SUMMER TRAINING PROJECT

REPORT
Submitted in partial fulfillment of Master of Business Administration

Session- 2017-2018

A Project Report on the Study of

Employee Lifecycle in Fortune Select
Excalibur, Gurgaon.

Company Guide Submitted By:

Mr. Pargat Singh Deepna Valecha

Assistant Human Resource Manager 1616470014

Internal Guide

Mrs. Priyanka Singh

Assistant Professor

PRANVEER SINGH INSTITUTE OFTECHNOLOGY

Affiliated to Dr. APJAKTU
 DECLARATION

I hereby declare that this submission is my own work. It contains no material

previously published or written by another person, nor has this material to a

substantial extent been accepted for the award of any other degree or diploma of the

university or other institute of higher learning.

DEEPNA VALECHA

1616470014
 ACKNOWLEDGMENT

Research Project Report is the one of the important parts of MBA

program, which has helped me to gain a lot of experience, which will be

beneficial in my succeeding career.

For this, with an ineffable sense of gratitude, I take this opportunity to

express my deep sense of indebtedness and gratitude to Dr. Sujoy

Bhattacharya, Director PSIT, and Mr. Jatin Pande, Professor and Head of

Business Administration Department, for their encouragement, support and

guidance in carrying out the project.

I am very much thankful to, my Project Guide Mrs. Priyanka Singh,

Assistant Professor for her interest, constructive criticism, persistent

encouragement and untiring Guidance throughout the development of the

project. It has been my great privilege to work under her inspiring guidance.

I am also thankful to my parents and my friends for their indelible co-

operation in achieving the goal of this study.

 EXECUTIVE SUMMARY

This research explores the employee life cycle of an employee at Fortune Select

Excalibur. It emphasizes on the different factors in each stage of the Employee Life

Cycle. Different organizations adopt different approaches and techniques for their

employees. To know the practical application of the tools, the analysis of the process

of employee lifecycle in Fortune Select Excalibur was undertaken.

The first chapter introduces us to the hospitality industry. It briefly explains about the

history of this industry and gives us a clear insight into the factors which act as a

driving force for this industry. It explains the fundamental elements and ethics which

lay the foundation of this industry. In this chapter, we see a comparison among the

key players in this industry.

The second chapter explains about the organizational profile of ITC Fortune Select

Excalibur, which includes the details of its origin, products and services and its vision

and mission. It also explains the quality policy of the organization which plays a key

role in its growth and development. It gives us an overview of the current scenario of

the organization along with an in-depth analysis of the functional departments that

work in close coordination with each other in order to ensure world class services to

their customers. This chapter annotates the market profile of the organization which

includes its competitors information, future growth prospects and detailed SWOT

analysis.

The third chapter includes the detailed study of the research topic Employee

Lifecycle which entails the description of all the six stages of employee lifecycle

namely Attraction, Recruitment, On boarding, Development, Retention and

separation. It also throws light on the objectives, scope and limitations of the study.
This chapter also unfolds the research methodology thereby giving an insight into

research design, sample design, sample size and techniques used, data collection

method and questionnaire method. This chapter specifically explains about the type of

research, sample technique, sample size, actual collection of data. It unveils the basic

understanding of the study for which the research design was formulated. To collect

the data, questionnaires was prepared. The necessary data was recollected through one

on one interaction with the employees of FSX.

The fourth chapter contains the analysis and interpretation of data collected. The

collected data is coded through bars and line graphs and presented percentage wise

which is depicted in the form of graphical representation.

The last chapter is entirely the exploration of the research study giving all respondents

opinion in nutshell as findings and recommendations. The dissertation ends with the

suggestions in order to modify the current system for a higher growth and progress. It

has also revealed the source of the data gathered and the questionnaire framed.
 TABLE OF CONTENTS

SERIAL NO. PARTICULAR PAGE NO.

1 CHAPTER 1:

INTRODUCTION
1
1.1 General introduction about the sector

3
1.2 Industry Profile

2 CHAPTER 2:

COMPANY PROFILE
7
2.1 Origin of the organization

13
2.2 Vision, Mission & Quality Policy

15
2.3 Growth and development of the organization

18
2.4 Present status of the organization

19
2.5 Functional departments of the organization

20
2.6 Organization structure and organization chart

2.7 Market profile of the organization (Competitors

information, SWOT analysis, Future growth) 50

3 CHAPTER 3 :

STUDY OF THE SELECTED RESEARCH

PROBLEM

54
3.1 Statement & Introduction of the research problem

61
3.2 Statement of the research objective

62
3.3 Scope of Study

63
3.4 Limitations of the research

64
3.3 Research design and methodology

4 CHAPTER 4:

DATA ANALYSIS &

INTERPRETATION

4.1 Analysis and interpretation of the data Collected

with relevant tables and graphs. 70

5 CHAPTER 5:

SUMMARY AND CONCLUSIONS

98
5.1 Summary of learning experience/ Findings

99
5.2 Conclusion and recommendations

6 BIBILOGRAPHY 100

7 101
APPENDICES
 LIST OF FIGURES

Figure No. Title Page No.

1 Organizational structure of Fortune Select Excalibur 20

2 Front Office Department Hierarchy 25

3 Human Resource Department Hierarchy 34

4 Finance Department Hierarchy 36

5 Sales and Marketing Department Hierarchy 43

6 Security Department Hierarchy 45

7 Employee Lifecycle Model 54

8 Representation of distribution of employees based on the 71

department they work in

9 Representation of distribution of employees based on their 72

gender

10 Representation of distribution of employees based on their 73

tenure at FSX

11 Representation of steps followed in Employee Lifecycle by 74

the organization according to the employees

12 Representation of Employees level of engagement in 75

Employee Lifecycle

13 Representation of Benefits of understanding Employee 76

Lifecycle according to the employees

14 Representation of Limitations of Employee Lifecycle 77

according to the employees

15 Representation of Employees level of agreement with 78

relation to Employee Lifecycle for various aspects

16 Representation of Employees level of agreement with 80

relation to Employee Lifecycle for various aspects

17 Representation of Employees level of satisfaction with 83

relation to Employee Lifecycle for various aspects

18 Representation of Managers rating by the employees based 85

on various parameters

19 Representation of Employees level of agreement with 86

relation to Employee Lifecycle for various aspects

20 Representation of Presence of stressful aspects with respect to 87

Employee Lifecycle as reported by the employees

21 Representation of Rating of the level of job stress by the 88

employees

22 Representation of Distribution of employees experiencing 89

stress caused by their relationship with other person at work

23 Representation of Reasons for job stress as reported by the 90

employees
24 Representation of Level of satisfaction of employees with 91

respect to their salary at this company

25 Representation of Level of satisfaction of employees with 92

respect to their position at this company

26 Representation of Level of satisfaction of employees with 93

respect to their non-monetary benefits at this company

27 Representation of Level of employees satisfaction with the 94

training provided to them at this company

28 Representation of Employees thoughts about the job and 95

work environment at this company in future

29 Representation of Employees likeliness to advise to refer 96

their friends for a job at this company

30 Representation of Employees level of motivation to see this 97

company succeed
 CHAPTER 1

INTRODUCTION

Hospitality Industry

The hospitality industry is a broad category of fields within service industry that

includes lodging, event planning, theme parks, transportation, cruise line, and

additional fields within the tourism industry. The hospitality industry is a multibillion-

dollar industry that depends on the availability of leisure time and disposable income.

A hospitality unit such as a restaurant, hotel, or an amusement park consists of

multiple groups such as facility maintenance and direct operations

(servers, housekeepers, porters, kitchen workers, bartenders, management, marketing,

and human resources etc.).

Usage rate, or its inverse "vacancy rate", is an important variable for the hospitality

industry. Just as a factory owner would wish a productive asset to be in use as much

as possible (as opposed to having to pay fixed costs while the factory is not

producing), so do restaurants, hotels, and theme parks seek to maximize the number

of customers they "process" in all sectors. This led to formation of services with the

aim to increase usage rate provided by hotel consolidators. Information about required

or offered products are brokered on business networks used by vendors as well as

purchasers.

In looking at various industries, "barriers to entry" by newcomers and competitive

advantages between current players are very important. Among other things,

hospitality industry players find advantage in old classics (location), initial and

1
ongoing investment support (reflected in the material upkeep of facilities and the

luxuries located therein), and particular themes adopted by the marketing arm of the

organization in question (for example at theme restaurants). Also very important are

the characteristics of the personnel working in direct contact with the customers. The

authenticity, professionalism, and actual concern for the happiness and well-being of

the customers that is communicated by successful organizations is a clear competitive

advantage.

Accommodation

Hotels
Motels
Flotels
Inns
Resorts
Serviced apartments
Bed and Breakfasts

Restaurants and bars

Night clubs
Pubs and Public houses
Restaurants
Bars

Travel and tourism

Travel agents
Tour operators
Leisure centers

2
 COMPETITORS COMPARISON

Name Last Price Market Cap. Sales Net Profit Total Assets
(Rs.cr.) Turnover

Indian Hotels 42.35 3,419.65 1,875.86 -276.61 5,530.32

EIH 49.00 2,800.69 1,156.75 50.96 2,964.60

Mahindra Holida 222.80 1,978.04 701.55 106.98 636.26

Hotel Leela 15.85 663.56 653.86 -433.46 5,234.12

Speciality Rest 134.70 632.52 226.92 23.41 290.63

Taj GVK Hotels 55.00 344.86 254.24 8.78 552.02

EIH Assoc Hotel 110.00 335.15 212.42 20.50 289.74

Oriental Hotels 16.80 300.05 292.19 14.30 517.89

Sayaji Hotels 125.15 219.24 117.63 -20.83 188.90

Asian Hotels 102.00 198.42 215.83 29.45 1,470.13

Asian Hotel (E) 140.00 160.17 90.24 31.73 818.16

TGB Banquets 46.70 136.77 161.92 2.96 254.27

Advani Hotels 28.40 131.26 38.68 2.63 43.79

Kamat Hotels 55.80 109.83 138.32 -5.66 617.38

Asian Hotel (W) 95.00 108.85 129.83 7.63 399.10

Blue Coast 81.30 72.07 97.48 -7.48 394.27

Viceroy Hotels 15.55 65.94 72.38 -5.78 1,102.43

Royal Orchid 21.85 59.51 111.70 1.43 347.89

SaveraInd 37.95 45.27 57.96 3.93 75.08

Hotel Rugby 3.60 5.16 -- 3.12 8.36

3
 CHAPTER 2

ITC Limited

ITC Limited

Type Public

Traded as BSE: 500875

NSE: ITC
BSE SENSEX Constituent
CNX Nifty Constituent

Industry Conglomerate

Predecessor W.D. & H.O. Wills.

Founded 24 August 1910

(as Imperial Tobacco Company
of India)

Headquarters Kolkata, West Bengal, India

4
 Key people SanjeevPuri, (Chairman),
Saurabh Mishra, (Chief
Executive Officer)

Products Consumer goods

Tobacco
Hotels
Agribusiness
Paperboards & specialty papers
Packaging
Information technology

Revenue 60,493 crore (US$9.4 billion)

(2017)

Operating 15,037 crore (US$2.3 billion)

income (2015)

Net income 10,471 crore (US$1.6 billion)

(2017)

Total assets 32,159 crore (US$5.0 billion)

(2015)

Number of 25,959 (Mar 2013)

employees

Divisions ITC Infotech, Surya Nepal Pvt.

Ltd.

Website www.itcportal.com

5
ITC Limited or ITC is an Indian conglomerate headquartered in Kolkata, West

Bengal. Its diversified business includes five segments: Fast-Moving Consumer

Goods (FMCG), Hotels, Paperboards & Packaging, Agri Business & Information

Technology.

Established in 1910 as the Imperial Tobacco Company of India Limited, the

company was renamed as the Indian Tobacco Company Limited in 1970 and

further to I.T.C. Limited in 1974. The periods in the name were removed in

September 2001 for the company to be renamed as ITC Ltd. The company completed

100 years in 2010 and as of 2012-13, had an annual turnover of US$8.31 billion and

a market capitalization of US$45 billion. It employs over 25,000 people at more than

60 locations across India and is part of Forbes 2000 list.

6
 History
ITC was formed on 24 August 1910 under the name of Imperial Tobacco Company of

India Limited, and the company went public on 27 October 1954. The earlier decades

of the company's activities centered mainly around tobacco products. In the 1970s, it

diversified into non-tobacco businesses.

In 1975, the company acquired a hotel in Chennai, which was renamed the ITC-

Welcomgroup Hotel Chola' (now renamed to MyFortune, Chennai).

In 1985, ITC set up Surya Tobacco Co. in Nepal as an Indo-Nepali and British joint

venture, with the shares divided between ITC, British American Tobacco and various

independent domestic shareholders in Nepal. In 2002, Surya Tobacco became a

subsidiary of ITC and its name was changed to Surya Nepal Private Limited.

In 2000, ITC launched the Expressions range of greeting cards, the Wills Sport range

of casual wear, and a wholly owned information technology subsidiary, ITC Infotech

India Limited.

In 2001, ITC introduced the Kitchens of India brand of ready-to-eat gourmet Indian

recipes, which are produced and sold internationally, at first in cans and later in retort

packages, and more recently online and at festivals.

In 2002, ITC entered the confectionery and staples segments and acquired

the Bhadrachalam Paperboards Division and the safety matches company WIMCO

Limited.

ITC diversified into body care products in 2005.

In 2010, ITC launched its hand rolled cigar - Armenteros - in the Indian market.

The company began online sales in 2014.

7
Products and brands

Classic Rich Taste (regular) pack of 20

Cigarettes

ITC Ltd sells 81 percent of the cigarettes in India, where 275 million people use

tobacco products and the total cigarette market is worth close to $6 billion (around

Rs.65,000 crore).

ITC's major cigarette brands include Wills Navy Cut, Gold Flake Kings, Gold Flake

Premium lights, Gold Flake Super Star, Insignia, India Kings, Classic (Verve,

Menthol, Menthol Rush, Regular, Citric Twist, Ice Burst, Mild & Ultra

Mild), 555, Silk Cut, Scissors, Capstan, Berkeley, Bristol, Lucky Strike, Players,

Flake and Duke & Royal.

8
Other businesses

Foods: Indian Tobacco Company's major food brands include Kitchens of

India; Aashirvaad, Mint-o, gum-o, B natural, Sunfeast, Candyman, Bingo! and

Yippee! ITC is India's largest seller of branded foods with sales of over Rs.4,600

crore in 2012-13. It is present across 6 categories in the Foods business namely

Staples, Snack Foods, Ready-To-Eat Foods, Juices, Dairy Product and

Confectionery.

Lifestyle apparel: ITC sells its products under the Wills Lifestyle and John

Players brands. Wills Lifestyle was accorded the Superbrand status and John

Players was included in the top 10 Most Trusted Apparel Brands 2012 by The

Economic Times.

Personal care products include perfumes, haircare and skincare categories. Major

brands are Fiama Di Wills, Vivel, Essenza Di Wills, Superia and Engage.

Stationery: Brands include Classmate, PaperKraft and Colour Crew. Launched in

2003, Classmate went on to become India's largest notebook brand in 2007.

Safety Matches and Agarbattis: Ship, iKno and Aim brands of safety matches and

the Mangaldeep brand of agarbattis (Incense Sticks).

Hotels: ITC's Hotels division (under brands including WelcomHotel) is India's

second largest hotel chain with over 90 hotels throughout India. ITC is also the

exclusive franchisee in India of two brands owned by Sheraton International

Inc. Brands in the hospitality sector owned and operated by its subsidiaries

include Fortune Park Hotels and WelcomHeritage Hotels.

9
 Paperboard: Products such as specialty paper, graphic and other paper are sold

under the ITC brand by the ITC Paperboards and Specialty Papers Division like

Classmate product of ITC well known for their quality.

Packaging and Printing: ITC's Packaging and Printing division operates

manufacturing facilities at Haridwar and Chennai and services domestic and

export markets.

Information Technology: ITC operates through its fully owned subsidiary ITC

Infotech India Limited, which is a SEI CMM Level 5 company.

10
 COMPANY PROFILE

ITC Hotels
ITC Hotels

Type Public

Industry Hospitality

Founded 1975

Headquarters Gurugram, India

Number of locations 190

Area served India

Key people Y C Deveshwar

Owner ITC

Website Official site

11
ITC Hotels is India's second largest hotel chain with over 100 hotels. Based in the

Hotels Division Headquarters at the ITC Green Centre in Gurgaon, New Delhi, ITC

Hotels is also the exclusive franchisee of The Luxury Collection brand of Starwood

Hotels and Resorts in India. It is part of the ITC Limited (formerly India Tobacco

Company) group of companies. ITC Hotels is regularly voted amongst the best

employers in Asia in the hospitality sector.

History
ITC Limited entered the hotel business on 18 October 1975 with the opening of a

hotel in Chennai, which was renamed Hotel Chola.In 2006, ITC hotels owned and

operated and again.100 hotels in 75 locations. ITC Hotels have a reputation of playing

host to visiting royalty and world leaders time

ITC Grand Bharat is their latest hotel established in Manesar, Gurugram.

12
 Vision and Mission

Sustain ITC's position as one of India's most

valuable corporations through world class
THE ITC VISION performance, creating growing value for the
Indian economy and the Company's stakeholders

To enhance the wealth generating capability of

the enterprise in a globalizing environment,
THE ITC MISSION delivering superior and sustainable stakeholder
value

13
ITC Brands

Fortune Select Excalibur, Sohna Road, Gurgaon

ITC Grand Maratha Hotel, Mumbai

Lavasa Fortune Hotel courtyard, Lavasa, Maharashtra

14
 FORTUNE SELECT EXCALIBUR

OVERVIEW

Fortune Select Excalibur, Sohna Road, offers premium accommodation and efficient

service with a contemporary approach. Its excellent location, 135 well-appointed

rooms, elegant conferencing and banqueting space, Wellness Centre with a well-

equipped gymnasium, rejuvenating spa facility and roof-top swimming pool, along

with a wide range of other modern amenities makes Fortune Select Excalibur a

preferred destination for business and leisure transit travelers for a restful and

comfortable stay.

SERVICES & FACILITIES

Parking

Restaurant/ Bar

Conference Room

Gymnasium

Swimming Pool

Body Treatment

Steam/ Sauna

15
 Beauty Salon

Global Distribution System

ROOMS

Fortune Select Excalibur offers 135 well-appointed rooms including 96 Standard

Rooms, 30 Fortune Club Rooms and 9 Suites. The rooms have been tastefully

designed and furnished with careful attention to detail and exhibit a distinctive charm.

They are spacious, have well cushioned, comfortable beds, a sizeable writing desk, a

flat screen television, wooden flooring and are well equipped with all modern

amenities.

Standard Rooms

Our Standard Rooms offer comfort and a contemporary ambience.

No. of rooms: 96

Area: 26 sq. m

Fortune Club Rooms

Fortune Club Rooms are spacious and designed to offer the guest a little extra of

everything. These rooms provide an upscale product/service comparable to the Best

in Class rooms in the city. The Fortune Club Room comes along with privileged

access to the Fortune Club Lounge, which is elegantly done up with comfortable

settings and can be used by the Fortune Club Room guests for impromptu meetings.

16
 No. of rooms: 30

Area: 26 sq. m

Suites

The Suites feature a separate living area, private work station and a spacious

bathroom.

No. of rooms: 9

Area: 46 sq. m

In-room features:

24 hour room service

Satellite LCD TV

Electronic safe

In-room tea/ coffee maker

High speed internet connectivity

Weighing measure

Mini bar

Complimentary fruit platter

Direct dial STD/ISD

Daily newspaper

Iron and ironing board

17
 COMPETITORS COMPARISON

Name Last Price Market Cap. Sales Net Profit Total Assets
(Rs.cr.) Turnover

Indian Hotels 42.35 3,419.65 1,875.86 -276.61 5,530.32

EIH 49.00 2,800.69 1,156.75 50.96 2,964.60

Mahindra Holida 222.80 1,978.04 701.55 106.98 636.26

Hotel Leela 15.85 663.56 653.86 -433.46 5,234.12

Speciality Rest 134.70 632.52 226.92 23.41 290.63

Taj GVK Hotels 55.00 344.86 254.24 8.78 552.02

EIH Assoc Hotel 110.00 335.15 212.42 20.50 289.74

Oriental Hotels 16.80 300.05 292.19 14.30 517.89

Sayaji Hotels 125.15 219.24 117.63 -20.83 188.90

Asian Hotels 102.00 198.42 215.83 29.45 1,470.13

Asian Hotel (E) 140.00 160.17 90.24 31.73 818.16

TGB Banquets 46.70 136.77 161.92 2.96 254.27

Advani Hotels 28.40 131.26 38.68 2.63 43.79

Kamat Hotels 55.80 109.83 138.32 -5.66 617.38

Asian Hotel (W) 95.00 108.85 129.83 7.63 399.10

Blue Coast 81.30 72.07 97.48 -7.48 394.27

Viceroy Hotels 15.55 65.94 72.38 -5.78 1,102.43

Royal Orchid 21.85 59.51 111.70 1.43 347.89

SaveraInd 37.95 45.27 57.96 3.93 75.08

Hotel Rugby 3.60 5.16 -- 3.12 8.36

18
 ORGANIZATIONAL DESIGN

Organizing, the process of structuring human and physical resources in order

to accomplish organizational objectives, involves dividing tasks into jobs,
specifying the appropriate department for each job, deter-mining the optimum
number of jobs in each department, and dele-gating authority within and among
departments. One of the most critical challenges facing lodging managers today is
the development of a responsive organizational structure that is committed to
quality.

1. The framework of jobs and departments that make up any organization must be

directed toward achieving the organizations objectives. In other words, the

structure of a lodging business must be consistent with its strategy.

2. Managers give structure to a hotel and lodging through job specialization,

organization, and establishment of patterns of authority and span of control.

19
 ORGANIZATIONAL STRUCTURE
OF
FORTUNE SELECT EXCALIBUR

General Manager

Executive
assistant
manager

Human Accounting Marketing & sales Engineering Purchasing

resourse

Rooms division Reservations Convention Food &

services beverages

House keeping Front Security Uniformed Telephone

office service

Food Restaurants Bars Catering Room

production service

FIG. 1

20
FUNCTIONAL
DEPARTMENT

21
 SEGMENTATION DEPARTMENTS OF FORTUNE SELECT
EXCALIBUR

There are more than 10 different departments are functioning in the traditional and

executive levels at the management of the hotel. These departments have diverse

portfolios and responsibilities headed by a person in charge of the entire operations

undertaken within the department. He may be a manger/supervisor of the respective

department. The reason why hotels are usually organized into functional blocks,

with departments grouped according to the particular work/activity that particular

department is actively engrossed. In most scenarios a hotel industry is divided up

into 5 different departments such as rooms, Food and Beverages (usually this

department is called as by its short form as F&B), accounting, sales and Human

Resource/HR. Each of these departments has their own heads of the operations and

they should have to report directly to the General Manager of the hotel regarding the

performance of their respective departments. These departments are sub- divided

into various other smaller organizational units. These sub-divisions represent

refinement of the work performed and the knowledge and the skills of the people in

each subunit. As organizations grow large in respect of its size and operations it

carries out most hotels tend to segment its operations to various departments with

food preparation and food servicing as separate entities. Since preparing food and

serving it to the guest are usually of two different arts; both the processes are done

through different and separate works. Thus forming departments along functional

line is the most common method in a hotel organization. The department engaged in

the preparation of food is called as Production Department while the division

involved in the art of serving the prepared food to the guests in an eye-catchy and

sumptuous manner is known as the Servicing Department.

22
 FRONT OFFICE DEPARTMENT

The front office is the command post for processing reservations, registering

guests, settling guest accounts (cashiering), and checking out guests. Front desk

agents also handle the distribution of guestroom keys and mail, messages or other

information for guests. The most visible part of the front office area is of course

the front desk. The front desk can be a counter or, in some luxury hotels, an actual

desk where a guest can sit down and register.

Sell guestrooms; register guests and design guestrooms

Provide information

Maintain accurate room statistics and room key inventories

Maintain guest account statements and complete proper financial settlements

23
FRONT OFFICE DEPARTMENT

FRONT OFFICE
MANAGER

FRONT OFFICE
MANAGER ASSISTANTT

LOBBY MANAGER/DUTY
MANAGER

NIGHT AUDITORS

FRONT OFFICE
ASSISTANTS/CASHIERS

RESERVATION
ASSISTANTS

TELEPHONE
SUPERVISORS

BELL CAPTION/DOOR
MAN/LINK MAN

FIG. 2

24
The Front Office may be regarded as the show window of the hotel and hence must

be well designed in the first place and maintained in a well-organized and orderly

manner. Regardless of how a hotel is organized into, the front office is always an

essential focal point. Front Office is the name given to all the functional units of a

hotel which are situated in the front portion of the hotel, that is, the lobby is the

place where the guests are received, provided information on the products and

services offered in the hotel, the luggage of the guests are handled, the accounts of

the guest are settled at their departure, and the guests problems, complaints and

suggestions are looked after. The front desk is the link between the guest and the

hotel and represents the hotel to the guest. And is a liaison between the hotel

management and the coordination of all the guest services. It serves as a main

channel of both way communications i.e. from hotel to the guest and guest to the

hotel. Hotel terminology includes terms such as front-of the-house and back-of-the-

house. This front-of-the house term includes those portions of the hotel with which

the guests come in direct contact with during the period of their stay in the hotel,

such as building exterior, lobby, front desk, guest rooms, function rooms etc. The

person who is regarded as the head of the operation of the front-office desk is the

Front-Office Manager. The nature of the front office job is such that he is almost

always crowded with various jobs. He should be able to match job needs to time

available for effective and efficient performance. Another responsibility of the Front

office manager is making daily plan of action by outlining work for the next day at

the end of each day. It includes listing all activities for the next day under ABC

category as per the urgency and importance of the job. It is also important to make

flexible plans to fit in emergencies. The assistant front-office managers main duty

is aiding the front office manager in supervising and coordinating the day-to-day

25
operations of the front-office staff and resolving internal problems.

She/he co-ordinates the staffing of mail and information and reservation clerks with

their supervisors. The AM-front office should also be adept in dealing with

problems arising from guests complaints and reservation and room assignment

activities. He should also be responsible for any miscellaneous duties assigned by

the front office manager. Another important position at the front desk of the hotel is

done by the reception assistant. The friendly welcome given by the receptionist to a

guest changes an impersonal hotel building in to a friendly and homely place and his

unfriendly, hostile and in different attitude may convert the guests experience into

an unpleasant and uncomfortable stay. If the front office is the hub of the hotel then

the receptionist can be aptly called as the person who keeps the hotel world

moving. The reception assistant should be well informed of daily room availability

status, and also he should have detailed information regarding arrivals, their room

requirements and expected departures of the guests. The position of the reservation

assistant is also important at the front-office department of the hotel since the

hotels good image can be maintained among the guests only if all the needs of the

guests are taken care of, especially the guests requirements in terms of his lodging.

He should make proper updating in the reservation register and records in order to

have updated inventory of room availability. The reservation assistant may also

carry out amendments and cancellations intelligently and accurately. To keep the

availability status chart updated. Checkout reservation stationary and keep a

satisfactory par stock of the same. Type out advance reservation slips and maintains

reservation racks and correspondence files and in case of computers updates

information in computers.

26
 FOOD AND BEVERAGE SERVICE DEPARTMENT

The food and beverage service department is an integral place in any hotel which is

responsible for the systematic and the actual service of food and beverage to the

general public or customers as per the order in any F &B outlets. This department

plays a vital role on the delivering the accurate service of food and beverage by

placing the orders from the hot or cold plates of kitchen to the customers table in the

proper and the hospitality manner.

This department in any hotel plays a vital role in the profitable process of the hotel

business. Among the total revenue collected in the hotel, about 40% contribution is

directly accredited to F & B Service department. This department is specialized by

its output of the products that satisfies customers demand for food and beverage.

For the proper control and the effective management of the total staffs and their

duties, this department is divided into different units or sections which are also

called as an outlet. Each outlet is specialized for the special functions. For the

systematic and a good service process of any F & B outlet, presentation, time

keeping, order taking and the suggestive selling are the key element of a service to

be maintained by service staffs.

The staffing pattern of F & B department is basically divided into two parts. They

involve the service staffs and the kitchen staffs. In the modern concept of catering,

this department generally focuses on the product knowledge, salesmanship,

customers relation and expectation rather than the traditional style of service. The

guest satisfaction is only ensured when the service.

27
F & B deals mainly with food and beverage service allied activities. Different

divisions are there in F & B like Restaurants, Specialty Restaurants, Coffee Shop

(24 hrs.), Bar, Banquets, Room service etc. Apart from that they have Utility

services (Cleaning). A food and beverage department in a hotel is usually guided by

an F&B Director followed by an F& B manager. A Food and Beverage Manager in

a hotel should always be ready to undertake a variety tasks each and every day.

Some of the main important functions endowed on this specific department in a

hotel include:

Provide the highest quality in food, beverage and service in all the food

and beverage outlets inside the hotels.

Provide all guests with the highest quality of food and beverage experience

by working as a team with all the food and beverage outlets ensuring

prompt, courteous and professional services resulting in increasing

employee morale and decreasing employee turnover rates.

Food Production Department

Food production deals with the preparations of food items. It basically engaged in

preparing those dishes which are ordered by the guests. Cuisines include Indian,

Continental, Thai, Italian, Konkani (Coastal Sea Food), South Indian, Chinese,

Mexican, etc. Different chefs are appointed for the specialty cuisine. Marketing a

celebrity chef as a primary component of a hotel may yield a competitive advantage

among that specific hotels competitive set.

28
Food Servicing Department

Food service deals with the process of the delivery of the prepared food items onto

the end customers who ordered it. Service department should also lay special

emphasis on the importance of getting the orders delivered with an eye candy look

and appearance.

Importance of F & B Department in a hotel

Food and Beverage Department (F&B) is responsible for maintaining high quality

of food and service, food costing, managing restaurants, bars, etc.

Food and Beverage Service is the service of Food made in the Kitchen and Drinks

prepared in the Bar to the Customers (Guest) at the Food & Beverage premises

which can be:

Restaurants, Bars, Hotels, Airlines, Cruise Ships, Trains, Companies, Schools,

Colleges, Hospitals, Prisons, Takeaway, etc.

Food and beverage servers duties vary considerably from one type of establishment

to another. In fast food outlets, they often work behind counters and use

computerized systems to take orders and tabulate bills. In coffee shops and cocktail

lounges, they provide quick and efficient service for customers seated at tables. In

formal dining establishments, they carefully observe established rules of service and

etiquette, and pace the meal according to customer preference.

29
Their roles include:

prepare tables or counters for meals

stock the service area with supplies (for example, coffee, glassware)

greet customers, present menus and help customers select menu items

inform customers about daily specials

record orders and place them with the kitchen and bar

pick up and serve orders

check that customers are enjoying their meals and correct any problems

suggest and serve desserts and beverages

clean and reset tables

Tabulate and present bills for payment.

30
 HUMAN RESOURCE DEPARTMENT

Human resources are exactly meant as resources for human within the

workplace. Its main objective is to meet the organizational needs of the company it

represents and the needs of the people hired by that company for running its

operations. Every organization needs its stack of manpower to carry out its day-to-

day operations. No establishment can operate without being involved in some kind

of transactions with the people in general. Hence HR department is drawn with

special emphasis as this department is responsible for all activities concerning to the

employees of an organization. In short HR department is the hub of the organization

serving as liaison between the organization and its employees. On the basis of the

size of the company their department is usually called as the Personnel department

in mediumsized establishments, with a limited number of managerial staff and is

guided by a Personnel Manager. For larger and more complex organizations with

hundreds of departments and divisions, the task of managing the workforce as a

whole is much more demanding and intricate. Some of the most important

responsibilities to be carried out by the HR department include.

Employee recruitment & Selection

Employee compensation & benefits

Employee relations

Policy formulation

31
As a company and the requirements of a position evolve, the company needs to

take certain measures to ensure that the highly skilled workforce is in place. It is

actually the responsibility of the HR department to oversee the skills development

of the companys workforce. After formulating the requirements criteria to fill up

a vacant post in the organization, the HR department of the company will call for

application for the specific post from the eligible candidates by way of advertising

on newspapers, televisions, mobile phones etc. Employee Compensation packages

also come under the prerogative of the HR department. This covers salaries,

bonuses, vacation pay, sick leave pay, Workers' Compensation, and insurance

policies such as medical, dental, life.

The Human Resources Department is responsible for developing and administering

the benefits & compensation system that serves as an incentive to ensure the

recruitment and keep hold of top talent that will stay on with the company.

With the increased rise in unethical practices and misbehaviors taking place in

todays workplace such as age, gender, race, and religion discrimination and sexual

harassment, there needs to be mandatory compliance with governing rules and

regulations to ensure fair treatment of employees. In short, employees need to know

they have a place to turn when a supervisor abuses his or her authority in anyway.

Regardless of the organization's size, company policies and procedures must be

established to ensure order in the workplace. These policies and procedures are put

in place to provide each employee with an understanding of what is expected of

them. Similarly, these policies and procedural guidelines will assist hiring managers

in evaluating their employee's performance.

32
 HUMAN RESOURCE DEPARTMENT

HR Head

Assistant HR Manager

HR Executive

HR Coordinator

Training Department

FIG. 3

Training is the process that involves an expert working with learners to transfer to

them certain areas of knowledge or skills to improve in their current jobs. Training

Department is considered to be a stand-by unit of their department. The primary

function of this department is to empower and equip new recruits to the hotel to

such a level where they can deliver their maximum to the companys growth. All

the activities undertaken in this department is guided and supervised by the training

Manager.

33
 FINANCE DEPARTMENT

A hotels accounting department is keeping track of the many business transactions

that occur in the hotel. The accounting department does more than simply keep the

books. Financial management is perhaps a more appropriate description of what the

accounting department does. Whereas the control department is concerned with cost

control guidelines by way of reducing in investment, reduction in operating cost,

control of food service cost, control of beverage cost, labor cost control etc. In most

hotels the person in charge of the finance department of the hotel is called the Chief

Financial Officer. Usually he is addresses by the short-form of his designation as

CFO. In most major hotels, the CFO or Finance Controller/Manager ranks among

the top two or three decision makers in the hotel hierarchy. No organization can

survive without a very strong financial vigor. The finance controller is responsible

for presenting a Financial and budgetary programs which can strengthen

managements control of hotels operating expenses and help determine the

profitability of the property. Specifically forecasting gives owners a projected level

of sales, while budget alert owners and operators alike to significant expenditures

that are on the horizon or predictable shortfalls in revenues. Used together, forecast

and budgets can provide a bench-Mark for sales intensive programs, executive-

compensation bonuses, incentive based management fees and capital expenditure.

The administration and department of accounting and finance coordinate

management and staff functions. This includes extensive contact with our

shareholders, other partners. The department of accounting and finance is

responsible for accounting, payroll, budgets and cash flow management. The

department of Information Technology (IT) is also managed by the Finance

department in most hotels.

34
The following shown chart is the common hierarchy of the positions in the Finance

Department in 5 star hotels. But it cannot be guaranteed that the same structure is

followed by all the 5 star hotels. It may depend upon the size and the scale of

operations of the respective hotels.

FIG. 4

35
Accounts Payable

A key area in accounting, accounts payable ensures that all bills are paid on time

and all discounts are taken minimizing the costs of the hotel. Accounts payable

clerks work closely with the purchasing department to verify that all invoices to be

paid are indeed invoices of the hotel.

Assistant Controller

In a big hotel, you may see one, or a few, assistant controllers. In smaller hotels,

there may not be any. The controller divides the various functions to be performed

so that the workload will be even. For example, one assistant might be responsible

for daily transactions while another works on special projects, budgets, analyses,

and the like.

Guest and City Ledgers

A hotel keeps two ledgers: the guest ledger is associated with the guests staying at

the hotel while the city ledger contains all other billings. It is important that the

accounting department has a person in accounts receivable working with the city

ledger so the hotel is able to bill and collect revenues due.

36
Night Audit

Night auditors get their name because of the hours they work. At the end of the day

after most hotel guests have retired, these auditors begin recording charges to

guests accounts and verifying the revenue for the hotel. However, with computers

and various technologies, the hotel industry can post charges instantaneously. Some

hotels have actually changed the night auditors to become day auditors.

Banquet Auditor

Besides revenues charged to guest rooms, a large hotel earns the bulk of its food and

beverage revenues through banquets. The banquet auditors function is to verify the

correct revenue for billing. This individual works closely with the banquet staff, the

sales office staff, and the accounts receivable clerks.

Credit

A big hotel may have its own credit manager whose function is to check and grant

credit. In todays business world, many transactions are done on credit rather than

cash or cashier checks. It is, therefore, the credit managers responsibility to conduct

such investigations to be sure that a person or company is creditworthy.

Food and Beverage Controller

This is a fun and challenging position, as it has both accounting and food and

beverage components. While performing all analyses of food cost percentage, yields

on meat, and menu costing, the food and beverage controller also works with the

chef to design new menu items, taste new products, and even be a mystery diner to

taste-test the menus in other foodservice establishments.

37
Front-Office Cashiers

The duties of a front-office cashier are often incorporated with the front-office

personnel. When guests check out, it is the duty of these cashiers to charge the

guests the correct amount and secure a form of payment.

General Cashier

Pause for a minute and think how many cash banks there are in a large hotel: a few

at the front office, at least one in the restaurant, at least one in the gift shop, and so

on. The general cashier is the person who is in charge of all the cash banks in the

hotel. He or she also makes all deposits of checks and credit card receipts.

Operations Analyst

This is a nice position to have in a hotel. An operation analyst performs analyses to

help managers operate the hotel more effectively. From guests statistics to revenue

trends, the operations analyst does it all. However, not all hotels are able to afford

an analyst on the payroll. If this is the case, an assistant controller often performs

these duties. For smaller hotels where there is not an accounting office on the

property, this function is done at the regional level.

Payroll

Payroll employees calculate the pay rate with the hours worked to do the payroll so

pay checks are released on time. Payroll functions also include filing all payroll

taxes and tip credits for tipped employees, as well as keeping track of vacation, sick

pay, and other payroll-related deductions.

38
Systems Manager

A systems manager is not depicted in Illustration above. Since the various accounting

functions cover the entire hotel operation, the systems manager or systems analyst,

whose job is to take care of all technology issues, is normally founded within the

accounting department. In a smaller hotel, the controller or an assistant controller may

take on this responsibility. Normally, this position is found at a regional or corporate

level and systems analysts will be dispatched to assist the property when needed.

39
 SALES AND MARKETING DEPARTMENT

Marketing is the study and management of the exchange process. It involves the

things that the property will do to select a target market and stimulate or alter that

market demand for the property services.

A marketing manager in the hotel industry is responsible for maximizing a hotel's

revenues by developing programs to increase occupancy and make profitable use

of its accommodation, meeting and leisure facilities. A hotel marketing manager

must maintain awareness of the factors that influence the hotel industry and gain a

deep understanding of the needs and attitudes of a hotels customers. A hotel

marketing manager will be responsible for coordinating, marketing and

promotional activities to meet customer needs, working closely with other hotel

staff to ensure customers are satisfied with the facilities and their time there.

A typical hotel should usually have Sales & Marketing division. However, if the

staff size, volume business, hotel size, expected group arrivals is low enough, the

hotel might have marketing staff placed under the reservation department (i.e. No

need for a Sales & Marketing Division).

A typical Sales & Marketing Division is composed of four different departments:

a) Sales c) Advertising

b) Convention Services d) Public Relations

40
Marketing and Sales division can be varied with the size, type, and budget of the

hotel to hotel. Small hotel only have one person who is handling all the sales

activities related to the hotel business. But large hotel have organized sales and

marketing division with no of key personnel. A sales department is particularly

very essential in large hotels and those with convention and banquet facilities. The

General manger participates actively in this area for and basic reason. First sales

and their development is a long-range activity of the hotel and the second sales

policy of the hotel interwoven with the image of the hotel has in the eyes of public

and GM wishes to enhance that images. This department may have Sales.

Manager who assists the GM on sales calls. The GM and Sales Manager prepare a

budget for the year sale of rooms and the conference hall. They try and achieve the

budget by the end of the year. This is done with a lot of planning and research.

This would be achieved by a contract with one or more travel agents in and

outside the town. And for selling the conference hall the sales team should contact

various companies and other business firms. The main function of this department

is to increase the sales volumes of the different services offered in the hotel, be in

terms of rooms, food, beverages, clubs, restaurants, spa etc.

The other core areas of its consideration are as follows:

Conduct a market Audit.

Analysis of market competition.

Market place analysis.

Formulation of new schemes and niche offerings.

Selection of profitable market segments.

Positioning the property.

41
 HIERARCHY OF SALES & MARKETING

Head of Sales

Associate Head of Sales

Sales Executive

Sales Coordinators

Purchase Department

FIG. 5
While operating a hotel is supposed to be a difficult task, managing the entire

procurement process (for such a unit) is even more so. The purchase department

handles the task of procurement yet all departments play a crucial role in it. That

said technology ensures that inter- departmental activities takes place flawlessly.

Although purchase has now become dependent on technology for managing

inventories and order status, it was originally a manual job. From selection of

products to deciding on a vendor, this department rests on the human ability of In

most modern hotels, the installation and service of elevator systems is generally the

province of the elevator manufacturer, and hotels typically have extended

maintenance agreements for the elevators. Most engineering departments, however,

closely monitor the operation of the elevator systems. In modern high-rise hotels

with high speed elevator service, the slightest problem with that service should be

quickly and easily identified and reported to the contractors. It is generally the

responsibility of the engineering department to monitor these services and their

contracts closely and carefully.

42
 .SECURITY DEPARTMENT

The security of guests, employees, personal property and the hotel itself is an

overriding concern for todays hoteliers. In the past, most security precautions

concentrated on the prevention of theft from guests and the hotel. However, today

such violent crimes as murder and rape have become a problem for some hotels.

Unfortunately, crime rates in most majors cities are rising. Hence today security

department also concentrate on these additional criminal activities too. The main

position in the security department is of the Assistant Security Manager. The

department includes the fire and safety officer and the duty guards. The primary

function of the security department is to provide property surveillance and

protection to the guest. The latter is more important for the security department. In

the hotel there are two variants of security staff working round the clock

indifferent shifts. First is the direct security staff of the hotel working in three

different shift of 8 hours duration. Considering flawless security to the guests, all

the guest rooms of the hotel are installed with spring glass and smoke detectors

and automatic alarm system. There is a central security office working inside the

hotel with all the modern firefighting equipment such as fire extinguishers, dry

powder, and other fire dousing facilities. As a part of the security provision both

to the hotels property and the guests the entire geographical area of the hotel is

divided in to 3 portions such as Beach Viewpoint, Tide point and the Club these

three points are all together known as the assembly point . The most common

methods adopted by the fire and safety wing of the hotel (it came under the

security department) are liquid carbon dioxide, dry powder etc. The security

control post of the hotel will be functioning on 24 x 7with office secretary, night

and day supervisor, and security officer. The security setup at the hotel is faultless

43
 since the hotel cannot compromise on the safety of its valuable guests. All the

activities of the security department is controlled and supervised by the main

security officer. He is also responsible for conducting training programs on

security and firefighting to the security staff of the hotel.

Chief Security Officer

Senior Security Supervisor

Assistant Security Supervisor

Guards
Doorman
Gunman

FIG. 6

Reservation
Receive and process reservation requests for future overnight accommodations.

With technology development, the Reservation Department can, on real time,

access the number and types of rooms available, various room rates, and

furnishings, along with the various facilities existing in the hotel

There should be close relationships with Sales and Marketing Division

concerning Large Group Reservations.

44
Uniformed Services
Bell Attendants: Ensure baggage service between the lobby area and guestrooms.

Door Attendants: Ensure baggage service and traffic control at hotel entrance.

Valet Parking Attendants: Ensure parking services for guests automobiles.

Transportation Personnel: Ensure transportation services for guests from and to

the hotel.

Concierge: Assists guests by making restaurant reservations, arranging for

transportation, and getting tickets for theater, sporting, or any other special events.

Telephone Department
Answers and distributes calls to the appropriate extensions, whether guest,

employee, or management extensions

Places wake-up calls

Monitors automated systems

Coordinates emergency communications

Engineering and Maintenance Division

This very department maintains the property's structure and grounds as well as

electrical and mechanical equipment. Some hotels might have this division under

different names, such as maintenance division, property operation and maintenance

department.

45
 HOUSE KEEPING

The good Housekeeper, because of the need taco-operate with many other

department heads, must possess a high degree of tactics well as good organizing

ability. The Assistant Housekeeper is the deputy to the Executive Housekeeper of

a hotel. His/her manages the resources given by the executive housekeeper to

achieve the common objectives of cleanliness, maintenance and attractiveness in a

given period of time. Assistant Housekeepers accountability normally ends with

the completion of the shift. The position of a Housekeeping supervisor is normally

occupied by a competent, personable individual who knows his/her employees

well, and is, above all, able to meet the public. This requirement is so important as

far as a hotel is concerned since the supervisors are actually representatives of the

Executive House keeper in the areas assigned to them. Housekeeping draws

special mention since a hotel survives on the sale of rooms, food and beverage and

other minor operating services such as laundry, spa, clubs etc. Of these, the sale of

rooms constitutes a minimum of 50%. In other words the largest margin of profit

comes from room sales because rooms, once made, can be sold over and over

again. A good hotel operation ensures optimum room sales to being in maximum

profit. The room sale is dependent on, apart from several other things, the quality

of the room dcor, room facilities, and cleanliness of the room and how safe it is.

Basically the main responsibility of the housekeeping department is to ensure that

the guest rooms and the entire public area within the hotel are neat and clean all

the time. But the cleaning duty of the kitchen area is done by Kitchen steward.

Cleaning of the lawn area of the hotel is also set apart from the housekeeping

department while the same is carried out by the gardening division of the hotel.

The person who is made in charge of the entire operations being performed in this

46
specific department is Housekeeping Executive. The Executive Housekeeper is

responsible for the total cleanliness and the, maintenance and the aesthetic upkeep

of the hotel. This end is achieved with the resources made available to his/her of

manpower, materials, machines, money, space and time. The position of the

Executive Housekeeper is considered to be one of the most important positions in

the hotels since it carries tremendous responsibility for the proper cleanliness and

the aesthetic fabric of facilities in order that they are sanitary, desirable and in

saleable condition.

Inspects rooms before they are available for sale

Cleans occupied and vacant rooms

Communicates the status of guestrooms to the Front Office Department

Cleans and presses the propertys linens, towels, and guest clothing (if equipped

to do so, free of charge or for a pre-determined fee)

Maintains recycled and non-recycled inventory items

47
The House Keeping Department is a very important department in the hospitality

industry.

Housekeeping Department is responsible for cleaning the hotels guest rooms and

public areas. Housekeeping department usually has the largest staff, consisting of

an assistant housekeeper, room attendants, room inspectors, a house person crew,

linen room attendants and personnel in charge of employee uniforms. They may

also have their own laundry and valet service. Hotels with laundry and valet

equipment may use it only for the hotel uniforms.

48
SWOT ANALYSIS

49
 STRENGTHS

ITC is a very strong and established brand name all over the world. It has a base of

loyal customers at local level as well as at international level. It has one of the

biggest international booking structures. Whatever the situation and scenario may

be, corporate and government agencies always prefer ITC for their functions,

seminars, and lodging their guest and customers. ITC Guest Rewards program is the

worlds largest and most preferred frequent guest program and is strength for

customer retention.

Natural and cultural diversity: India has a rich cultural heritage. The

"unity in diversity" tag attracts most tourists. The coastlines, sunny

beaches, backwaters of Kerala, snow-capped Himalayas and the

quiescent lakes are incredible.

Government support: The government has realized the importance of

tourism and has proposed a budget of Rs. 540 crore for the

development of the industry. The priority is being given to the

development of the infrastructure and of new tourist destinations and

circuits. The Department of Tourism (DOT) has already started the

"Incredible India" campaign for the promotion of

tourism in India.

Increase in the market share: India's share in international tourism

and hospitality market is expected to increase over the long-term. New

budget and star hotels are being established. Foreign hospitality

players are heading towards Indian markets.

50
 WEAKNESSES

Poor support infrastructure: Though the government is taking

necessary steps, many more things need to be done to improve the

infrastructure. In 2012, the total expenditure made in this regard was US

$150 billion in China compared to US$21 billion in India.

Susceptible to political events: The internal security scenario and social

unrest also hamper the foreign tourist arrival rates. The lack of adequate

recognition for the tourism industry has been hampering its growth

prospects. Whatever steps are being taken by the government are

implemented at a slower pace.

OPPORTUNITIES

ITC has the opportunity to retain its customers by providing good quality

food, as food quality is not up to mark.

In light of post 11 September, foreign delegations and missions are bound

to come to the federal capital, which opens an opportunity for ITC to

attract new business.

Rising income: Owing to the rise in income levels, Indians have more
spare money to spend, which is expected to enhance leisure tourism.

Open sky benefits: With the open sky policy, the travel and tourism
industry has seen an increase in business. Increased airline activity has
stimulated demand and has helped improve the infrastructure.

51
 THREATS

Emergence of new competition in form of new hotels: Food Street poses a

threat for their restaurant business. Government policies and economic

recession can adversely affect their business.

Fluctuations in international tourist arrivals: The total dependency on

foreign tourists can be risky, as there are wide fluctuations in international

tourism. Domestic tourism needs to be given equal importance and measures

should be taken to promote it.

Increasing competition: Several international majors like the Four Seasons,

Shangri-La and Aman Resorts are entering the Indian markets. Two other

groups - the Carlson Group and the Marriott chain - are also looking forward

to join this race. This will increase the competition for the existing Indian

hotel majors.

52
 CHAPTER 3

Employee Lifecycle
The employee life cycle (ELC, also sometimes spelled as employee lifecycle) is

a human resources model that identifies stages in employees careers to help

guide their management and optimize associated processes.

The six stages of the employee lifecycle

According to the very well-known Employee Lifecycle (ELC) model, there are six

stages of engagement an organization has with an employee.

These six stages can be illustrated as an ongoing, perpetual lifecycle, as shown below

in this diagram.

Employee Lifecycle Model

FIG. 7

53
The six employee lifecycle stages are;

Attraction

Recruitment

Onboarding

Development

Retention

Separation

Employee Attraction Stage

Attraction
The first stage of the employee lifecycle is the employee attraction stage.

No matter how great your product or service is, companies who dont attract and

retain great people will fail over time, every time. This is why attracting the right

talent is crucial to any companys growth strategy.

The attraction stage happens before you even have an open position. Its often

referred to, as the employer brand, a term coined in the early 1990s.

54
The employer brand is the image of your organization as a great place to work in

the mind of current employees and key stakeholders in the external market (active and

passive candidates, clients, customers and other key stakeholders).

The art and science of employer branding is therefore concerned with the attraction,

engagement and retention initiatives targeted at enhancing your companys employer

brand.

Employee Recruitment Stage

Recruitment
The second stage of the employee lifecycle is the employee recruitment stage.

The recruitment stage is just that; the active phase of finding great talent to join your

organization. This could be the result of an existing role becoming vacant (see

the Employee Separation stage below) or a new position being created.

CEO and co-founder Daniel Chait of Greenhouse shares his best recruiting tip;

Recruiting is more competitive than ever! A winning plan offers a great candidate

experience, supports collaborative hiring around a clear scorecard and process, and

captures meaningful data allowing you to improve your hiring results over time.

55
 Employee Onboarding Stage

Onboarding
The third stage of the employee lifecycle is the employee on boarding stage.

This is the very critical stage of getting new hires adjusted to the performance aspects

of their new job within your company quickly and smoothly. It is the process through

which new hires learn the attitudes, knowledge, skills, and behaviors required to

function effectively within an organization.

Research has proven that the degree that managers make new hires feel welcomed

into the team and prepared for their new roles, the faster that they will be able to

successfully contribute to the organizations mission.

56
 Employee Development Stage

Development
The fourth stage of the employee lifecycle is the employee development stage. By

consistently encouraging professional development amongst your team, you are

helping skill your team members up, and help provide them with a future career path.

Employee Retention Stage

Retention
The fifth stage of the employee lifecycle is the employee retention stage. This is

where you focus your energies on keeping your top employees, and ensure that they

are both happy and challenged in their role within the team.

Your positive company culture has a lot of influence in this area. A bad company

culture will inevitably mean that your organization will suffer from a high employee

57
turnover, and that you will face the costs of having to replace your employees

regularly.

Employee Separation Stage

Separation
The sixth and final stage of the employee lifecycle is the employee separation stage.

For most employees, there comes a point where the life cycle does come to an end.

Employees may leave due to retirement, new employment, or for family or personal

reasons. Its important that your separation process is just as strategic as your

onboarding process.

When a team member leaves, this can in turn affect other members of the team and

its the manager or HR professional job to make sure the employee who is exiting,

leaves in a way that doesnt disrupt the entire company.

In Summary
As we have discovered, the employee lifecycle model is an interesting method to

visualize and plan for each stage of an employees interactions with your company.

By focusing on doing the best you can in each stage, it is possible to attract and retain

a fantastic team.

58
In summary, the six stages of an employee lifecycle are;

Attraction
Focus on building the right image, to attract the best candidates to your business.

Recruitment
Have a solid recruitment strategy to determine who would be best for your role.

Onboarding
Getting new hires up to speed efficiently is very critical to their success.

Development
Encouraging ongoing professional development within your team creates happier,

smarter employees.

Retention
Spend time on ensuring you retain your top talent. A positive company culture is an

absolute must.

Separation
Accept that people do leave. Have a great process in place to learn from the

experience, and continue a good morale within your team.

59
 OBJECTIVES OF THE PROJECT

To examine workplace climate & measure employee's understanding and

commitment to the company's mission and vision.

To measure employee engagement and satisfaction.

To understand the holistic perspective of employee.

To measure employee retention.

To understand the reasons for an employee's departure.

To figure out various measures that the company can adopt to improve

its employee satisfaction.

60
 SCOPE OF STUDY

1 This report is based on the study conducted at FORTUNE SELECT

EXCALIBUR, Gurgaon.

2 It aims at understanding the companys establishment, organization

structure departments, production techniques, marketing strategies and the

advantages it is having over the competitors.

3 An attempt is made to analyze the company performance in comparison to

the theoretical aspects.

4 It aims to understand the skills of company in areas like technological

advancements, competition and in management.

5 It aims at analyzing and studying the lifecycle of the employee in the

organization.

6 It attempts to analyze the satisfaction level of an employee.

61
 LIMITATIONS OF THE STUDY

Time limit were a major constraint

As per the company rules many information were not disclosed

As the managers were busy in their daily schedules were not possible for

us to spend more time in interacting with them.

Employees didnt show much interest in filling the questionnaire because

they were scared of revealing the true sides of such aspects of the company

in many cases.

62
 RESEARCH
METHODOLOGY

63
Research Methodology is a way to systematically solve the research problem. The

Research Methodology includes various methods and techniques for conducting a

Research. Marketing Research is the systematic design, collection, analysis and

reporting of data and finding relevant solution to a specific marketing situation or

problem. D. Slesinger and M. Stephenson in the encyclopedia of Social Sciences

define Research as the manipulation of things, concepts or symbols for the purpose

of generalizing to extend, correct or verify knowledge, whether that knowledge aids in

construction of theory or in the practice of an art.

Research is, thus, an original contribution to the existing stock of knowledge making

for its advancement. The purpose of Research is to discover answers to the Questions

through the application of scientific procedures. Our project has a specified

framework for collecting data in an effective manner. Such framework is called

Research Design. The research process followed by us consists of following steps:

Research Design

The type of research used in this project is exploratory in nature.

Exploratory Research: It is research conducted for a problem that has not been

studied more clearly, establishes priorities, develops operational definitions and

improve the final research design.[1] Exploratory research helps determine the

best research design, data-collection method and selection of subjects. It should draw

definitive conclusions only with extreme caution. Given its fundamental nature,

exploratory research often concludes that a perceived problem does not actually exist.

Exploratory research often relies on techniques such as:

secondary research - such as reviewing available literature and/or data

64
informal qualitative approaches, such as discussions with consumers, employees,

management or competitors

formal qualitative research through in-depth interviews, focus groups, projective

methods, case studies or pilot studies

Sample Design: A sampling design is a definite plan for obtaining a sample from a

given population. It refers to the technique or the procedure the researcher adopts in

selecting items for the sample. The following factors need to be decided within the

scope of sample design:

Universe of the Study: - The universe of the study included respondents working

in the Fortune Select Excalibur, Gurgaon.

Sample Size: - Sample size is the number of elements to be included in a study.

Keeping in mind all the constraints 100 respondents was selected.

Sampling Techniques: - The sampling techniques used are convenience sampling

technique and simple random sampling technique.

65
UNIVERSE
All items in any field of enquiry constitute a Universe or Population. A complete

enumeration of all items in the population is known as a census enquiry.

SOURCES OF DATA

Primary Source of Data: Primary data are those collected by the investigator

himself for the first time and thus they are original in character, they are collected for

a particular purpose. A well-structured questionnaire was personally administrated to

the selected sample to collect the primary data.

Secondary Source of Data: Secondary data are those, which have already been

collected by some other persons for their purpose and published. Secondary data are

usually in the shape of finished products. External Data, was generated from

magazines, research books and Internet (websites).

SAMPLE SIZE AND SAMPLING TECHNIQUE

The number of items selected from the universe to represent the universe is called size

of the sample. The sample size of 100 served the purpose of the study. The sampling

method used is non-probability convenience sampling.

66
DATA COLLECTION METHOD

The task of data collection begins after a research problem has been defined and

research design plan checked out. While deciding about the method of collection of

data to be used for the study two types of data should be kept in mind vie, primary

and secondary. For the study, both primary data and secondary data were collected.

For primary data, this is those, which are collected afresh and for the first Time, and

thus happen to be original in character. There are many ways of data collection of

primary data like observation method, interview method, through schedules, pantry

Reports, distributors audit, consumer panel etc. The Team Managers and employees

of both the Department were consulted to get information about procedure of both the

online and off line share trading. But the method used by us for the primary data

collection was through questionnaires.

For secondary data, these are those data, which are not collected afresh and are used

earlier also and thus they cannot be considered as original in character. There are

many ways of data collection of secondary data like publications of the state and centr

al government, reports prepared byresearchers, reports of various associations

connected with business, Industries, banks etc. And the method, which was used by

us, was with the help of reports of the company.

67
QUESTIONNAIRE METHOD

For the collection of primary data I used questionnaire method. A formal list of

questions, which are to be asked, is prepared in a questionnaire and questions are

asked on those bases. There are some merits and demerits of this method. These are as

under: -

Merits: -

1. Low cost even when universe is large.

2. It is free from bias of interviewer.

3. Respondents have proper time to answer.

4. Respondents who are not easily approachable can also be reachable.

5. Large samples can be made.

DATA COLLECTION METHOD

The data has been presented by way of pie charts and graphs. These have been

specifically used to present the data collected from respondents through questionnaire.

68
 DATA ANALYSIS
AND
INTERPRETATIONS

69
 CHAPTER 4

Questionnaire on Employee Lifecycle

1. Which of the following best describes the department you working?

16%-Human Resource
12%-Front Office
16%
12%-Information Technology
8% 12%-Food & Beverage Production

12% 12%-Engineering
8% 8%-Marketing & Sales
8%- Food & Beverage
Services
8% 8%-Store & Purchase
12%
4%-Security
12%
12% 4%-Finance
4%-Housekeeping

Fig. 8

Interpretation:

Out of 100 employees who took the survey:

16% work in Human Resource Department, 12% in Front Office Department, 12%
in Information Technology Department, 12% in Food & Beverage Production
Department, 12% in Engineering Department, 8% in Marketing & Sales Department,
8% in Food & Beverage Services Department, 8% in Store & Purchase Department,
4% in Security Department, 4% in Finance Department, 4% in House Keeping
Department.

70
 2. State your gender:

72%-Male
28%-Female

28%

72%

Fig. 9

Interpretation:

72% of the employees who took the survey were Male and the remaining 28% were

Female.

71
 3. For
how long have you been working at Fortune Select Excalibur,
Gurgaon?

8%-Less than 6 months

12% 8%
12%-6 months-1 year

12% 32%-1-2 year

36%-3-5 years
12%-More than 5 years

36%

32%

Fig. 10

Interpretation:

Out of 100 employees who took the survey:

8% of them have been working here for less than 6 months, 12% for 6 months-1 year,
32% for 1-2 years, 36% for 3-5 years, 12% here for more than 5 years

72
 4. What are the steps followed in employee lifecycle by the organization
according to you?

Series1

84 84
76
64

36
12

Fig. 11

Interpretation:

84 out of 100 employees believe that Recruitment step of employee lifecycle is

followed by the organization, 76% Onboarding, 84% Development, 64% Retention,
36% Attraction, 12% Separation step of employee lifecycle is followed by the
organization.

73
 5. What is your level of engagement in employee lifecycle?

Series1

52

32

16

High Engagement (Hire-Inspire) Variable Engagement (Inspire- Low Engagement (Admire-

Admire) Retire)

Fig. 12

Interpretation:

52% of the employees who took the survey have High engagement in the employee
lifecycle, 32% Variable engagement, 16% of the employees who took the survey have
Low engagement in the employee lifecycle.

74
 6. What are the benefits of understanding employee lifecycle?

100%

50%

Series1
0%

Fig. 13

Interpretation:

96 out of 100 employees believe that understanding employee lifecycle results in

improving performance management, 80% in improving employee satisfaction, 76%
in improving employee relations,72% in improving workforce planning, 72% in
improving employee recognition, 64% in improving benefits and compensation, 56%
in improving talent acquisition, 76% in improving employee relations, 56% in
improving ethics and compliance.

75
 7. What are the limitations of employee lifecycle according to you?

Response Total % of responses

Time Consuming Process 56

Takes more time to train external

employees 44

Expensive Process 28

Damages Employee Morale 20

Fig. 14

Interpretation:

56 out of 100 people think that employee lifecycle is a time consuming process, 44%
think that it takes more time to train external employees, 28% employees think that it
is an expensive process, 20% employees think that it damages employee morale.

76
8. Please indicate your level of agreement with relation to employee lifecycle
with each of the following statements:

Sub-questions % of responses

Employees are constantly watched over to

ensure that the rules and procedures are 44 20 72

followed
I am personally committed to the changes
being implemented in the company 4 8 44 44

Management believes that employees are the

most important assets of our firm. 4 8 60 28

Management encourages creativity, innovation

And continuous improvement. 12 8 48 32

The Company does an excellent job of

44 12 56 24
keeping the employees in formed about
matters affecting them.

I am enthusiastic about the

8 20 60 12
Changes in the company.

Company's management has made 4 28 56 12

changes which are positive for me.
Fig. 15

Interpretation:

4% employees somewhat disagree & 72% employees strongly agree with the point
that they are constantly watched over to ensure that the rules and procedures are
followed.

4% employees somewhat disagree & 44% employees strongly agree with the point
that they are personally committed to the changes being implemented in the company.

4% employees strongly disagree & 60% employees somewhat agree with the point
that the management believes that employees are the most important assets of
our firm.

8% employees neither agree nor disagree & 48% employees somewhat agree with the
point that the management encourages creativity, innovation and continuous
improvement.

4% employees strongly disagree & 56% employees somewhat agree with the point
that the company does an excellent job of keeping the employees informed about
matters affecting them.

77
8% employees somewhat disagree & 60% employees somewhat agree with the point
that they are enthusiastic about the changes in the company.

4% employees strongly disagree & 56% employees somewhat agree with the point
that the company's management has made changes which are positive for them.

78
 9.Please indicate your level of agreement with relation to
employee lifecycle with each of the following statements:
Sub-questions % of responses

My department operates in a 4 52 44
cost-effective manner.

The company is flexible with respect to

my family responsibilities. 4 8 40 48

My work gives me a feeling of

44 48 44
personal accomplishment.

I have enough information to

Accomplish my goals. 8 48 44

My job requirements are clear. 4 8 44 44

My direct supervisor is a
4 8 48 40
positive role model.

The leaders in our company 52 36

12
are positive role models.
4 20 32 44
I receive adequate opportunities to
know and interact with other employees on a formal level.

I am encouraged to come up with 4 12 52 32

new and better ways of doing things.

I am satisfied with the productivity

4 16 44 36
and efficiency of my department.
20 48 32
My contributions are valued and
receive enough recognition

12 12 40 36
My supervisor cares about and
looks into the issues that are
important to me

I receive enough appreciation from

4 12 64 20
my manager for my efforts and good
work.

Upper management treats me 20 64 16

with respect.

I have good prospects of 16 16 48 20

growth in this company.

My manager clearly communicates the company's

20 20 40 20
goals and strategies to me.

My compensation matches my
8 28 24 40
responsibilities.

Upper management understands the problems we face at our workplace

4 40 52 4
Fig. 16

79
 1. Strongly Disagree

2. Somewhat Disagree

3. Neither Agree nor Disagree

4. Somewhat Agree

5. Strongly Agree

Interpretation:
4% of the employees neither agree nor disagree & 52% of the employees somewhat
agree with the point that their department operates in a cost-effective manner.

4% of the employees somewhat disagree & 48% of the employees strongly agree with
the point that the company is flexible with respect to my family responsibilities.

4% of the employees somewhat disagree & 48% of the employees somewhat agree
with the point that their work gives them a feeling of personal accomplishment.

8% of the employees somewhat disagree & 48% of the employees somewhat agree
with the point that they have enough information to accomplish their goals.

4% of the employees somewhat disagree & 44% of the employees strongly agree with
the point that their job requirements are clear.

4% of the employees somewhat disagree & 48% of the employees somewhat agree
with the point that their direct supervisor is a positive role model.

12% of the employees neither agree nor disagree & 52% of the employees somewhat
agree with the point that the leaders in our company are positive role models.

4% of the employees somewhat disagree & 44% of the employees strongly agree with
the point that they receive adequate opportunities to know and interact with other
employees on a formal level.

4% of the employees somewhat disagree & 52% of the employees somewhat agree
with the point that they are encouraged to come up with new and better ways of doing
things.

4% of the employees somewhat disagree & 36% of the employees strongly agree with
the point that they are satisfied with the productivity and efficiency of their respective
departments.

80
20% of the employees neither agree nor disagree & 48% of the employees somewhat
agree with the point that their contributions are valued and receive enough
recognition.

12% of the employees neither agree nor disagree & 40% of the employees somewhat
agree with the point that their supervisor cares about and looks into the issues that are
important to them.

4% of the employees somewhat disagree & 64% of the employees somewhat agree
with the point that they receive enough appreciation from their manager for their
efforts and good work.

64% of the employees somewhat agree & 16% of the employees strongly agree with
the point that the upper management treats them with respect.

8% of the employees somewhat disagree & 40% of the employees strongly agree with
the point that they have good prospects of growth in this company.

16% of the employees somewhat disagree & 48% of the employees somewhat agree
with the point that their manager clearly communicates the company's goals and
strategies to them.

4% of the employees somewhat disagree & 52% of the employees somewhat agree
with the point that their compensation matches their responsibilities.

40% of the employees somewhat agree & 20% of the employees strongly agree with
the point that the upper management understands the problems we face at our
workplace.

81
 Please indicate your level of satisfaction with relation to
10.
employee lifecycle with each of the following statements:

Sub-questions Resp.% of responses

How satisfied are you with your 8 60 32

overall job security?

How satisfied are you with your own

12 56 32

morale?

How satisfied are you with your involvement

4 16 40 40

in decisions that affect your work?

How satisfied are you with the morale & 32 40 28

professionalism of your co-workers?

How satisfied are you with the team spirit in 24 60 16

your team members?

How satisfied are you with your opportunity

4 28 52 16
to get a better job in this company?

How satisfied are you with the information you 8 28 48 16

receive from management on what's going on in the company?

Fig. 17

1. Very Dissatisfied

2. Dissatisfied

3. Neutral

4. Satisfied

5. Very Satisfied

Interpretation:

8% of the employees say that they are neutral & 60% of the employees say that they
are satisfied with their overall job security.

56% of the employees say that they are satisfied & 4% of the employees say that they
are dissatisfied with their involvement in decisions that affect their work.

16% of the employees say that they are neutral & 40% of the employees say that they
are satisfied with their involvement in decisions that affect their work.

82
40% of the employees say that they are satisfied & 28% of the employees say that
they are very satisfied with the morale & professionalism of their co-workers.

60% of the employees say that they are satisfied & 16% of the employees say that
they are very satisfied with the team spirit of their team members.

4% of the employees say that they are dissatisfied & 52% of the employees say that
they are satisfied with their opportunity to get a better job in this company.

8% of the employees say that they are dissatisfied & 48% of the employees say that
they are satisfied with the information they receive from the management about what
is going on in the company.

83
 11. How would you rate your manager in each of the following areas?

Sub-questions % of responses

8 12 40 40
Directing and coordinating

Leadership qualities 12 16 24 48

4 24 32 40
Planning and organizing
4 16 56 24
Communication
44 24 28 40
Job/Technical knowledge
8 24 36 32
Interpersonal skills
12 28 40 20
Self-composed
Fig. 18

1. Poor

2. Average

3. Good

4. Very Good

5. Excellent

Interpretation:

8% of the employees feel that their manager is average & 40% of the employees feel
that their manager is excellent at direction and coordinating.

12% of the employees feel that their manager is average & 48% of the employees feel
that their manager is excellent at leadership.

4% of the employees feel that their manager is average & 40% of the employees feel
that their manager is excellent at planning and organizing.

4% of the employees feel that their manager is average & 56% of the employees feel
that their manager is very good at communication.

4% of the employees feel that their manager is poor & 40% of the employees feel that
their manager is excellent at job/technical knowledge.

8% of the employees feel that their manager is average & 36% of the employees feel
that their manager is very good at interpersonal skills.

12% of the employees feel that their manager is average & 40% of the employees feel
that their manager is very good at self-composure.

84
 Please indicate your level of agreement with relation to
12.
employee lifecycle with each of the following statements:

Sub-questions % of responses

This company is a good 12 56 32

place to work.

I am proud to work for 4 20 40 36

this company.

I see myself working for this company even

16 12 24 48
after five years.

The company tries to create an exciting

4 32 28 36
work environment.

I have enough freedom in my

4 36 40 20
position to take independent action when needed.

Fig. 19

1. Strongly Disagree

2. Somewhat Disagree

3. Neither Agree nor Disagree

4. Somewhat Agree

5. Strongly Agree

Interpretation:
12% of the employees say that they neither agree nor disagree & 56% of the
employees say that they somewhat agree with the point that this company is a good
place to work.

4% of the employees say that they somewhat disagree & 36% of the employees say
that they strongly agree with the point that they are proud to work for this company.

12% of the employees say that they neither agree nor disagree & 48% of the
employees say that they strongly agree with the point that they see themselves
working for this company even after five years.

4% of the employees say that they somewhat disagree & 36% of the employees say
that they strongly agree with the point that the company tries to create an exciting
work environment.

4% of the employees say that they somewhat disagree & 40% of the employees say
that they somewhat agree with the point that they have enough freedom in their
position to take independent action when needed.

85
 13. Is
there any stressful aspect with relation to employee lifecycle on your
job?

56%- Yes
44%-No

44%

56%

Fig. 20

Interpretation:
56% of the employees feel that there is some stressful aspect & 44% of the employees
do not feel any stressful aspect with relation to employee lifecycle.

86
 14. How would you rate the level of your job stress?

76%-Moderate
18%-Mild
6%-Severe
17.6%

76.5%

Fig. 21

Interpretation:

76% of the employees rate their level of stress as moderate, 18% as mild, 6% of
as severe.

87
15. Is
your job stress caused by your relationship with another person you work
with?

18%- Yes
82%-No
17.6%

82.4%

Fig. 22

Interpretation:
18% of the employees say that their job stress is caused by their relationship & 82%
of the employees do not feel that their stress at work is caused by their relationship
with some other person they work with.

88
 16. If your job stress doesn't involve another person, is it caused by the:

47%- Nature of the job and its responsibilities

35%- Volume of work
12%-Personal Health
11.8% 6%-Physical Work environment

47.1%

35.3%

Fig. 23

Interpretation:
47% of the employees feel stressed at work due to the nature of their job and its
responsibilities & only 6% of the employees feel stressed at work due to the physical
work environment.

89
17. Keeping in mind your job tenure, how much are you satisfied with your
salary?

8%-Somewhat dissatisfied
8% 32%-Neutral
24% 36%-Somewhat satisfied
24%- Very satisfied

32%

36%

Fig. 24

Interpretation:
8% of the employees feel somewhat dissatisfied & 36% of the employees feel
somewhat satisfied with their salary.

90
18. Overall how satisfied are you with your position at this company
according to the lifecycle of the employee?

4%-Somewhat dissatisfied
20%-Neutral
24% 52%-Somewhat satisfied
20%
24%- Very satisfied

52%

Fig. 25

Interpretation:
4% of the employees feel somewhat & 52% of the employees feel somewhat satisfied
with their position in this company.

91
19. Are you satisfied with the non-monetary benefits of this company?

12%-Somewhat dissatisfied
8% 12% 28%-Neutral
52%-Somewhat satisfied
8%-Very satisfied

28%

52%

Fig. 26

Interpretation:
52% of the employees feel somewhat satisfied & 8% of the employees feel very
satisfied with the non-monetary benefits at this company.

92
20. How
much satisfied are you with the training provided to you at this
company according to the lifecycle of the employee?

4%-Somewhat dissatisfied
16%-Neutral
16% 44%-Somewhat satisfied
36%- Very satisfied
36%

44%

Fig. 27

Interpretation:
4% of the employees feel somewhat dissatisfied & 44% of the employees feel
somewhat satisfied with the training provided to them at this company.

93
 21. When I think about my job and the work environment in this company in
future, I see it:

80%-More positive than negative aspects

20%-Neutral
20%

80%

Fig. 28

Interpretation:
80% of the employees see more positive aspects than negative aspects & only 20% of
the employees feel neutral when they think about their job and the work environment
in this company in future.

94
 22. How likely are you to advise a friend to apply for a job at this company?

36%-Definitely
56%-Probably
8%
8%-Not Sure

36%

56%

Fig. 29

Interpretation:
56% of the employees say that they will probably advise & only 8% of the employees
are not sure if they will advise any of their friends to apply for a job in this company.

95
 23. How motivated are you to see the company succeed?

52%- Very motivated

48%-Somewhat motivated

48%
52%

Fig. 30

Interpretation:
52% of the employees are very motivated & 48% of the employees are somewhat
motivated to see this company succeed.

96


Findings
And
Recommendations

97
 CHAPTER 5

Finding

The employee lifecycle that is followed within the organization needs to be

taken care of in a wider aspect.

Head of Department needs to focus on each and every employee within the
organization.

Employees are motivated to some extent but require some more attention on
individual basis.

Training sessions should be provided on a regular basis so as to achieve the

organizational objective from the employees.

Employees consider their job as a stressful aspect with respect to Employee

Lifecycle.

Accurate amount of information is required to be given to the employees so

that they can contribute in achieving the organizational goal.

98
 Conclusion

The study reveals that the employee lifecycle of employees at Fortune Select
Excalibur is satisfactory. Most of the surveyed employees are satisfied with the
methods adopted by the organization. The organization is recognizing the importance
of satisfying the employees and retaining them. Further improvements can be made so
that all members are highly satisfied with the procedure. The Suggestions and
Recommendations when implemented will still more benefit the organization. Revise
in Salary structure, Improvement in Work environment and Proper Employee
Engagement Activities should be taken to improve the problem of the company.

Recommendation

Regular Recruitment of the Fresh Employees should be done so that attrition

should not affect the company growth.

I found there is no balance of female and male employees in the company

which is another factor to be taken care of.

Proper interaction among the employees so that company-employee

\

relationship can be improved.

Proper Allocation of work should be assigned so as to reduce workload and

stress.

Upper management should understand the problems of the employees and get
them resolved.

99
 Bibliography
bb

http://searchfinancialapplications.techtarget.com/definitio
n/employee-life-cycle

http://www.oasisadvantage.com/services/human-
resources-services/employee-life-cycle

https://www.itchotels.in/

https://www.fortunehotels.in/aboutus/seeking-fortune.au

https://www.fortunehotels.in/gurgaon-fortune-select-
excalibur.dh.35

100
 Appendices

Questionnaire

1. Which of the following best describes the department you work in?
o Human Resources o Marketing & Sales
o Front Office o Food & Beverage Service
o Store & Purchase o Security
o Finance o Information Technology
o House Keeping o Food & Beverage Production
o Kitchen Stewarding o Engineering

2. What is your gender?

o Male
o Female

3. For how long have you been working at Fortune Select Excalibur, Gurgaon?
o Less than 6 months
o 6 months - 1 year
o 1-2 year
o 3-5 years
o More than 5 years

101
 4. What are the steps followed in employee lifecycle by the organization according
to you?

Attraction

Recruitment

On boarding

Development

Retention

Separation

5. What is your level of engagement in employee lifecycle?

o High Engagement (Hire - Inspire)
o Variable Engagement (Inspire - Admire)
o Low Engagement (Admire - Retire)

6. What are the benefits of understanding employee lifecycle?

Workforce Planning

Talent Acquisition

Employee Relations

Employee Satisfaction

Ethics and Compliance

Recognition

Performance Management

Benefit and Compensation

102
7. What are the limitations of employee lifecycle according to you?

Time consuming Process

Damages Employee Morale

Expensive Process

Takes more time to train external employees

103
 8. Please indicate your level of agreement with relation to employee lifecycle with
each of the following statements:

Strongly Somewhat Neither Somewhat Strongly

Disagree Disagree Agree nor Agree Agree
Disagree

Management
believes that
employees are the
most important
assets of our firm.

Management
encourages
creativity,
innovation, and
continuous
improvement.

Employees are
constantly watched
over to ensure that
the rules and
procedures are
followed.

The Company does

an excellent job of
keeping employees
informed about
matters affecting
them.

Company's
management has
made changes which
are positive for me.

I am enthusiastic
about the changes in
the company.

I am personally
committed to the
changes being
implemented in the
company.

104
105
 9. Please indicate your level of agreement with relation to employee lifecycle
with each of the following statements:

Strongly Somewhat Neither Somewhat Strongly

Disagree Disagree Agree nor Agree Agree
Disagree

The leaders in our

company are
positive role
models.

My direct
supervisor is a
positive role model.

My supervisor cares
about and looks into
the issues that are
important to me.

My work gives me
a feeling of
personal
accomplishment.

I receive adequate
opportunities to
know and interact
with other
employees on a
formal level.

My contributions
are valued and
receive enough
recognition.

My compensation
matches my
responsibilities.

I have good
prospects of growth
in this company.

I receive enough
appreciation from
my manager for my
efforts and good

106
work.

I am encouraged to
come up with new
and better ways of
doing things.

My job
requirements are
clear.

I have enough
information to
accomplish my
goals.

My manager clearly
communicates the
company's goals
and strategies to
me.

Upper management
understands the
problems we face at
our workplace.

Upper management
treats me with
respect.

My department
operates in a cost-
effective manner.

I am satisfied with
the productivity and
efficiency of my
department.

The company is
flexible with
respect to my
family
responsibilities.

107
 10. Please indicate your level of satisfaction with relation to employee lifecycle with
each of the following statements:

Very Dissatisfied Neutral Satisfied Very

Dissatisfied Satisfied

How satisfied are

you with your own
morale?

How satisfied are

you with the morale
& professionalism
of your co-workers?

How satisfied are

you with the team
spirit in your team
members?

How satisfied are

you with your
involvement in
decisions that affect
your work?

How satisfied are

you with the
information you
receive from
management on
what's going on in
the company?

How satisfied are

you with your
opportunity to get a
better job in this
company?

How satisfied are

you with your
overall job security?

108
 11. How would you rate your manager in each of the following areas?

Poor Average Good Very Good Excellent

Communication

Planning and
organizing

Directing and
coordinating

Job/Technical
knowledge

Interpersonal skills

Self-composed

Leadership qualities

12. What is the best thing about working for this company?

109
 13. Please indicate your level of agreement with relation to employee lifecycle with
each of the following statements:

Strongly Somewhat Neither Somewhat Strongly

Disagree Disagree Agree nor Agree Agree
Disagree

This company is a
good place to work.

I am proud to work
for this company.

The company tries

to create an exciting
work environment.

I have enough
freedom in my
position to take
independent action
when needed.

I see myself
working for this
company even after
five years.

14. What bothers you the most about working for this company?

15. Is there any stressful aspect with relation to employee lifecycle on your job?
o Yes
o No

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 16. How would you rate the level of your job stress?
o Mild
o Moderate
o Severe
o Extreme

17. Is your job stress caused by your relationship with another person you work
with?
o Yes
o No

18. If your job stress doesn't involve another person, is it caused by the:
o Volume of work
o Nature of the job and its responsibilities
o Physical work environment
o Personal Health Issues
o Other, please specify
............................................................

19. What measures would you suggest to reduce stress during work?

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 20. Keeping in mind your job tenure, how much are you satisfied with your salary?
o Very dissatisfied
o Somewhat dissatisfied
o Neutral
o Somewhat satisfied
o Very satisfied

21. Overall how satisfied are you with your position at this company according to
the lifecycle of the employee?
o Very dissatisfied
o Somewhat dissatisfied
o Neutral
o Somewhat satisfied
o Very satisfied

22. Are you satisfied with non-monetary benefits of this company?

o Very dissatisfied
o Somewhat dissatisfied
o Neutral
o Somewhat satisfied
o Very satisfied

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 23. How much satisfied are you with the training provided to you at this company
according to the lifecycle of the employee?
o Very dissatisfied
o Somewhat dissatisfied
o Neutral
o Somewhat satisfied
o Very satisfied

24. When I think about my job and the work environment in this company in
future, I see it:
o More positive than negative aspects
o Neutral
o More negative than positive aspects

25. How likely are you to advise a friend to apply for a job at this company?
o Definitely
o Probably
o Not sure
o Probably not
o Definitely not

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 26. How motivated are you to see the company succeed?
o Very motivated
o Somewhat motivated
o Not sure
o Not very motivated
o Not at all motivated

27. What measures would you suggest to improve company-employee relations?

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