DJB

1
SUMMER INTERNSHIP REPORT
HUMAN RESOURCES PLANNING AND BENCH MARKING FOR 5 STAR HOTELS
IN INDIA FOR DJB GROUP OF COMPANIES
Submitted by
Rohini Banerjee
A0102314142
MBA HR Class of 2016
Under the Supervision of
Hargovind Kakkar
Assistant Professor
Department of Human Resources
In Partial Fulfillment of the Requirements for the Degree of
Master of Business Administration (Human Resources)
AMITY BUSINESS SCHOOL
AMITY UNIVERSITY UTTAR PRADESH
SECTOR 125, NOIDA - 201303, UTTAR PRADESH, INDIA

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DECLARATION
The title of summer internship is HUMAN RESOURCES PLANNING AND BENCH
MARKING FOR 5 STAR HOTELS IN INDIA FOR DJB GROUP OF COMPANIES
I declare that (a) the work presented for assessment in this Summer Internship is my original work,
that it has not previously been presented for any other assessment and that my debts (for words,
data, arguments and ideas) have been appropriately acknowledged; (b) work conforms to the
guidelines laid by the University, and (c) Plagiarism for this report has been checked using Turnitin
OriginalityReport software and is 13 %. The summary of report is attached along with for reference.
Date: July 27th, 2015 Rohini Banerjee
A0102314142
MBA – HR class of 2016

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Turnitin Originality Report
HR___Rohini_Banerjee.docx by Anonymous
From SI 15 (Mansi Paul)
 Processed on 24-Jul-2015 11:27 IST
 ID: 557410713
 Word Count: 2434
Similarity Index
13%
Similarity by Source
Internet Sources:
13%
Publications:
0%
Student Papers:
2%
sources:
1
6% match (Internet from 30-Sep-2014)
http://archive.indianexpress.com/news/highest-attrition-in-hospitality-aviation/943116/
2
4% match (Internet from 19-Apr-2010)
http://tourism.gov.in/survey/manpower.pdf
3
3% match (Internet from 19-Feb-2014)
http://www.hvs.com/Content/3214.pdf

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CERTIFICATE
This is to certify that Rohini Banerjee student of Masters of Business Administration – HR at
Amity Business School, Amity University Uttar Pradesh has completed the Summer Internship on
“Human Resource planning and Bench Marking for 5 star hotels in India for DJB group of
companies”, in Partial Fulfilment of the Requirements for the Degree of Master of Business
Administration – HR under my guidance.
The report has been checked for the plagiarism and it is acceptable.
Hargovind Kakkar
Assistant Professor
Department of Human Resources

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Acknowledgements
I have taken efforts in this project. However, it would not have been possible without the kind
support and help of many individuals and organizations. I would like to extend my sincere thanks
to all of them.
I am highly indebted to Mr. Vikas Anand, Executive Director at DJB Infrastructures and
Developers India Private Limited for their guidance and constant supervision as well as for
providing necessary information regarding the project & also for their support in completing the
project.
I would like to express my gratitude towards my parents & members of DJB Infrastructures
and Developers India Private Limited for their kind co-operation and encouragement which
help me in completion of this project.
I would like to express my special gratitude and thanks to industry persons for giving me such
attention and time.
I would also like to thank:
 Ms. Shailey Sakhuja, Assistant Manager Training at Piccadily,
New Delhi
 Mr. Dhiraj Bhushan, Director of Human Resources at
Shangri-La's - Eros Hotel - New Delhi
 Ms. Pragya Kapur, Human Resources Manager
at JW Marriott New Delhi Aerocity
My thanks and appreciations also go to my colleague in developing the project and people who
have willingly helped me out with their abilities.

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Table of Contents
Abstract………………………………………………………………………………………09
Chapter 1: Introduction………………………………………………………………………10
Chapter 2: Review of literature………………………………………………………………15
Chapter 3: Research methods and procedures…….…………………………………………18
Chapter 4: Data Analysis…….………………………………………………………………19
Chapter 5: Conclusions and recommendations………………………………………………35
Limitations……………………………………………………………………………………37
References ……………………………………………………………………………………38
Appendix...……………………………………………………………………………………39

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List of Figures
Fig 1.1 the flagship property…………………………………………………………………14
Fig 1.2 rooms……………...…………………………………………………………………14
Fig 4.1 room to manpower ratio...……………………………………………………………20
Fig 4.2 Shangri La’s room to manpower ratio...……...………………………………………21
Fig 4.3 Shangri La’s staff segregation ……………………………………………………….21
Fig 4.4 Piccadilly’s room to manpower ratio...……….………………………………………22
Fig 4.5 Piccadilly’s staff segregation………....……...…….…………………………………22
Fig 4.6 JW Marriot’s room to manpower ratio...…...…………...……………………………23
Fig 4.7 JW Marriot’s staff segregation………......…...………………………………………23
Fig 4.8 attrition rate………..…………………………………………………………………24
Fig 4.9 departmental segregation.……………………………………………………………25
Fig 4.10 segregation of staff…………………………………………………………………26
Fig 4.11 annual budget…….…………...……………………………………………………27
Fig 4.12 employees and annual budget...……………………………………………………28
Fig 4.13 key to annual budget.………………………………………………………………28

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Abstract
This research is for a Timeshare holiday project for the largest hotel to be built in India. It
is going to be a 5 star hotel and this research is regarding the manpower planning of the project.
This hotel is to be built in Amritsar for people who come from abroad to visit The Golden
Temple. These people usually do not stay in hotels as they do not find it feasible, but they would
stay in a timeshare property that they have already paid for in advance. The goal of the project is
to increase the footfall in Amritsar to 1 million annually. I have done the manpower planning and
annual budgeting for this project. I have been able to cut the cost of the company and provided
enough logic to support my planning. No tool has been used but a questionnaire was floated
across the HR of various 5 star hotels in Delhi and the result of 3 of them were procured. As the
flagship property will have around 1113 rooms, an immense amount of manpower planning has
to be done. A 5 star hotel is equipped with a lot of facilities and the maintenance of each one of
them requires a lot of human resource. Through this project we want to study the numbers and
skill sets required for each profile. Manpower management and planning is thus very important
and crucial for the success of the premise.

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Chapter 1: Introduction
This research is for a Timeshare holiday project for the largest hotel to be built in India. It
is going to be a 5 star hotel and this research is regarding the manpower planning of the project.
Five & Four Star/ Heritage Hotels: These hotels have a total of almost 36000 rooms. The
metropolitan cities of Delhi (21%), Mumbai (17%), Chennai (7%), Hyderabad (5%) and Kolkata
(5%) account for 55% of the rooms in this category. Goa accounts for 7% of the rooms.
Employment Pattern: A single five star hotel could employ more than 400 employees. A total
of 57508 people are employed to service about 36000 rooms in this category. On an average,
there are approximately 162 employees per 100 rooms in these hotels. The employment pattern
is the across geographic regions. The major employing functions are F&B Service, F&B Kitchen
and Housekeeping. They, together, account for 56% of the total employment in these hotels.
As the flagship property will have around 1113 rooms, an immense amount of manpower
planning had to be done. A 5 star hotel is equipped with a lot of facilities and the maintenance of
each one of them requires a lot of human resource. Through this project we want to study the
numbers and skill sets required for each profile. Manpower management and planning is thus
very important and crucial for the success of the premise.

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The DJB Group of Companies
Since its inception in 1987 as a construction company, ‘The DJB Group of Companies’ has a rich
legacy in the Construction and Project Development industry in Asia Pacific. Committed to
service, and acquiring international expertise and experience over these years the Company has
organically transcended countries and continents through its subsidiary companies creating a long
lasting reputation of service and trust.
Currently established in Singapore, the Company looks forward to embarking on promising
business opportunities and entering new industries across Asia, especially in India. Its Indian arm
is called DJB Infrastructures and Developers India Private Limited. The product that the
company is currently working on is called G2G holidays. DJB Infrastructures & Developers
India Pvt. Ltd. is an Indian arm of ‘The DJB Group of Companies‘, headquartered in Singapore.
Built on a foundation of over 30 years, the reputation of The DJB Group of Companies is rooted
in its international experience and expertise.
Combining the comprehensive capabilities acquired by the group across variety of commercial
and residential projects, DJB Infrastructures and Developers India Pvt. Ltd., through its first
flagship project in India, introduces its first 5 star property - G2G Amritsar. Through this offering,
the Company intends to connect the generations of Indian Diaspora settled all over the world to
the city of Amritsar and bring the spiritually inclined closer to their faith.
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What is G2G?
Conceived out of the need for national and international travelers, who want to stay connected to
their faith and offer Sewa and Service at the Golden Temple in Amritsar, Punjab, the G2G Holidays
(abbreviation for Generation To Generation) Membership will facilitate yearly travel for such
people in its flagship 5 star property G2G Amritsar.
The G2G Membership is an exclusive Timeshare Membership for such spiritually inclined
travelers headed for Amritsar. Some of the features of our membership are:
Their Offering
1113 Timeshare Suites with 5 Star Facilities and Amenities
RCI Vacation Exchange
Free RCI Membership for 27 years, with flexibility to choose from 4500 RCI affiliated
Resorts across the Globe in over 100 Countries
Entitlement
Extended Vacation Stay seven (7) days each year, for 27 years, with pre-booking facility
Alternate Arrangement
Members get an alternate accommodation in one of the available 5 Star Hotels in
Amritsar, till the property is operational
Accrued and Advance Holidays
Members also have an option advance their entitlement by another week or accumulate
holiday weeks for up to 3 years
Split Week Option
Members can split their week into 3 Days and 4 Days, or any other variation, with
flexibility to visit anytime during the year subject to availability.
Vacation for Generations
Members can also transfer the membership to their family members down the generation,
making it transcend present and future generations.

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Free Access to City Club
Members also get free access to the World Class “Ambarsar City Club”, which is spread
across more than approx. 200,000 Sq.Ft. and is equipped with all modern amenities
Access to Magnus Banquet
Members also get access to one of the largest indoor banquets in Punjab, “Magnus”
Banquet to plan their Weddings, Family Functions, Workshops, Conferences, or Events
Free Shuttle Service
Members will be provided free shuttle service to Golden Temple
Easy Cancellation
Members are entitled to cancel their enrolment as per the terms and conditions of the
Membership
Religious Circuit Planning Services
Concierge Services available for planning visits to Panj Takht and religious locations in
and around Amritsar
When one buys a Timeshare Membership, they buy the right to holiday for a set period of time
each year, anywhere. However, how they pay for a Timeshare Membership everywhere varies, as
they can pay a one-off lump sum or in EMIs payable over a period as set by Promoters along with
annual maintenance charges. Typically they become eligible to avail the membership once they
have paid 50% of the total membership amount. When they buy a Timeshare Membership, they
sign an agreement with the company.

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Fig 1.1 the flagship property
Fig 1.2 rooms

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Chapter 2: Review of Literature
Human Resource is one of the most important distinguishing factors setting apart one
hotel accommodation product from the other. It has been the single-largest driver of revenues
and costs for the service industry across the globe. While several measures, such as automation,
training, and outsourcing of services have been practiced and widely advocated, the high
dependence on skilled manpower remains a critical challenge for hotels.
Higher compensation packages and lack of quality manpower owing to increased competition
and high attrition to other industries in the Services sector have made it inevitable for the
hospitality asset owners and operators to invest wisely in planning their workforce. This begins
with determining optimal manpower requirements to keep their hotels operating efficiently.
(Wasan, Nagar, & Choudhry, 2012)
Human resource planning in the business practice should represent generally used and
key activity for human resource management because human resource planning helps to make
optimum utilization of the human resources in the enterprise and it helps to avoid wastage of
human resources. Human resource planning helps to forecast the future manpower requirements
and also to forecast the number and type of employees who will be required by the organization
in the near future. In the long term period, success of any enterprise depends on human resource
planning. It means to check whether the right people are in the right place at the right time. The
aim of this contribution is to explain the importance of human resource planning and to outline
results of questionnaire survey which it was realized in industrial enterprises. (Koltnerova,
Chilpekova, & Samakova, 2012)
Human Resource planning seeks to ensure that the company has not only in the present but
also in the future the human resources:
 In required number
 With the necessary knowledge, skills and expertise
 With the required personal characteristics
 Optimally motivated with the desired motivation to work
 Flexible and ready for change
 Optimally positioned for jobs and in working groups
 At the right time
 With appropriate cost (Koltnerova, Chilpekova, & Samakova, 2012)

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Organizations have been good in developing, manufacturing, marketing and drafting
financial plans. But they are a bit behind in drafting human resource plans. (Herbert, et al., 1993)
A number of studies showed about 80% of the middle sized and the larger companies now do
HRP on a regular basis. (Heyer, 1985) These planning processes have complicated and
sophisticated techniques. (Dyer, 1982)
The process of HRP can be understood by its basis. The basis is in the form of the
following questions:
 Where is the company now?
 Where does it want to be?
 What should be done to ensure transition?
 How did they do it?
 Where are they now? (Koltnerova, Chilpekova, & Samakova, 2012)
It can be shown as the following:
 Specifying planned tasks
 Estimate the total HR needs
 Estimate the existing internal human resources
 Estimate of pure HR needs
 Summary documents
 The development of plans of personnel activities (Koltnerova, Chilpekova, & Samakova,
2012)

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Objectives of HRP are as follows:
• Identify the Planning Horizon:
• Developing employee skill sets to launch new products or processes
• Replacing personnel known to be retiring
• Filling vacancies due to turnover
• Responding to future government or union policy changes
• Working with colleges or universities to increase the number of graduates with a specific
desirable educational background
HR Forecasting attempts to determine the supply and demand for various types of human
resources, and to predict areas within the organization where there will be labor shortages or
surpluses. There are 3 major steps for forecasting. They are as follows:
1. Forecasting the demand for labor
2. Determining labor supply
3. Determining labor surpluses and shortages (Aswathappa, 2013)
Trend Analysis
• Constructing and applying statistical models that predict labor demand for the next year,
given relatively objective statistics from the previous year.
• Trend analysis is valuable as an initial estimate only, since employment levels rarely
depend solely on the passage of time. Other factors (like changes in sales volume and
productivity) will also affect future staffing needs. (Aswathappa, 2013)

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Chapter 3: Research Methods and Procedures
The project is a systematic presentation consisting of enunciated problem, formulated
hypothesis, collected facts of data, analyzed facts and proposed conclusions in the form of
recommendations. Data was collected through primary as well as secondary sources.
PRIMARY DATA: was collected through survey method by distributing questionnaires to
employees. The questionnaire was carefully designed by taking into account the parameters of
the study.
SECONDARY DATA: was collected through web sites, records of the organization, books,
reports, research papers, etc.
SAMPLE SIZE: In this study the employees of the organization were asked and a questionnaire
was floated using google docs within HR of various 5 star hotels of Delhi and were reverted back
for by 3 hotels.
Objectives of the project
1) To study the environment of 5 star hotels and timeshare projects. (All weather pool, spa,
sauna, gym, in-room dining, etc.)
2) To identify the corresponding jobs.
3) To give suggestions to G2G holidays.
4) To find out staffing requirement and establish logic for it.
5) To make annual staffing budget.

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Chapter 4: Data Analysis
Room to manpower ratio
 HVS - India’s interactions with several hotel companies in the recent past have
revealed that the industry has been seeking a relevant benchmark for manpower levels
in hotels, in order to maximize productivity along with quality customer experiences.
 The results of the survey highlight that the average Room-to Manpower ratio for the
Indian hotel industry is 1:2.01.
 Furthermore, the manpower levels are found to correlate directly with hotel market
positioning. For instance, Luxury hotels in India have the maximum number of
employees per room, while Budget hotels have the least.
 The higher the ratio, better is the quality of customer service.
 Our project is a Timeshare project and hence the ratio is said to be less as the services
provided are lesser. For example: The rooms in a timeshare project are to be cleaned
only once in a day.
 Also if the G2G wants to invest in high tech equipment like cleaning cars, automated
accounting system, etc. then the need for manpower would be less.
 Technological investments would be a onetime investment but might be less than the
payment that has to be done to employees. A machine would not err.
 But employees would give the entire process liveliness and prevent G2G from
bearing maintenance cost.

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 Our project is a Timeshare project and hence the ratio is said to be less as the services
provided are lesser. For example: The rooms in a timeshare project are to be cleaned
only once in a day.
 But the rooms are very luxurious and spacious so the time to clean each one of them
is more than the time taken to clean normal rooms.
 The rooms are well equipped and hence facilities like the kitchenette need to be given
extra time.
 But when the rooms are not used for the timeshare members, they can also be used as
a normal hotel.
 Keeping all pros and cons in mind the ideal ratio is said to be 1:2.01, though it varies
due to a lot of factors like: type of hotel, technology used, occupancy rate of the hotel,
etc.
Fig 4.1 room to manpower ratio
I have taken the standard ratio on an average to be 1:2.01.

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Shangri-La's - Eros Hotel - New Delhi
To meet the ratio of 1:2.01 they should have 644 employees.
only
50.5% of the desired staff requirements.
325, 50%320, 50%
Total staff
No. of rooms
35, 11%
6, 2%
45, 14%
33, 10%
3, 1%
78, 24%
22, 7%
17, 5%
27, 8%
46, 14%
6, 2%7, 2%
Shangri-La's - Eros Hotel - New Delhi staff
segregation
Front Office
Reservation Department
Housekeeping Department
Uniformed Services
Telephone Department
F & B
Marketing & Sales

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Piccadily, New Delhi
To
meet the ratio of 1: 2.01 they should have 459 employees. They have staff to cater to only
52.5% of the desired staff requirements.
241, 51%228, 49%
Total staff
No. of rooms
27, 12%
5, 2%
34, 15%
20, 9%
3, 1%
59, 25%
17, 7%
13, 6%
21, 9%
25, 11%
5, 2%2, 1%
Piccadily, New Delhi staff segregation
Front Office
Uniformed Services
F & B
Marketing & Sales
Accounting
Engineering & maintenance
Security
HR

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JW Marriot, Aerocity, New Delhi
To meet the ratio of 1:2.01 they should have 1028 employees.
They have staff to cater to only 54.2% of the desired staff requirements.
557, 52%
511, 48%
Total staff
No. of rooms
61, 10%
10, 2%
78, 13%
57, 9%
51, 8%
133, 22%
37, 6%
29, 5%
46, 8%
78, 13%
10, 2%11, 2%
JW Marriot, Aerocity, New Delhi staff segregation
Front Office
Uniformed Services
F & B
Marketing & Sales
Accounting
Engineering & maintenance
Security
HR

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Attrition rate
Fig 4.8 attrition rate
 According to the diagrams we can see that Shangri La’s, Piccadily and JW
Marriot lose about 33, 49 and 114 employees annually respectively. (on an
average)
 This is not good for the business.
 The hospitality industry has failed to retain good professionals and one of the
greatest challenges plaguing the sector is the unavailability of quality workforce
at different skill levels.
 Profitability of these sector is also major reason for high attrition.
 At the entry and mid-management level, attrition rates in aviation and hospitality
industry have doubled over the last three years. This is happening due to
perceptions of being poor pay masters, delay in salaries, job insecurities and little
concern for employee welfare.
 The demand for skilled employees is more than the supply.
1
2
2
0 0.5 1 1.5 2 2.5
SHANGRI-LA'S - EROS HOTEL - NEW DELHI
PICCADILY, NEW DELHI
JW MARRIOT, AEROCITY, NEW DELHI
Shangri-La's - Eros Hotel - New
Delhi
Piccadily, New Delhi JW Marriot, Aerocity, New Delhi
Series1 1 2 2
Out of 10

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Estimate of composition of our hotel
 To meet the ratio of 1:2.01 we should have 2258 employees.
 To save on cost we should have staff to cater to only 60% occupancy.
 That would be a total of 187 employees divided in 4 shifts with less density in the night
shift.
 The shifts being Morning, Afternoon, Evening and Night.
 I would also recommend 134 temporary employees for times when there will be
occupancy over 60% so that customer service has never to be compromised with.
 There would also be some sales agents who would not be employees and their
remuneration would be commission based.
Fig 4.9 segregation on the basis of departments
20%
22%
22%
36%
Segregation
Front Office
F & B
Other

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Fig 4.10 segregation of staff
Determinants of change in the budget
 The amount of technology to be used. (More technology will lead to lesser need
for manpower hence making it cost effective)
 The capital needed to build up the project which will tell us when and how the
breakeven point will be reached.
 On the usage of the unoccupied rooms as rooms of a normal hotel as some people
might like to use the RCI benefits sometimes.
11 1 5 1
5 26
1
1
1
5
1
3
3
15
2525
1
5
1
3
1 27
20
9
Segregation of staff in our hotel
General Manager Financial controller Finance manager
Accountants and Cashiers Executive Housekeeper Floor Supervisors
Stewards Chief Engineer Assistant Engineers
Supervisors Workers Club Supervisor
Front Office manager Assistant Front Office Manager Supervisors
Receptionists Telephone operator Senior HR Manager
Assistant HR Managers Marketing Head Sales Managers

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Annual Budget
POSITIONS TOTAL ANNUAL SALARY
TOTAL
SALARY
General Manager 1 45,04,383 4,504,383
Financial controller 1 6,30,021 630021
Finance manager 1 5,83,226 583226
Accountants and Cashiers 5 3,25,663 1628315
Executive Housekeeper 1 7,13,670 713670
Floor Supervisors 5 3,08,461 1542305
Stewards 26 1,98,197 5153122
Chief Engineer 1 9,92,741 992741
Assistant Engineers 1 7,13,670 713670
Supervisors 1 3,08,461 308461
Workers 5 1,98,197 990985
Club Supervisor 1 9,92,741 992741
Front Office manager 3 9,92,741 2978223
Assistant Front Office Manager 3 7,13,670 2141010
Supervisors 15 3,05,845 917535
Receptionists 25 2,52,000 6300000
Telephone operator 25 2,52,000 6300000
Senior HR Manager 1 11,89,859 1189859
Assistant HR Managers 5 9,92,741 4963705
Marketing Head 1 11,89,859 1189859
Sales Managers 3 7,13,670 2141010
Head of security 1 11,89,859 1189859
Security Guards 27 1,98,197 5351319
Porters 20 1,98,197 3963940
Valet 9 1,98,197 1783773
TOTAL 187 59,163,732

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Fig 4.12 employees and annual budget
KEY
Executives
Finance
Housekeeping
F & B
Front Office
HR
Marketing
Security
Others
Engineers
Fig 4.13 key to the annual budget

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Logic behind the budget and suggestionsto the company

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General Manager
 Strong operational management ability
 A deep knowledge of the hotel business
 Effective leadership skills
 Link between the owners and the staff
 Link between various departments
 Does not need to work in shifts and hence only one is required
 Usually stays within the hotel or nearby
Finance
 Financial controller is the head of the finance department
 Finance manager reports to the Financial controller
 Accountants and Cashiers 5 for 5 towers
 This department does not need to work in shifts
 If good technology is used then this department can be further downsized
Housekeeping
 Executive Housekeeper is the head and does not work in shifts
 Floor Supervisors 5 needed for 5 towers, needs to be there to solve problems
faced
 Assuming that one steward can do a room in 15 minutes and works a shift of 9
hours with an hour break, he would be able to do 32 rooms.
 Following or occupancy assumption there are 499 rooms occupied by timeshare
members and their rooms need to be cleaned once in a day, we would need 15
Stewards

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 Following or occupancy assumption there are 168 rooms occupied for hotel usage
and these rooms could be to be cleaned more than once in a day (assuming 2
times), we would need 11 Stewards
 Hence we would be needing 15 + 11 = 26 Stewards
Engineers
 The supervisor would report to the chief engineer and these workers are also ones
that do not need to work in shifts
 Whenever there is some technical error the supervisor would be contacted who
would send a worker to solve it
 1 worker is appointed for 1 tower
 Chief engineer is the head of the department and need not be always in the
premises, he is only needed for major issues
Club Supervisor
 Club Ambarsar has various facilities like 3 restaurants, I banquet hall, an all-
weather pool, gym, Tennis, Squash, Badminton, Table Tennis, Snooker Billiards,
etc
 All these facilities would be outsourced and the club supervisor would make sure
that the facilities meet the standards of the hotel.
 The pool will require 1 lifeguard in 1 shift as the pool will not be working 24
hours, 2 cleaners to be cleaning once in 2 days.
 Each restaurant would require 1 manager, 1 assistant manager, 10 waiters, 1
executive chef, and 5 sous chefs.
 The banquet hall will require 1 banquet manager and 25 stewards.

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 Each sport will require 1 person to look after who knows about the sport and 1
person to take care of the lockers.
 The gym will require 5 trainers.
Front office
 Front office manager as well as the assistant front office managers are needed 1
per shift
 There are times when guests want to speak with the manager so they would 1st be
talking to the supervisor and then the problem would escalate to the assistant front
office manager and finally to the front office manager.
 Supervisors would be 5 per shift as 1 would cater to 1 tower
 A total number of 19 receptionists would be needed wherein each tower would
have 2 receptionists in the morning and evening shift where as in the night shift 1
receptionist per tower is enough
 The telephone operators are there to receive and transfer calls, whereas in the day
there can be 2 per tower while during the night as the calls would be less there can
be 1 per tower
HR
 Has just 1 shift
 1 Senior HR Manager required who is the head of department whereas he can be
assisted by 5 assistants catering to one tower each
 They could be equipped with technology like SPSS etc.

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Marketing
 Has just 1 shift
 1 Marketing Head required who is the head of department whereas he can be
assisted by 3 assistants catering to one tower each
 There would be several sales agents all over the world who would be paid on
commission basis as and how they get the business
Security
 There would be 3 shifts of 8 hours each
 One head who would live in the premises
 1 guard per tower, 2 at the entrance and 2 at the exit leaving us with 27 guards
Porter
 According to our assumption 499 timeshare rooms would be occupied wherein
they would check in and check out 1 time in an entire week
 Whereas a hotel guest would be staying for 2 to 3 days and their room assumption
was 168 rooms. But in a week in one particular room there might be 2 or 3 guest
changes. So in a week let us assume 504 hotel guests
 In total 1003 times a porter is needed during checking in and 1003 times during
checking out (2006 in total)
 Now let us assume that a porter can finish 1 job in 5 minutes, and works for 8
hours and hence can finish 96 jobs.
 Hence there is a requirement of 20 porters.
 1 major shift is the time of check in and check out where 99% of the
concentration of porters should be

34
Valet
 Hotel guests would generally not come in cars
 Keeping very few valet options for the guests living with us
 Valet would most probably be used by the guests who use club amenities,
restaurants, etc.
 Hence there is a requirement of 20 valet drivers but assuming that 50% of guests
do not arrive with vehicles we take number of valet as 10
 1 major shift is the time of check in and check out where 99% of the
concentration of valet should be
 But we can reduce the number of valet by 1 with the assumption that 10% of
guests might like to park their own vehicles

35
Chapter 5: Conclusions and Recommendations
Conclusions:
 Studied the hotel industry to get an idea of the facilities, manpower and annual
budgets of various hotels.
 Identification of the corresponding jobs for all the facilities of the timeshare
hospitality project was done and several jobs were jotted down.
 Found out staffing requirements.
 Established logic for staffing.
 Drafted staffing annual budget.
 Suggested G2G in the form of logic.
 Recommended G2G.

36
Recommendations:As this project is going to be the largest timeshare property in
India, an immense amount of manpower planning and hence it would involve a lot of cost to the
company. Cost cutting can be done with the help of downsizing. The best way to downsize is by
outsourcing. There can be certain departments that can be outsourced like restaurants, club
amenities and security. But guards will have to be paid by the company. On the other hand the
club supervisor can take care of the club and the restaurants. His job would be to see to it that
these facilities are running smoothly and match the standards of the hotel. These restaurants can
then pay rent or a percentage of the profits to the company.
Also as it will be a huge property, it would be advisable that the company can have an
arcade of shops that will help in generating money as rent. The fact that there is a shopping
arcade also attracts people. This will also act as optimal usage of free space as a resource.

37
Limitations
The limitations that can be drawn are as follows:
 The time allotted for the project was insufficient to undergo an in-depth study
about the topic assigned
 There could be chances of biasedness in the responses given as they were
reluctant to fill the questionnaire
 As some of the answers were not given and mentioned as “confidential” therefore
there might be some problems in calculating the result due to ambiguity
 Getting appointments was time consuming and hence a very slow process
 There wasn’t 100% access to HR of all the hotels

38
References
Aswathappa, K. (2013). Human Resource Managemengt: Text and Cases. New Delhi: McGraw
Hill Education India Private Limited.
Dyer, L. (1982). Human Resource planning in personnel management.
Herbert, G., Heneman, 3., Donald, P. S., John, Fosum, A., & Dyer, D. L. (1993). Human
Resource Management, 4th Edition. New Delhi: University Book Stall.
Heyer, N. O. (1985). Managing HR in high technology enterprises. In N. O. Heyer, Human
Resource policy Analysis: Organisational application (pp. 45-61). New York: Praeger
Publishers.
Koltnerova, K., Chilpekova, A., & Samakova, J. (2012). Importance of Human Resource
planning in Industrial Enterprises . Faculty of material science, Slovak University of
Technology. Bratislava.
Wasan, R., Nagar, N., & Choudhry, S. (2012). INDIAN HOTEL INDUSTRY MANPOWER
SURVEY.
 www.djbhgroup.com
 www.g2gholidays.com
 http://archive.indianexpress.com/news/highest-attrition-in-hospitality-aviation/943116/
 http://tourism.gov.in/survey/manpower.pdf
 http://www.hvs.com/Content/3214.pdf

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