv.edu/cgi/viewcontent.cgi?article=3625&context=the
sesdissertations
• https://www.mews.com/en/blog/hotel-profit-margin
Thank-
You!