General Human Resource practices and procedures at Shangri-la , New Delhi

1. HUMAN RESOURCE PRACTICES
AT
EFFORT BY:-
MOHIT KUMAR RAI

2. Shangri-La is a fictional place described in the 1933 novel
“Lost Horizon” by British author James Hilton.

3. INTRODUCTION
ORGANIZATIONAL STRUCTURE
HUMAN RESOURCE PLANNING
CORPORATE SOCIAL RESPONSIBILITY
CONCLUSION

4. Shangri-La Hotels and Resorts is a Hong
Kong-based hospitality company Founded
by Robert Kuok in 1971.
Company has 111 hotels and resorts with
over 38,000 rooms in Asia, Europe, Middle
East, North America and Australia.
The first hotel of the luxury Shangri-La
group was the Shangri-La Hotel Singapore,
opened in 1971.

5. Shangri-La has 5 brands across different market segments including:-
Shangri-La Hotels Shangri-La Resorts Traders Hotels
Kerry Hotels Hotel Jen

6. Mission
To delight our guests every time by creating engaging experiences
straight from our heart.
Vision
To be the first choice for guests, colleagues, shareholders and business
partners.

7. Objectives
"To treat a stranger as one of our own" characterizes the hospitality
one can expect from Shangri-La. Discerning travelers will enjoy world-
class service amidst tranquil surroundings, coupled with inspirational
architecture and design. The finest dining experiences at every hotel
and resort ensure that every palate is pampered.
But what makes each stay truly memorable is something even more
exquisite and rare - Shangri-La’s special kind of hospitality.
“ Hospitality from the heart”

8. ORGANIZATIONAL
STRUCTURE
General manager
(Mr. Nayyar)
Director of sales
(Mr. Chakraborty)
Director of room
division
(Mr. Vikram Sood)
Front Office
Housekeeping
Director of
Operation
(Mr. Sadhu)
Food Production
department
Food and Beverage
department
Director of Human
Resource
(Mr. Bhushan)
Director Of Finance
(Mr. Khem)
Head of Security
(Mr. Bhardwaj)
Chief Engineer

9. HUMAN RESOURCE PLANNING
Selection & Recruitment Methods
There are two different types of recruitment in Shangri-La:-
• Internal
• External
Recruitment associations –
• college placement services,
• Agencies
• Employment exchanges and others

10. Selection Process
Preliminary Interviews
Application form
Employment Interviews
Medical examination
Appointment Letter

11. PERFORMANCE APPRAISAL POLICIES
Guest Delight Program (GDP)
Evaluate employee’s performance on the basis of the Feedback
available from Guest and colleagues
Where guest tracks the barcode displayed at back side of room door
or workforce feedback barcode located at Times office or at the
entrance of every departments.
Employees are valued and reviewed on the feedback provided by
various sources.

12. Transfers
Process for Transfers
• The current supervisor must verify that all eligibility criteria for an
employee’s transfer has been met, including verifying the employee’s
past work performance, before recommending an employee for
transfer
• After an employee has been selected and approved by Human
Resource to transfer to another department, the Directors/Managers
of the respective departments will determine a mutually acceptable
transfer date.

13. • The receiving supervisor should receive a completed performance
evaluation from the former supervisor on the transferring employee
by the agreed upon transfer date or no later than 30 days after the
effective date of transfer.
• All employees transferring to a new department or position will
experience a new 6 months probationary period.
• The probationary period is established to ensure that the employee
selected for the new position is qualified and can meet the minimum
performance standards for that position.

14. PROMOTION
The main conditions of promotion are:-
• Employees should be permanent or should not be on probation
period.
• Required level of seniority according to the requirement of the job.
• Employees under “up or out” scheme. i.e.:- promotion after
successful completion of 2 years.

15. • Employee ranking on GDP program.
• “Fit of the new job” employee should fill minimum requirement for
the new job position.
• Availability of job opening.

16. REWARD POLICY
Selection for Rewards are entirely based on GDP program. Under various
criteria rewards are given to the employees:-
1. Best Groomed - male
2. Best Groomed - Female
3. Best friend at works ( rated by employees)
4. Best Boss ( rated by employees)
5. S- Star category which are: - Silver star, Gold star and Platinum star.
5.1. Silver star - 3 guest recommendation
5.2. Gold star – 5 guest recommendation
5.3. Platinum star – 7 guest recommendation

17. Non-monetary Incentives
Recognition
Complimentary services
Interesting task
Monetary Incentives
A pay increase in one or more allowances
One-time bonus

18. CORPORATE SOCIAL RESPONSIBILITY
The Noida Deaf Society (NDS), committed to reintegrating the hearing
impaired into mainstream society through life skills and children’s
education has been working modestly with the hotel since 2010.
CSR Statistics
• 2% of the average Net Profit made by the Company during
immediately preceding three Financial Years.
• any income arising there from surplus arising out of CSR activities
carried out by the company and such surplus will not be part of
business profit of the company

19. CSR Activities
• Annual sponsorship to support a child with a severe health condition
that is in need of surgery
• Employing graduates from Noida Deaf Society (currently, 8 people
from the society have been employed and are working in various
areas, from operations to administration, within the hotel)
• Commitment to the environment by observing Earth Hour at least 4
times a year and participating in a tree planting every year
• 89% of all hotels' workforce are local citizens of the country they are
in

20. FINDINGS

21. Strengths
• HR strategy and functionality.
• Human Resource Budgeting.
• Participative decision making.
• Knowledge able staff
• Belief and trust among member.
• High level of employee’s morale in
department.
• Various staff welfare activities and schemes
Weaknesses
• Lack of inventory management.
• Lack of workforce in human resource.
• Lack of sophisticated in candidate handling
for interview.
• High amount of follow ups.
• Instant remedial approach for various
problems.
Opportunities
• Installation of new attendance machinery.
• Allocation of more space for Human resource
department.
• Encouraging cost cutting methods in
operation.
• Optimum utilization of space
Threats
• High attrition rate due to large amount of
competitor’s in area.
• Regularly changing policies of SLIM.
• Role isolation by various employee’s at
department.