HUMAN RESOURCE

PLANNING OF A MOTEL

PRESENTED BY

ARANYAK BHATTACHARYA

THE UNIVERSITY OF
BURDWAN
THE HIGHWAY
MOTEL
 INTRODUCTION

Human beings are the most important assest in

the Hotels/Motels. Planning of human resources
is the key to success of any hotels. The objective
of human resource (HR) policy is to attract,
recruit, retain develop competent personnel and
create a continuously learning hospitality
organization.
 HISTORY OF THE
COMPANY

THE HIGHWAY
was established in the year 2002, by Mr. Amit mukherjee as
a Hospitality specialize. The company is committed to serve
the needs of the hospitality market place in an integrated,
professional manner. The company strive to maintain the
highest standards of discretion and integrity.

It was in the year 2006 when the Director of the company

thought to shift his business from a restaurant business to
a motel business, in Durgapur itself.

Some internal changes took place like changes in the

Human Resource planning & others but the name of the
company was unchanged.
 MISSION STATEMENT
To become the premier provider
advocate and to support member’s
quest to improve health and provide
quality and affordable care.
LOCATION OF THE
MOTEL
 ABOUT THE COMPANY
• AREA
TOTAL LAND AREA :- 29040 Sq.ft
PER ROOM AREA :- 4.5*2.8 mt.
TOTAL BUILDING AREA :- 21520 Sq.ft

• NUMBER OF ROOMS
24 NOS.

• NUMBER OF STOREYS
01
 FACILITIES OFFERED
The company provides various types of facilities using
sophisticated technologies, like:

• Central Air-conditioning,
• Fully computerized system,
• 24 hrs service.
• Hot water facility .
• Car parking facility.
• Laundary service.
• Swimming Pool facility.
• Filling Station.

and many more..

And all these in a very cheap rate.

 ORGANIZATIONAL CHART
General Manager

Deputy General Manager

F&B F.O. Public Relation H.K. Account Security Training HR

Executive
Manager Manager Officer Manager Manager Manager Manager
Chef
Officer

HR
Maitre de’Hotel Sous(3) Asst.F.O. Public Relation House Keeper(8) Account Security Gurd(5)
Executive
(7) Chef Manger Asst.(5) Clerk(8)

Barman Room Attendant/Chamber Bill-cum-cash Clerk(5)

HR
Chef-de-partie(7) Bell Captain(5) Maid(5) Management
Trainee
Commis d’
Range(6)
Gardener(5)
Porter-cum-page boy
Commis(10)
(5)

Apprentices
 DUTY ROASTERS

• Morning Shift -7a.m. to 4p.m.

• Evening Shift-1p.m. to 10p.m

• Night shift -10pm to 7am

MAN POWER DISTRIBUTION
Sr.no. Human Resource No. Salary Per
Month /head

01. General Manager 2 18000-20000

02. Managerial level 10 12000

03. Medium level staffs 30 8000

04. Lower level staff 50 4000 - 6000

 TOTAL EXPENCE ON THE
PREPARATION OF THE MOTEL

• BUILDING COST - Rs 4,66,98,400

• ELECTRICAL & FURNITURE COST - Rs 28,40,000

• LAND COST - Rs 32,00,000

• MISCELLENIOUS COST – Rs 72,61,600

TOTAL COST - Rs 6,0000000

 PROJECT
PROFITABILIY
ANALYSIS
Sr.no Description Value(Rs.) Value(Rs.)
01. Sales revenue 3,0670000
02. Manufacturing Expenses 1,3064655
a. Raw material 3980655
b. Utilities 552000

c. Manpower 8532000
03. Selling & Distibution Expenses 2600/m 31200
04. Administration Expenses 5200/m 62400
05. Interest on short term loan(10%) 1000000
06. Depriciation 200000
07. a. Machinery (10%) 418550

b. Furniture & Electrical (20%) 520000

08. GROSS 1,53,73,195

PROFIT(1+2+3+4+5+6+7)
09. Tax 30% of gross profit 4611959
10. NET PROFIT 1,07,61,237
 MANPOWER DETAILS
To start an industry the main thing required is labour requirement,
and is more required when it is a service industry or Hospitality
Industry. Some of the categories that fall under the Manpower
Details are:-

(1)DEMAND OF MANPOWER =>

An industry has its full flow of business if it has a sound labour
union, and it falls also because of a sound labour union. The main
factor depends on good co-operation and coordination among the
staffs. The management of the industry have some procedures for
the selection process of the staff.

• The staff should be professional

• Highly Qualified,
• Trained,
• Experienced,
• Efficient,
• Should have a good communication skill and
• Courteous.
 MANPOWER DETAILS
(2) SUPPLY OF MANPOWER =>
Manpower and labours are available from
different sectors, such as:

• Freshers or students from the institutes of hotel

managements and Tourism Managements,
• Experienced persons working in some motels or
hotels or resorts etc….

There is generally abundance of labour

requirements due to a large population of the
country.
 Human Resource
Planning Process
Inputs Tools and
Techniques

Enterprise environmental Organization charts and

factors position descriptions

Organizational process Organizational Theory

assets

Project Management Plan Networking

-
Activity resource
requirements
 HRP OF THE COMPANY
• Redundancy or recruitment costs
• Consequences on morale
• Redeployment/outplacement opportunities
• Availability of skilled staff within the organization
• Availability of suitable people in the job market
• Time constraints
• Development/training needs/schedules
• Management requirements.

To support line managers dealing with the

people consequences of implementing the
decision. Information already gathered
provides the basis for a human resource
plan.
• MAN POWER PLANNING
1)How many staff do we have/need?

2)How are they distributed?

3)What is the age profile?
4)How many will leave in each of the next five years?
5)How many will be required in one, five, ten years?

• FORECASTING METHODS
Human resource planners have a choice of techniques open to them,
including: extrapolation (of past trends); projected production/sales;
employee analysis; scenario building.

• EMPLOYEE TURNOVER
Turnover covers the whole input-output process from recruitment to
dismissal or retirement and takes the consequences of promotion and
transfer into account.

• SOFT PLANNING
HRM implies that planning has to go beyond the 'numbers game' into the
softer areas of employee attitudes, behavior and commitment. These
aspects are critical to HR development, performance assessment and the
management of change.
 CONCLUSION
If HRP techniques are ignored, decisions
will still be taken, but without the benefit of
understanding their implications. Graduate
recruitment numbers will be set in
ignorance of demand, or management
succession problems will develop unnoticed.

As George Bernard Shaw said: ‘to be in hell

is to drift; to be in heaven is to steer’. It is
surely better if decision makers follow this
maxim in the way they make and execute
resourcing plans.