1.
STAFFING IN HOTEL
INDUSTRY
Submitted by:
Melvin Antony
Vellappally

2.
INTRODUCTION
 Regardless of whether a hotel is a simple rooming
house or it encompasses within the four walls all the
facilities of a small city, it is truly a “people” business.
 Not only it exist to serve people, but in that it requires
the service of people to exist.
 Automation may help, but only human beings can
furnish the bulk of services desired by a guest.

3.
MEANING OF STAFFING
 Staffing is the process of acquiring ,
employing and retaining a workforce of
sufficient quantity and quality to create
positive impacts on the organization’s
effectiveness.

4.
A BRIEF HISTORY OF PERSONNEL
DEPARTMENT
 In earlier days , the owner or the General Manager
directly hired the department heads and who in
turn hired their own staff.
 Those are the days when management policies
were loosely applied and rarely written, a direct
approach , which is impossible in today’s complex
technology.
 The Personnel Department taking care of staffing
in a hotel is a modern phenomenon.
 The Personnel Manager in turn is an important
managerial member of an institution.

5.
ORGANISATIONAL CHART OF PERSONNEL
DEPARTMENT
Personnel
manager
Benefit
Administrator *
Director of
Training
Interviewer
Assistants
Typist,
Clerks
Assistants
Secretary

6.
PHASES IN STAFFING
 Initial staffing
• It is in the first phase that the hotel’s labor
policies are laid down by the top management.
• The personnel manager is hired first , since
he/she must recruit other department heads .
• The rest recruitment procedures are directly
done by the personnel department.

7.
 Replacement staffing: When opening a new hotel,
some organisations find it advisable to overstaff, for
two principle reasons.
• Firstly, in beginning months of operation, it enables
the hotel to service the guest with experienced
people.
• Secondly, it allows department heads to weed out
undesirable and inefficient workers.
Hence the second phase is the replacement for
turnover of employees.
 In the second, or replacement, phase personnel
department can act only after notification by the
department head.
 For this purpose, most hotels use an employee
requisition form.

8.
EMPLOYEE REQUISITION FORM
Job classification
Special skills or qualifications desired
Date that replacement is needed
Name, employee number, salary of person being replaced
Reason for termination
Management approval

9.
FUNCTIONS OF PERSONNEL DEPARTMENTS
 Recruit:
• Recruitment can take many forms, subject to the budget
set by management.
• The common forms are newspaper and trade magazine
ads, employment agencies etc.
• Some firms offer incentive to a current employ who
recommends a qualified friend*.
 Interview with screen applicants:
• A good employer not only must know the special skills
needed for any job opening, but should be able to match
the personality of the applicant to it.
• Frequently dissatisfied employees are a curse to any
institution. So screening is very important.

10.
 Verify references referral to department heads:
• If time is of the essence, telephone references may
be solicited, but an attempt should be made to
obtain written references.
• The interviewer should forward the application and
references, with a personnel comment on any
experience, skills to the department head, who will
conduct the final interview.
 Process successful applicants:
• Here begins the flood of paper works. Statement of
physical condition, drug testing, provide
employment ID cards are some of the main
procedures.

11.
 Training programs:
• Service is the hotel’s most important product, and
good service does not just happen. Training is a
constant never-ending function, that shows the
employees not only what to do and how to do it, but
also what to say and how to say it.
 Benefit programs:
• In this area, personnel department needs the
cooperation and close collaboration of the
accounting department. The benefits include
hospitalisation, major medical insurance, savings or
pension plans etc.

12.
 Union relations:
• Most union contracts are negotiated by the hotels
through their local trade associations.
• Nonmember hotels usually wait for a settlement
and then agree to similar terms.
 Labor laws and regulations:
• Labour laws vary from state to state.
• States have laws covering the hiring hours, and
minimum wages, and special rules relating to hiring
of women.

13.
CHALLENGES IN STAFFING
 Hiring the Right candidate
• you need to make sure that they are a good "fit" for
the job itself.
• Their temperament must be well suited for the
particular position.
• If the job is not a good fit to the person, the person
will be unhappy and leave.
 Engaging your Long-tenured Employees
• Employees who have been with you for a while are
more valuable
• they have what we call greater "tenure equity".
They are acclimated to your culture; they know how
to get things done.

14.
 Bonding During the onboarding Process
• Onboarding is your opportunity to really connect
with the prospect, then employee.
• Most human resources people believe that
onboarding begins with a candidate's acceptance of
the offer.
 Retention of your Valued Employees
• Employees who have been with you for a while are
more valuable: they have what we call greater
"tenure equity".
• They are acclimated to your culture; they know
how to get things done.
• Conduct stay interviews.

15.
 Succession Planning, Future-proofing your
Organization
• Finally, you'll want to make sure that you have the
people you will need going forward, to be profitable
in the future―when the inevitable happens and
someone leaves or passes away.
• Look at your entire staff and start with a needs
assessment:
• Who are you going to need in the future, one-year,
three-years, and five-years out.
• Who of your current staff will be able to move up?
• Who has the capacity and the will to grow
sufficiently?

16.
CONCLUSION
 Human resource are the most vital asset in any
organisation, without which it cannot move ahead in
this competitive world.
 It is an open system approach.
 It is carried out within the enterprise but also linked
to external environment.
 Good employees are the key factor in any
organisation’s success.

17.
BIBLIOGRAPHY
 Hotel and Motel Management and Operations
-William S. Grey & Salvatore C. Liguori
 www.hotelexecutive.com