![]() ![]() “Our philosophy is to hire at the early stages of a person’s career and then groom high-potential employees on a fast track growth path,” he says. Rahul Pandit, president and executive director at The Lemon Tree, says they hire from 30 campuses across India. The entire workforce of 2,147 employees across the hotels and an employee costs make up for 18% of The Lemon Tree’s revenue, much lower than luxury hotels. But mid-market hotel groups such as The Lemon Tree Hotel have consistently maintained optimum staffto-room ratio. “We also ensure our employees grow into senior positions in our Middle-Eastern properties where there is a promise of greater growth,” says Puri of Starwood.Ī senior person in the industry who did not wish to be named says groups such as The Oberoi and The Taj have traditionally been saddled with an aging workforce that puts up a lot of resistance and has a large amount of trade union posturing. Starwood properties have outsourced their entire room-booking operations to a centralised system. “We have reduced our expat staff too, which has saved us a huge chunk of manpower costs,” she says. “We ensure employees are encouraged to take vacations in the summer months of the year, when footfalls are lower,” the hotel’s general manager Robyn Bickford says. The Lodhi in New Delhi, where payroll costs go as high as 30% of revenues, has increased work cycle from five-day week to six-day week. This way we have been able to maintain bottom lines when there is lot of churn happening in the industry,” Accor’s Shirali says. ![]() “When business travel is lower, we move talent to busier properties. Oberoi encourages cross-exposure at its global properties to incentivise staff, while Accor is developing a variable talent pool with people who can play multiple roles, saving on manpower. The Lalit New Delhi hires just enough F&B staff for the entire year but increases it in the peak season. The Leela, where payroll costs account to 22% of its revenues, plans to reduce the average manpower to room ratio to 2.2:1 from 2.4:1. Hotels are now trying different strategies to manage their shrinking workforce. “We see that F&B witnesses more attrition as it is a seasonal business,” says Kaval Verma, director of human resources at InterContinental Hotels Group, South West Asia. At Intercontinental Hotel Group, attrition is highest in food and beverages department at around 20%. “We have had some attrition, but you always lose people when another brand offers them growth,” he says. ![]()
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |