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Friday 25 September 2015

CONTRACT SERVICES


CONTRACT:- is an agreement enforceable by law made between two or more persons by which rights are acquired by one or more to act for bearness on the part of the others. (Indian Contract Act 1872).
 

A CONTRACT CAN BE DEFINED AS “AN AGREEMENT BETWEEN TWO PARTIES NEGOTIATING A BUSINESS DEAL”.

OUTSOURCING:- is a conscious business decision to move internal work to an external provider.

Essential elements of contract:

1.Offer and acceptance
2.Legal relation
3.Legality of object
4.Capability
5.Free consent
6.Certainty
7.Promise of performance
8.Writing and registration

Services usually given on contract:
  1. Cleaning: This can be on consultancy basis or specialist work (e.g. deep cleaning). Contract cleaners provide both general and specialized services which can include general cleaning of public rooms, toilets, kitchens, provision of bedroom cleaning services, periodic cleaning of walls, ceiling, carpets, upholstery, windows, and different surfaces.
  2. Linen hire: full linen hires service or specialized items e.g. uniforms, towels, banqueting items, etc.
  3. Laundry and flower arrangement: completely or partly.
  4. Personal services/products: shoe cleaning machine, dispensers for towels, soap, dust control, pest control, refuse collection, horticulture and landscaping.

Method of costing: The methods used to access the cost of the contract depends on its
  • Type
  • Size of the job being carried out
  • Skills required
  • Policy of company
  • Budget
  1. Management fee, consultancy basis: The customer provides his own labour, equipments, materials etc. and the contractor provides the management with the expertise and possible supervisory staff.
  1. Fixed periodic cost: may be made either as a total cost or cost per unit of work. This is a very commonly used method and is available in two forms.
  • Uncontrolled input: The contractor agrees to provide a service of a given nature for a specific cost. There is no indication of the number of workers, hours worked or the type of equipment and materials used. Therefore it is essential that the specification is detailed indeed.
  • Controlled input: This type of contract also specifies the minimum number of workers, hours worked and other equipments.
  1. Cost plus profit % basis: This has an advantage of providing a perfectly viable, flexible programme, as the customer is free to determine his own needs as things change (e.g. low occupancy due to weather conditions). This also provides incentives for the contractor to increase his basic cost in order to earn more profits.
  2. Cost plus fixed fee basis: The contractor is reimbursed for all costs like that of equipment, material, labour etc. and is paid a fixed fee for the management of the programme. This provides a flexible programme along with elimination of any incentive to spend more money.

Unit Rate Agreements
Most contracts are agreed on unit rate basis. The details of the area to be covered and the job frequency is given by the EHK. The service provider is asked to give the cost as per the area.
The cost is calculated on the basis of area measured by the contractor.
The cost is calculated in this way:-
Man hours = areas x time x frequency
eg:- If a contracted firm has to clean five different areas. Taking two hours each, twice a week, then man hours will be calculated as:
Areas = 5, Time = 2 hours, Frequency = 2 times
then, Man hours = 5 x 2 x 2 hours
                             = 20 hours.
To the cost of wages ( for workers & supervisors), the firm adds costs of equipments, agents, and supplies, plus overheads and profits, and then quotes a price.

Guidelines for hiring contract services
  1. Prepare a detailed specification indicating exact number of working hours, areas, process, frequency, time factor etc.
  2. Put out tenders to at least three contractors and compare their rates, not necessarily choose the cheapest one because the work standard may be poor. Strike out a balance.
  3. Consider the length of contract. It should not be more than two years. Also, the condition of termination should be penned down clearly.
  4. Careful study should be made regarding payment methods.
  5. Try to select a local contractor.
  6. Check the type and amount of supervision.
  7. Check on all other arrangement after the contract is awarded like that of security passes, meal coupons, locker facility etc.
  8. Spot checking the work after the contract has been awarded.

Advantages of contract services
  1. A budget can be worked out accurately because the price is known for a given period and may be economical than direct labour and services.
  2. The contractor is responsible for recruiting, training, paying and dismissing.
  3. Contract services eliminate many of the problems between management and unions.
  4. The contract company may offer bigger pay than the direct labour and therefore attract more qualified and competent staff.
  5. Eliminates the need to buy specialized equipments and permit extra work without the need of increasing the staff.
  6. Specialized contractors may be able to cope more easily in case of an emergency.

Disadvantages of contract services
  1. Cost may be too high for the acceptor.
  2. Weakens management authority over the quality and loyalty of staff working in the premises.
  3. Control is loosened over operations.
  4. Poor supervision.
  5. There is a natural tendency of the contractor to use poor quality product which can cause damage to the building, furniture, etc.
  6. Security may be weakened because of labour turnover.
  7. There is often no solution if a contractor does not carry out his work properly except to terminate the contract.

Friday 4 September 2015

PURCHANSING & STOCK RECORDS


PURCHASING
Purchasing is a process in which includes buying of materials and equipments needed by various departments of an organisation to ensure continuity in product production and supply of essential services to the guest. Therefore it is a very important and challenging function and has to be carried out efficiently to meet the purchasing requirements of the organization. Purchase department must be highly responsible to the organization needs in terms of quality, price, and delivery. The expenses for housekeeping purchases are planned in advance mainly in the form of a Capital Budget or an Operating Budget. The purchase can be of local or imported item. The housekeeping department generates the indents of non-stock items. Stock items are the regular operating supplies such as soap, shampoo, stationeries, and cleaning supplies. Non-stock items are non-consumable items such as crystal vases for flower arrangement. Efficient purchasing practices can make a significant contribution to the housekeeping department. Purchasing includes the process of buying, learning of the needs, identifying purchase locations, selecting best supplies, negotiating for best price, and other relating tasks such as to ensure deliveries in time. Purchasing is described as an art since it requires talent and satisfaction in judgement i.e. judging the right combination of colour, shape, size, and consistency of item.
Although different properties have different procedures for processing and approving purchases the evaluation of what is needed for the housekeeping department is decided by the Executive housekeeper. Purchasing in housekeeping is basically done for:
  1. Recycled products: The Executive Housekeeper raises a purchase requisition/indent form and forwards it to the Financial Controller and General Manager. The Purchase Manager than makes out the purchase order which is send to the supplier. Once the items are received the Executive Housekeeper checks the quality and specification of the item before approving the consignment. Example-annual linen purchase. Linen is the most important recycled inventory item in housekeeping department. It is also the biggest expense. To ensure the purchased linen is worth the money spent the Executive Housekeeper should consider:
  • The suitability of the product for its intended use.
  • The expected useful lifespan of the linen.
  • The purchase price.
  • The cost of laundering.
Cost per use should be calculated in order to evaluate linen purchase using the following formula:

Cost per use=purchase cost+lifespan laundering cost/number of lifespan laundering

Where lifespan laundering cost=item weight * laundering cost per kg. * Number of laundering without by item.

The annual linen purchases are made using the following formula:

Annual order=par stock-linen on hand+expected annual consumption

Where consumption=discards + discrepancies

  1. Non-recycled products: Worksheets are developed by the Executive Housekeeper to monitor usage rates and costs for the different type of non-recycled inventory items. For each product the monthly use report identifies the vendor. The product name and its intended use each month by physical inventory provides the Executive Housekeeper with information concerning how many purchase units of each items have been used. Every week or fortnight the floor supervisor takes an inventory of these items. They are compiled with the par stock to be maintained before ordering new supplies.

Principles of purchasing: There are five primary principles of purchasing that need to be upheld by the Housekeeping and the purchase department.

Right quality: The housekeeping department is responsible for providing the guests with a clean, comfortable, and safe environment as well as meet and exceed the guest’s expectations. In this regard the department needs to buy the best products. Value for money is the factor in each of the product supplies to the guestroom and public areas. The entire range of items has to meet the standards and specifications determined by the department and the hotel management.

Right quantity: Placing a purchase order of the right quality is of utmost importance for any organisation. Suppliers usually offer huge discounts large quantities but that should not influence the department’s decision. The following factors should be kept in mind while ordering the right quantity of material:

  • The cost of the order being placed
  • The cost of storage and carrying charges for holding stocks
  • Quantity discount
  • Stock level and order point
  • Buffer stock
  • Budgetary controls

Right price: One of the major concerns for both the housekeeping and purchasing department is to get the supplies at the right price. An in-depth knowledge of the market is vital to make sure that the right price is being paid i.e. the payment corresponds to the exact value of the material being purchased. While calculating the right price ex-showroom the terms of payment should also be attended.

Right time: The material should be made available at the right time. Lead time, which is the period between the indent originating from the housekeeping department and the time the material is ready for use, should be minimal. The total lead time which includes the supplier lead time plus the internal processing, clearance receipt, and inspection time should be as low as possible to work on lower inventory level. The time should also be right as regard ensuring immediate availability of a particular product in the market.

Right source of supply: The right source of supply is critical to the Executive Housekeeper. If the source of supply is correct, right quality, quantity, price, and time are a natural consequence. The selection of the ideal supplier is crucial for both the housekeeping and the purchase departments in which they are aided by:

  • Knowledge and experience
  • Catalogues, internet, etc
  • Hotel supplies directories
  • Salespersons
  • Trade associations and association companies

Stages in purchasing: There are two stages in purchasing.

  1. Pre-order stage: It includes the following:

  • Receipt of purchase indent: The indent should be checked for specification, quality, and quantity required. The last supplies and the last supplier’s rate should be checked. If any correction is required, it should be referred to indenting authority at once. If the item indented is not part of the planned budget, it needs the approval of the unit head before the indent is processed.

  • Floating of inquiries: Where there is only one manufacturer of a particular product it is better to contact that manufacturer straightway instead of approaching commissioned agents or traders.

  • Procurement of samples for approval: The concerned people in the organisation must approve of the samples before an order is finalised.

  • Quotation and ordering: The order should be placed with the right supplier who must be identified on the basis of right quotation for right quality.

  1. Post-order stage: The following steps are involved:

  • Issue of purchase order: The purchase order should be issued once the pre-order stage is complete and the right supplier has been identified. Since it is a legal contract between the buyer and the supplier the purchase order should include all the details of the transactions.

  • Confirmation of receipt of the purchase order: The supplier should confirm receipt of purchase order in writing. A duplicate copy of order should be signed and acknowledged accepting all the terms and conditions of purchase.

  • Follow-up: There should be a regular follow-up to ensure that the items requested will be delivered on time.

  • Dispatch advice: A dispatch advice note should be sought from the supplier to expedite the process of receipt.

  • Receipt note: When the items are received in good condition and are found to meet the desired standards after inspection the receiving department should make out a goods receipt note (GRN) before transferring it to the main store. If the items do not match the prescribed conditions on the purchase order, the purchase manager and the supplier are intimated immediately and the goods are rejected. If the items are seemed as suitable to be received they are accepted and a GRN is send to the department concerned to appraise it of the approval of the goods.

  • Payment: After the goods have been received and transferred to the department concerned via the main store the purchase department has the important function of following up on payment.

Types of purchasing: Various types of purchasing methods are used in hotels. A single purchasing activity may also be a combination of several types. Some of the methods are:

1. Formal purchasing/competitive bid buying: Formal quotations are invited from sellers against the written specification for each item to be purchased. These requests for bids may be made through newspapers or other publications that are widely distributed or they may be passed to interested sellers who may be contacted over the phone. The usual practice is to accept the quotation of the lowest bidder unless the products fail to meet the specifications.

2. Wholesale buying: In this method of purchasing the contract is signed with a wholesaler for the purchase of items at a specific price. For the future the agreement specifies the intervals between deliveries for the contract period.

3. Negotiated buying: this method involves negotiation between the buyer and the seller regarding the price and quantities. This method is generally used for items that are in limited supply where both the buyer and the seller are keen that the product be picked up quickly. In this case the buyer contacts the seller directly.

4. Contract purchasing: This method of purchasing assist the buyers and the sellers to improve the re-ordering of items that are repeatedly called for with minimal administrative expenses. This method is similar to blanket order purchasing except that the agreement is long term and the supplier are therefore not changed frequently. The rate of usage and frequency of ordering over the contract period need to be known under the system contract. The buyer receives only those brands which are produced or sold by the contractor. This method of purchasing is most commonly used for the purchase of housekeeping supplies.

5. Blanket order purchasing: A blanket order is an agreement to provide a specific quantity of listed items for a period of time at an agreed price if the price is not settled at the time of placing the order. A method of determining it is included in the contract. The blanket order method is best for items that are required in small quantities but more frequently and where the usage rate cannot be accurately forecasted.

6. Stockless purchasing: In this case the buyer does not keep the stock of goods ordered. The supplier warehouses them for the buyer instead. The inventory is thus owned by the supplier.

7. Purchase by paid reserve: In this method money is paid in advance for commodities to ensure continuity of supply throughout the year.

8. Total-supply purchasing: In this type of purchasing all the required items are supplied by a single supplier. This helps in reducing the paperwork and negotiations need to be done with only one person.

9. Cost-plus purchasing: In this method of purchasing a supplier buys all the commodities and provides them to the housekeeping department. The supplier is given a small commission for this.

10. Centralized purchasing: This type of purchasing is done mainly by the chain hotels. They purchase items for all their main properties together. This method helps them to source the items at a cheaper price as the quantity of the order is more resulting in economy of volume.

11. Standing order purchasing: In this method daily supplies are fixed for perishable items such as flowers or groceries.

12. Cash and carry method: This is the method of purchasing where the items are purchased from supermarkets so that the prices are competitive. There are no minimum order level orders of certain items in case of non-availability of delivery services.

13. Purchasing from van sales: This method is rarely used for purchasing in the housekeeping department. In this method purchasing is done from mobile shops which move from one place to another.

14. Weekly/fortnightly purchasing: In this type purchasing is done only weekly/fortnightly. This ensures regular availability of the items and makes the suppliers prices more competitive.

15. Daily market purchasing/petty cash system: In this method of purchasing item quantities in the store are checked on a daily basis and only items falling short are purchased. This method operates as a petty cash system. It is effective for purchasing small order from local market in exchange for bill so that a cash payment is made.

16. Cash-on-delivery buying: The ordering system involves payment on acceptance of delivery. The order may be placed over the telephone or through the internet.

17. Cheque-payment ordering: This is a purchase order and draft system. It is a combination of the order and a blank cheque for payment. Besides the products specification the order also contains delivery instructions, bank account number, unit price quantity, discounts if any, and terms of payment.

18. Auction buying: This method of is useful for purchasing furniture and equipment that are not obsolete. Sometimes certain export shipments that were rejected by the originally intended buyer are also auctioned to other buyer.

STOCK RECORDS – ISSUING AND CONTROL

Reason for developing an efficient and effective control system are as follows:

  • Shortage or poor stock rotation will reduce standards and therefore directly reduce revenue.
  • When supplies are lacking items may need to be borrowed from other sections.
  • Excessive stock may constitute a safety risk and reduce cash flow.
  • Losses may occur will must be identified, caused established, and controls implemented.
  • Good storage control is necessary ti implement health and safety procedures eg. Care for substances hazardous to health safe procedures.
  • Monitoring of use and product evaluation is better achieved.
  • Budgetary control is facilitated.
  • Standardization of quality is facilitated.

STOREKEEPEER: The storekeeper plays a very important role in the control of stock and the smooth functioning of the day to day operations. The storekeeper must have:
  • A good technical knowledge of the products especially the shelf life of the products.
  • The ability to deal with suppliers, own staff, and personnel from other departments as well as the management.
  • The ability to count and measure accurately and keep up-to-date record on costs and level.
  • Knowledge of up-to-date legislation e.g. health and safety legislations.
  • Absolute honesty and trustworthiness in all dealings.

Stores and stock control involves:

  1. Ordering
  2. Delivery of goods
  3. Storage



STOCK RECORDS: An essential part of the storage function is the maintenance of clerical records to record all stock movements accurately in and out of the stores. The system used will depend on the type and size of the establishment. Upon arrival at the stores all goods must be recorded and added to the original stock “goods received books”.

  1. Bin card: It is a record of all the receipt and issue of a particular item and is either attached to the particular books or kept in a file.
  1. Monthly consumption sheet: to find out the total of items used over a period of time or to compare usage rate the information can be taken from the sheet.

Stock taking: It may be done monthly or quarterly or yearly depending on the policy of the establishment. It is an essential process to prove the accuracy of the stock records and should be carried out by the departmental head or an external auditor. In order to carry out stock taking it is necessary to suspend all movement of goods during the count and to make sure that all goods are checked and accounted for. Any discrepancy should be noted and investigated wherever necessary.

Issuing: The system of issuing goods from the stores in various departments will vary but a right system of issuing should be in operation. All issues should be made against requisition or specification for ease of control. In various departments forms items should be checked and weighed accurately before the order is made ready for dispatch. In some establishments stores may be issued daily, weekly, or monthly by a topping up system to meet a required basic stock imprest system.

New for old, or full for empty: Whichever system is used spot checks should be made by the supervisor to check usage rate and prevent wastage and pilfering. Staff should be discouraged from ordering more than is actually required, and issue should be permitted only on the stated day or time unless there is an emergency.

BUDGET

BUDGET


Definition: A budget is a plan which projects both the revenues that hotel anticipates during the period covered by the budget and the expenses required to generate the anticipated revenues.

Budgetary control: The advantage in preparing a budget is that it provides an opportunity for taking a critical look at the costs of the department, reviewing past planning and present accomplishments, and then taking appropriate steps to accomplish more in the coming financial years. The executive housekeeper’s responsibility in the budgetary process is two-fold. First, the executive housekeeper is involved in the planning process that leads to the formulation of the budget. This entails informing the rooms division manager and general manager what expenses the housekeeping department will incur in light of forecasted room sales. Second, since the budget represents an operational plan for the year, the executive housekeeper ensures that the department’s actual expenses are in line with the budgeted costs and with the actual occupancy levels. The budget thus acts a guide that provides the managers with the standards by which they can measure the success of operations. By comparing actual expenses with allocated amounts, the executive housekeeper can track the efficiency of housekeeping operations and monitor the department’s ability to keep its expenses within the prescribed limits. Budgets provide a financial framework within which the housekeeping department operates. Thus, budgets should be carefully prepared and used to govern the department’s spending. The budget also acts as a guide as to which things need repair or replacement. It helps to determine what valuable pieces of equipment may be purchased and to pinpoint the areas where emphasis will be placed in the coming year. It can be said that the budget is an instrument used by the management for controlling and directing activities, especially purchasing activities.

Preparation of the budget: A budget should not be prepared at the last minute, but ideally the executive housekeeper should have a list prepared throughout the current year’s operation with records of relevance which will help with the forthcoming budget. Standard forms are usually issued to each department head for completion and a dead-line date is set for submission. Discussions should have previously taken place between the general manager and the other department heads in order that they are aware of future company objectives which may be reflected in the budgets. Past records and previous budgets may be used as a basis for the new budget, taking into account an inflation percentage. The housekeeper must also consider any changes in company purchasing policy. She should also be aware of new technology and better products which have appeared. When the budget forms have been completed and competitive prices obtained, the forms are usually forwarded to the financial controller in order that the costing may be evaluated against the forecasted profit of the establishment. Discussions take place. This is usually the time when the housekeeping has to state her case regarding the necessity of specific budget items. It is common practice to overestimate budget requirements in order that when any cut backs are made the department head still ends up with sufficient funds to meet the department’s needs. Under or over spending on the budget may have serious consequences for the department head responsible. When a budget is under spent, ideally the money saved should be allocated to a contingency fund for future projects or emergencies rather than being spent on unnecessary items. When a budget is overspent, the situation is usually more serious. The housekeeping department will have to submit a report accounting for the reasons why the budget is overspent. In some establishment it is regarded as a serious offence. Overspending may be carried forward to next year’s budget so that less money is available next year. On the other hand the establishment may realize that insufficient funds were allocated to the housekeeping department and thus extra funds may be given next year.


Types of housekeeping budgets

Capital budget: It is an intended expenditure on assets that are not used up in the normal course of operations; instead they have a life span that exceeds a single year.

Operational budget: It is an intended expenditure of items of daily or short term consumption i.e. those costs that the hotel incurs in order to generate revenue in the normal course of doing business. In the housekeeping department the most important and expensive operational cost involves salaries and wages. The cost of non-recycled inventory items, such as cleaning and guest supplies are also considered operational costs.

Pre Opening budget: It is an intended expenditure of allocation of the resources for opening parties, advertising initial generation of goodwill, liasions and PR. It also includes the initial cost of employee salaries and wages, as well as amenties, supplies, and other day to day useful items like cutlery, crockery, etc


PLANNING CAPITAL BUDGET: Capital expenditure involves large sums on such investments that have a long term impact. It is thus natural that decisions on these items are critical and should be made by a group involving the general manager, financial controller and executive housekeeper.

Decisions to incur capital expenditure in housekeeping arise from:

  • Renovation of rooms or public areas.
  • Addition of rooms or public areas.
  • Replacement of equipment, furnishings, carpets, etc.
  • Introduction of automation in the department.


Having received a decision from management on capital expenditure the housekeeper should observe the following steps:

Supplier identification, receiving competitive quotations, selection of a supplier and finally purchase of the product taking into consideration freight and transport, and handling charges.

The types of items that are provided for in the capital budget are:

  1. Large equipment and machines.
  2. Furniture, fixtures and fittings in rooms and public areas.
  3. Linen and soft furnishings.
  4. Uniforms.
  5. Special project (construction of new rooms etc.)
  6. Miscellaneous- It is quite normal to have a certain amount of money allocated under such a heading in order to make provision for emergencies e.g. alterations required by law etc.

PLANNING OPERATIONAL BUDGET: The first step in planning the operating budget is always to forecast room sales, which generates the revenue for operating the various departments. Most of the expenses that each department can expect are most directly related to room occupancy levels. This is especially true of the housekeeping department where salaries and wages, and the usage rates for both recycled and non-recycled inventories are a direct function of the number of occupied rooms. The concept of “cost per occupied room” is the major tool the executive housekeeper uses to determine the levels of expense in the different categories. Once the executive housekeeper knows predicted occupancy levels, expected expenses for salaries and wages, cleaning supplies, guest supplies, laundry and other areas can be determined on the basis of formulas that express costs in terms of ‘cost per occupied room.’ By specifying expense levels in relation to room sales, the budget actually expresses the level of service the hotel will be able to provide. In this regard, it is important for department heads to report how service levels will be affected by budget adjustments. This is especially important for the executive housekeeper. If the top management tones down the operating budget submitted by the executive housekeeper, the executive housekeeper should clearly indicate what services will be eliminated and downgraded in order to achieve the specified reductions.

The various heads of expenditure that are normally reflected in a housekeeping operating budget are:

  1. Cleaning and guest supplies
  2. Office stationery and postage
  3. Tailor shop expenses
  4. Small cleaning equipment like brooms and brushes
  5. Salaries and wages-includes retirement, benefits, bonus, allowances, incentives, etc.
  6. Heat, light, and power-air conditioning, heating, electricity consumption
  7. Repairs and maintenance
  8. Pest control
  9. Laundry expense
  10. Horticultural expense: includes florist expense (flowers, oasis and vases) and landscaping expense (seeds, manure, saplings and flower pots)
  11. Contract cleaning

Using the operating budget as a control tool: An operating budget is a valuable control tool to monitor the course of operations during a specified period. Controlling expenses in the housekeeping department means comparing actual costs with budgeted amounts and assessing the variances. When comparing actual and budgeted expenses, the executive housekeeper should first determine whether the forecasted occupancy levels were actually achieved. If the number of occupied rooms is lower than anticipated, a corresponding decrease in the department’s actual expenses should be expected. If occupancy levels are higher, then there will be a corresponding increase in expenses. In either case the expense variation will be proportioned to the variation in occupancy level. The executive housekeeper’s ability to control housekeeping expenses will be evaluated in terms of his/her ability to maintain the cost per occupied room expected for each category. Small deviations between actual and budgeted expenses can be expected and are not a cause for alarm but serious deviations require investigation and explanation. The executive housekeeper needs to formulate a plan to correct the deviation and get the department back ‘on budget.’ E.g. a re-examination of staff scheduling procedures or closer supervision of standard practices and procedures may be necessary. Other steps might include evaluating the efficiency and costs of products being used in the housekeeping department and exploring the alternatives. Even if the executive housekeeper finds that the department is far ahead of the budget it is not necessarily a cause for celebration. It may indicate a deterioration of service levels that were built into the original budget plan. Any serious deviation from the plan is a cause for concern and requires explanation. Identifying and investigating such deviations on a timely basis is one of the most valuable functions an executive housekeeper can perform in terms of the operating budget.

Controlling expenses: It means ensuring that actual expenses are consistent with the expected expenses forecasted by the operating budget. There are basically four methods the executive housekeeper can use to control housekeeping expenses.

  1. Accurate record keeping: It enables the executive housekeeper to monitor usage rates, inventory costs and variances in relation to standard cleaning procedures.
  2. Effective scheduling: It permits the executive housekeeper to control salaries and wages and the costs related to employee benefits. The housekeeping employees should be scheduled according to the guidelines in the property’s staffing guide which is based on the level of room occupancy. Thus it ensures that personnel costs stay in line with the occupancy rates.
  3. Careful training and supervision: It should not be overlooked as a cost control measure. Effective training programmes that quickly bring new recruits up to speed can significantly reduce the time during which productivity is lower than the standards set for more experienced personnel. Close and diligent supervision, as well as refresher training can ensure that performance and productivity standards are met and may even bring about improvements.
  4. Efficient purchasing: Efficient purchasing practices afford the executive housekeeper the greatest opportunity to control the department expenses and to ensure that the hotel’s money is well spent and the maximum value is received from products purchased for use. The executive housekeeper must set a proper ‘par’ for the various inventories (recycled and non-recycled), and must have a proper purchasing system with the quantities and specifications submitted to the purchasing department. The executive housekeeper needs to periodically re-evaluate the suitability of existing products for their intended purposes. Alternative products should be investigated and compared to existing products in terms of performance, durability, price and value. By comparing the cost per occupied room achieved by alternative products, the executive housekeeper can evaluate which products yield greater cost savings and base purchasing decisions accordingly.

Operating budget and income statement: An operating budget is identical in form to an income statement. The differences are:

OPERATING BUDGET
INCOME STATEMENT
It is a forecast or plan for what is to come.
It is a report of what has actually occurred.
It predicts or anticipates what the income statement will actually show at the end of that period often referred to as “pro forma income statement”.
It expresses the actual results of operations during an accounting period identifying revenue earned and itemizing expenses during that period.

Since a statement of income reveals the bottom line-the net income for a given period-it is one of the most important financial statements used by the top management to evaluate the success of operations. Although the executive housekeeper may never directly use the hotel’s statement of income, this statement relies in part on detailed information supplied by the housekeeping department. The revenue generated by the rooms division is often the largest single amount produced by revenue centres within a hotel since housekeeping is a major source of expense incurred by the rooms division; the executive housekeeper plays an important role in the hotel’s overall financial performance. The hotel’s statement of income shows only summary information. More detailed information is presented by the separate departmental income statements prepared by each revenue centre. These departmental income statements are called schedules and are referenced on the hotel’s statement of income. The operating budget under which the executive housekeeper operates takes the form of monthly income statements for the rooms division. Projected revenues and expenses for each month of the budgeted period will represent the rooms division operational plan. The executive housekeeper will be held accountable for controlling the expense areas that fall within the housekeeping department’s area of responsibility. As the budgeted period progresses, monthly income statements will be produced that show the actual amounts alongside the amounts originally budgeted.

Checklist for preparing a budget

  1. Know the present position of the hotel.
  2. Review the previous year’s financial statements.
  3. Look at the major sports events, festivals and holiday events for the year ahead.
  4. Check for any expansion plans, redecorating, raising standards, increase/decrease of staff.
  5. Check on the supplies needed-consider automation, new technology and better products.
  6. Take each cost heading separately and compile to form the final budget.
  7. Plan for practical goals and do not over budget.
  8. Take into account the inflation percentage. Prepare by looking at past experiences, present knowledge and judgement of what is likely to happen.
  9. Identify areas which can or cannot be controlled.
  10. Review wages and salaries, operating costs and expenditure that is variable, semi-variable, and fixed.
  11. Plan with the following year’s tax policies in mind. Take into consideration any new laws or regulations or policies that may come into effect.
  12. Prepare throughout the year for the next year’s budget noting changes and scope for improvement.
  13. Make decisions of what is more cost-effective:
  • Part time or full time staff.
  • Cost of staff and how often they may be required.
  • The cost of servicing a room i.e. overtime versus extra staff.
  • Contract cleaners versus own staff.
  • In-house laundry against contract.
  • Use of cleaning agents as per dilution rates.

PLANNING & ORGANISING THE HOUSEKEEPING DEPARTMENT



PLANNING & ORGANISING THE HOUSEKEEPING DEPARTMENT

 
Planning is probably the Executive Housekeepers most important management function. Without proper planning each day may present one problem after other. Since the Housekeeping is responsible for cleaning & maintaining so many different areas of the hotel. Planning should be undertaken in a systematic manner in order to obtain set objectives. The step by step planning process may differ slightly from one hotel’s housekeeping department to another’s and different terminology may be in use across companies, but essentially the sub-processes and tasks are the same. Housekeeping planning should be done on paper and needs to be properly documented. The questions that arise at the beginning of the planning process lead to the formation of the basic planning documents. Certain documents are essential and they are:
Area Inventory List (AIL): Planning the work of the Housekeeping Department begins with creating an inventory list of all items within each area that will need Housekeeping attention. Since most properties offered several different types of guestrooms, separate inventory list may be needed for guest room type. When preparing the guestroom ‘AIL’, it is a good idea to follow the same system that room attendant will use as their sequence of cleaning task & that supervisor will use in the course of their inspection. E.g. Area within a guestroom may appear on an inventory list as they are found from right to left & from top to bottom around the room.

Frequency Schedule: It indicates how often items on inventory list are to be cleaned. Items that must be cleaned on a daily or weekly basis become a part of a routine cleaning cycle and are incorporated into standard work procedures. Other items which must be cleaned, monthly or less frequently are inspected on a daily basis but they become part of a spring cleaning programme & are scheduled special cleaning projects.

Performance Standard: They are required levels of performance that establish the quality of work that must be done according to the expectations of the property. The key to consistency in service is the performance standards which the Executive Housekeeper develops, daily inspections & periodic performance. Evaluation should follow up with specific on the job coaching & re-training. This ensures that all employees are consistently performing their tasks in the most efficient & effective manner. Performance standards are achieved when:
  1. Cleaning methods are correctly selected and systematically followed.
  2. The ideal cleaning agents are used on the various surfaces involved.
  3. The correct pieces of equipment are used on the various surfaces involved.
  4. Cleaning tasks are carried out at required frequencies.
  5. All the employees carry out their cleaning tasks in a consistent manner.
  6. Time and motion studies are periodically carried out in the department to obtain best practices in housekeeping.

Productivity Standard: It determines the quantity of work to be done by the department employees. Productivity standards must be determined in order to staff the department within the limitation with the hotel operating budget plans. Housekeeping Managers must know how long it should take a room attendant to perform the major cleaning tasks identified on the cleaning frequency schedules such as guestroom cleaning. Once this information is known, productivity standards can be developed; performance & productivity standard should be carefully balanced. If the quality expectations are set too high, the quantity of work that could be done may be low. Every hotel must develop their own productivity standards, as there are several factors that influence these standards, which vary from one property to another. Some of these factors may be:

  1. The type and age of the property.
  2. The type of surfaces involved and the degrees and type of soiling.
  3. The accessibility of the work area from the service areas.
  4. The frequency of cleaning.
  5. The amount of traffic in the work areas.
  6. The type of cleaning supplies and equipment available.
  7. The function of the work area.
  8. The quality of supervision and inspection.
  9. The expected standards of cleaning.
  10. The quality of employees.

Time and motion study in housekeeping operations: Extensive research in the form of time and motion studies to analyse work methods has helped the industry to find better and easier ways to carry out tasks and save time and energy. The time and motion studies for a task calculate how long it takes, on an average, to perform a certain task. This helps in calculating staffing levels. To do a time and motion study, several staff members perform the same task (say, bed-making), one by one, their movements are studies and clocked. The results are compared and an analysis is done as to how long it takes on an average to perform the task. The best practices derived from this study are then used by everyone, so that the resulting performance will be more standardized and more predictable. Any of the methods discussed below can be used by the executive housekeeper to do a time and motion study in her department.

Pathway chart: this technique involves the study of the path covered by the worker in the undertaking and completion of a task. A floor plan of the work area is drawn to scale and fixed to a board on the wall. A long thread is pinned down at the starting point on the plan. The line of motion is marked using this thread-whenever the worker turns, that point is marked with a pin and the thread wound around it. The length of the thread gives an idea of the distance traversed in the completion of the task. The time taken is also noted down. Various pathways are tried out to find the simplest and smallest route to finishing the task successfully. This is done to achieve the least exertion and minimal loss of energy and time. This technique helps pinpoint all movements that can be reduced or eliminated.
Process chart: all tasks, in order to be completed, require a specific process or activity. In this technique, a close study of the process adopted is carried out and the flow of activity closely studied. A record of the time taken to finish the task is kept. All unnecessary movements and steps are then listed down, so as to be avoided in the final process adopted.
Operation chart: this technique helps one track down all wasteful expenditure of time and energy in all activities. The technique requires a detailed study of all the
smaller activities making up a work process. The movements of the two hands are studies in great detail and a fine analysis shows where in the job delays are occurring.
Micro-motion film analysis: using a timing device, every activity is filmed. Then a detailed study, especially of the finer movements of the hands and other parts of the body, helps analyse the areas where changes need to be or can be made to carry out the task with the least expenditure of time and energy.
Cyclography: This is also a technique that uses filming. Here, a bulb is attached to the worker’s body (may be the hand, the legs, or the back). As the body or the body part so highlighted moves during the activity, the path taken is lighted by the electric bulb and hence easily captured by slow photography. The analysis of the complete film or the record of movement helps reveal how smooth and rhythmic the movements of the activity are. Thus, the worker may be guided to make the necessary changes.
Chronocyclography: In this technique, a film of the activity is made with small lights attached to the middle finger. The pattern or movement is filmed and finally analysed to find out which movements were unnecessary or arrhythmic and can be eliminated or improved upon.


Standard operating manuals-Job procedures
A job procedure specifies the way in which a task is to be performed. Job procedures should be used during induction and training sessions and ought to be incorporated into the department’s procedure manuals. Updating job procedures is necessary as and when changes in equipment, cleaning materials, and so on, occur. They are most popularly called ‘SOP’s’ or standard operating procedures. They are also referred to as ‘work cards’ or ‘order of work’ documents.
SOP’s comprise the following information:
  1. The job to be done
  2. Equipment and materials required
  3. Procedure of work
  4. Safety factors
  5. Time required to do the job

The goals in establishing SOP’s are as follows:

  1. To aid standardization
  2. To help in training
  3. To preserve surfaces and materials
  4. To ensure the completion of a task successfully
  5. To effect a saving on cleaning equipment and agents
  6. To prevent accidents
  7. To help in training
  8. To ensure the completion of a task successfully
  9. To aid the compiling of work schedules and help in staffing requirements
Job allocation and work schedule: A work schedule is a document that lists the actual tasks to be carried out by an employee in a particular shift and the time frame in which to undertake each task. The document includes the following:

  1. The position of the employee
  2. The area of operation
  3. The time at which the employee has to perform the allotted task
  4. Timings of meals, breaks, and any special jobs
  5. Time for tidying equipment and closing up

Work schedules must be written in simple language and have a concise form. Since the amount of work in a day may take longer than the length of one shift, several work schedules need to be compiled for use in one day. The number of schedules made for a given area is thus an indication of the number of staff required to clean that area on the particular day. The schedules should be handed over to the employees when they report for work.

Calculating staff strength: Compared to other hotel departments, the housekeeping department employs the largest workforce in most hotels. Manpower thus becomes a major operating expense. Good management of the housekeeping department depends on achieving a balance between the workload and the staff strength. When calculating staff strength, it must be remembered that each property will have its individual requirements. The factors to be considered here are:

  • The type of hotel it is
  • The location of the hotel
  • Traditions and customs of the locality
  • The size of the hotel (in terms of number of rooms)
  • The occupancy rate of the hotel
  • Management needs
  • Company policies
  • The quantity of work to be done
  • The quality of work expected, that is, the standards to be met
  • The time needed to do the work
  • The frequency with which the work needs to be done
  • The time when the work area is available
  • The amount of traffic in the area

The staff strength of the housekeeping department mainly depends on the size and structure of the hotel, that is, whether it has a compact structure with clusters of rooms, the number of rooms per cluster or floor, the expanse of the public areas and landscaped areas, and so on. The general rule of thumb that aid in determining staff strength in the housekeeping department is given below.

Thumb rules for determining staff strength

Executive housekeeper: 1 for a 300 room property
Assistant housekeepers: 2 (1 per morning and evening shift)
Floor supervisors: 1 per 60 rooms for the morning shift; 1 for the evening shift; 1 for the night shift.
Public area supervisors: 1 for each shift
Linen/uniform room supervisors: 1
Room attendants: 1 per 16 rooms for the morning shift; 1 per 30 rooms for the evening shift (if turn down service is provided)
Linen and uniform room attendants: 2
Housemen: depends on the size of public areas and functions expected, but on average, 1 per 60 rooms
Desk attendants: 1 per shift
Tailors/upholsterers: 2 (may differ depending on the size of the hotel)
Horticulturist: 1
Head gardeners: 1 per 20 horticulturists
Gardeners: 1 per 4500 sq. ft of landscaped area


Planning duty roasters: Duty roasters specify the allotment of jobs, hours of duty, and days off for each member of the staff. To make for an even share of duties, the roaster should be rotated every five weeks. Duty roasters must be simple in format, easy to interpret, clearly written, and displayed on the staff notice board at least a week in advance.

Advantages for a duty roaster: Planning a duty roaster in advance helps to ensure:
The exact number of staff required to be on duty at any given occupancy.
That staff working hours are as per their employment contract.
That regular off-days are availed for enhancing productivity.
Knowledge of which employees are present on the premises in instances of emergencies.
Accuracy in attendance and payroll reports.

Steps in making a roaster: the steps in making a duty roaster are as follows:
Step 1: Ascertain occupancy levels and events expected in the hotel. This information is provided by the sales and marketing department at the beginning of the financial year. On a daily and a weekly basis, more specific reports of occupancy are available through coordination with the front office department. The overall forecasts of occupancy must be considered before scheduling the employees’ annual leave. These forecasts also help the executive housekeeper to follow the staffing to ensure sufficient staff at peak periods and avoid excess labour during slack periods.
Step 2: Ascertain the spread of duty hours to be scheduled in the duty roaster, whether 12 hours, 16 hours, or 24 hours. Decide whether the positions will work for 5 or 7 days per week.
Step 3: Ascertain the type of shift-straight shift, break shift, rotating shift, or any other alternative scheduling-to be used.
Step 4: Ascertain the number of full time and part time staff on the payroll.
Step 5: Ascertain the number of labour hours per day and per week required for various positions.
Step 6: Incorporate coffee breaks and mealtime allowances in the roaster.
Step 7: Ascertain that each employee gets a weekly off day after 6 working days. Provide for compensatory offs. Schedule one reliever per 6 employees
Step 8: Ascertain closed days and restricted holidays, and any contingency planning that may be needed.

TEAMWORK AND LEADERSHIP IN HOUSEKEEPING
The current trend in housekeeping operations is to form teams to accomplish tasks rather than scheduling employees on an individual basis. The three important determinants of teamwork are leadership, the building of the right kind of groups or teams for better productivity, and membership (which reflects the individual contributions people will make towards team goals). A housekeeping team may consist of one supervisor, several (2-5) GRAs and one houseman. This team under the supervisor becomes totally responsible for a particular section of guestrooms in the hotel. Cleaning performance, say, is then measured on a team basis rather than on individual basis.

Team cleaning-an example of teamwork: In team cleaning, two or more GRAs together clean one guestroom at a time. Usually teams of two GRAs each are assigned to 30-35 rooms. Team members rotate duties of bedroom and bathroom cleaning. Team cleaning is successful when ideas come from the employees themselves and they are given a free hand in their implementation. Team cleaning works in hotels that are willing to make a change to meet new challenges. Promoting teamwork within each team requires special effort. A teamwork checklist should be followed by the executive housekeeper to make it a success.
  • Reward teamwork by praising the team and giving them choice assignments, raises, and promotions.
  • Include teamwork as a criterion during the employee’s performance appraisals.
  • Rotate special assignments, allowing everyone an opportunity to shine as an individual occasionally.
  • Consider ideas generated jointly by the team as well as individual ideas.
  • Share information and give the team a say in decision-making.
  • Give credit to the team for jobs well done.
  • Set an example of cooperation with others and yourself.

Advantages of teamwork: There are many advantages of teamwork. Some of these are as follows:

  1. A principal advantage to the manager is in being able to schedule a group of people as though they were one entity.
  2. Co-operation and workers morale will be higher when they are part of a small unit rather than solitary individuals in a large group of people.
  3. Team spirit will cause the entire group to excel in operations. GRAs who excel in room cleaning help the poorer performers on the team to improve.
  4. Absenteeism and tardiness get better resolved at the team level because one member being absent or late could have a negative effect on the entire team’s reputation.
  5. With increasing concern for safety and security, assigning two or more GRA’s to clean a room could save expenses on liabilities and lawsuits.
  6. Mundane cleaning tasks may become fun when performed as a team.
  7. Fewer tools are needed-for example, one room attendant’s cart, one vacuum cleaner, and one hand caddy can equip a team of two.
  8. Some heavier cleaning tasks are accomplished more easily and faster with two people-for example, moving beds, turning over heavy mattresses, making up a double bed, and so on.
  9. Bringing new employees up to the required standards becomes easier since they have buddies to coach them along the way.
  10. There is saving on labour costs since team workers complete work faster,
have better attendance, meet with fewer accidents, and develop greater interest in improving the processes.

When planning for team cleaning, the executive housekeeper must address the following considerations:

  • Have linen and cleaning inventories equally distributed so that teams do not fight over supplies.
  • If a team must stop because it is faced with some hurdle, the work output of 2-3 people is stopped, as opposed to only one in the traditional method of guestroom cleaning. Hence the executive housekeeper should make sure that adequate supplies are available and teams are given an accurate list of room assignments.
  • Scheduling may require special effort to accommodate team members getting the same days off.

LEADERSHIP: For teamwork in housekeeping to be successful, the department leader, that is, the executive housekeeper needs to be an inspiring role model as a team player as well as an effective leader. The leader of any group can help to build its members into a well-knit team by sharing vision, goals, and strategies with them. Leadership is the capacity to frame plans that will succeed and the faculty to persuade others to carry them out in the face of difficulties. Leadership quality in a manager makes people look up to him/her for advice, feel motivated to work for and respect the manager, and be loyal to the manager. An executive housekeeper who can mobilize the trust and support of the staff achieves great heights. Some executive housekeepers who are good planners and organizers fail to achieve results because they are not effective as leaders. An executive housekeeper who is a good leader will ensure the following activities:

  • Draft a compelling vision
  • Communicate passionately
  • Get cooperation from others
  • Inspire and pull employees towards goals
  • Provide direction and momentum
  • Be assertive if necessary
  • Learn from other leaders
  • Make decisions in line with the vision
  • Get feedback
  • Command and not demand respect and loyalty
  • Do some self evaluation as well


Different leadership styles may be used by the executive housekeepers. Some distinctly make people work by force or order; others join the group and initiate activity; still others use persuasion; while some, by their pleasant and endearing manner, generate the enthusiasm for work and achieve goals in the best possible manner. An executive housekeeper who is an effective leader uses all these styles to different extents, according to the nature of the decisions to be made and as the situations demands.

Styles of leadership:

Autocratic: imposes own decision with/without explanation to subordinates
Participative: decision made after prior consultation with subordinates
Democratic: joint decision arrived at
Laissez faire: decisions taken by delegation

Most often, executive housekeepers tend to use the participative style and depend more on communication, adopting a supportive attitude and sharing needs, values, goals, and expectations with their staff. When employees, regardless of their level of education, are involved in decision making, they become highly contributive to successful decisions of major consequence. They are then not only committed to the outcome of these decisions, they are involved in the success or failures of such decisions are thereby motivated to continue their participation and personal growth. A self assessment needs to be carried out by executive housekeepers to find out which style of leadership they adopt as their principal one in actuality.


TRAINING IN HOUSEKEEPING DEPARTMENT
The efficiency and economy with which any department will operate will depend on the ability of each member of the organization to do his or her job. Such ability will depend in part on past experiences, but more commonly it can be credited to the type and quality of training offered. Employees, regardless of past experiences, always need some degree of training before starting a new job. Small institutions may try to avoid training by hiring people who are already trained in the general functions with which they will be involved. However, most institutions recognize the need for training that is specifically oriented toward the new experience, and will have a documented training program. Some employers of housekeeping personnel find it easier to train completely unskilled and untrained personnel. In such cases, bad or undesirable practices do not have to be trained out of an employee. Previous experience and education should, however, be analyzed and considered in the training of each new employee in order that efficiencies in training can be recognized. If an understanding of department standards and policies can be demonstrated by a new employee, that portion of training may be shortened or modified. However, skill and ability must be demonstrated before training can be altered. Finally, training is the best method to communicate the company’s way of doing things, without which the new employee may do work contrary to company policy.

First Training: First training of a new employee actually starts with a continuation of department orientation. When a new employee is turned over to the housekeeping or environmental services department, orientation usually continues by familiarizing the employee with department rules and regulations. Many housekeeping departments have their own department employee handbooks. Although these handbooks are for completely different types of organizations, the substance of their publications is essentially the same; both are designed to familiarize each new employee with his or her surroundings. Handbooks should be written in such a way as to inspire employees to become team members, committed to company objectives.

A Systematic Approach to Training: Training may be defined as those activities that are designed to help an employee begin performing tasks for which he or she is hired or to help the employee improve performance in a job already assigned. The purpose of training is to enable an employee to begin an assigned job or to improve upon techniques already in use. In hotel or hospital housekeeping operations, there are three basic areas in which training activity should take place: skills, attitudes, and knowledge.

SKILLS TRAINING: A sample list of skills in which a basic housekeeping employee must be trained are as follows:
1. Bed making: Specific techniques; company policy
2. Vacuuming: Techniques; use and care of equipment
3. Dusting: Techniques; use of products
4. Window and mirror cleaning: Techniques and products
5. Setup awareness: Room setups; what a properly serviced room should look like
6. Bathroom cleaning: Tub and toilet sanitation; appearance; methods of cleaning and results desired
7. Daily routine: An orderly procedure for the conduct of the day’s work; daily communications
8. Caring for and using equipment: Housekeeper cart; loading
9. Industrial safety: Product use; guest safety; fire and other emergencies

The best reference for the skills that require training is the job description for which the person is being trained.

ATTITUDE GUIDANCE: Employees need guidance in their attitudes about the work that must be done. They need to be guided in their thinking about rooms that may present a unique problem in cleaning. Attitudes among section housekeepers need to be such that, occasionally, when rooms require extra effort to be brought back to standard, it is viewed as being a part of rendering service to the guest who paid to enjoy the room. The following is a list of areas in which attitude guidance is important:

1. The guest
2. The department manager and immediate supervisor
3. A guestroom that is in a state of great disarray
4. The hotel and company
5. The uniform
6. Appearance
7. Personal hygiene

MEETING STANDARDS: The most important task of the trainer is to prepare new employees to meet standards. With this aim in mind, sequence of performance in cleaning a guestroom is most important in order that efficiency in accomplishing day-to-day tasks may be developed. In addition, the best method of accomplishing a task should be presented to the new trainee. Once the task has been learned, the next thing is to meet standards, which may not necessarily mean doing the job the way the person has been trained.

KNOWLEDGE TRAINING: Areas of knowledge in which the employee needs to be trained are as follows:

1. Thorough knowledge of the hotel layout; employee must be able to give directions and to tell the guest about the hotel, restaurants, and other facilities
2. Knowledge of employee rights and benefits
3. Understanding of grievance procedure
4. Knowing top managers by sight and by name

Ongoing Training: There is a need to conduct ongoing training for all employees, regardless of how long they have been members of the department. There are two instances when additional training is needed:

  1. The purchase of new equipment, and
  2. Change in or unusual employee behaviour while on the job.

When new equipment is purchased, employees need to know how the new equipment differs from present equipment, what new skills or knowledge are required to operate the equipment, who will need this knowledge, and when. New equipment may also require new attitudes about work habits. Employee behaviour while on the job that is seen as an indicator for additional training may be divided into two categories: events that the manager witnesses and events that the manager is told about by the employees. Events that the manager witnesses that indicate a need for training are frequent employee absence, considerable spoilage of products, carelessness, a high rate of accidents, and resisting direction by supervisors. Events that the manager might be told about that indicate a need for training are that something doesn’t work right (product isn’t any good), something is dangerous to work with, something is making work harder. Although training is vital for any organization to function at top efficiency, it is expensive. The money and man-hours expended must therefore be worth the investment. There must be a balance between the money spent training employees and the benefits of productivity and high-efficiency performance. A simple method of determining the need for training is to measure performance of workers: Find out what is going on at present on the job, and match this performance with what should be happening. The difference, if any, describes how much training is needed. In conducting performance analysis, the following question should be asked: Could the employee do the job or task if his or her life depended on the result? If the employee could not do the job even if his or her life depended on the outcome, there is a deficiency of knowledge (DK). If the employee could have done the job if his or her life depended on the outcome, but did not, there is a deficiency of execution (DE). Some of the causes of deficiencies of execution include task interference, lack of feedback (employee doesn’t know when the job is being performed correctly or incorrectly), and the balance of consequences (some employees like doing certain tasks better than others). If either deficiency of knowledge or deficiency of execution exists, training must be conducted. The approach or the method of training may differ, however. Deficiencies of knowledge can be corrected by training the employee to do the job, then observing and correcting as necessary until the task is proficiently performed. Deficiency of execution is usually corrected by searching for the underlying cause of lack of performance, not by teaching the actual task.

Training Methods: There are numerous methods or ways to conduct training. Each method has its own advantages and disadvantages, which must be weighed in the light of benefits to be gained. Some methods are more expensive than others
but are also more effective in terms of time required for comprehension and proficiency that must be developed. Several useful methods of training housekeeping personnel are listed and discussed.
1.ON-THE-JOB TRAINING: Using on-the-job training (OJT), a technique in which “learning by doing” is the advantage, the instructor demonstrates the procedure and then watches the students perform it. With this technique, one instructor can handle several students. In housekeeping operations, the instructor is usually a GRA who is doing the instructing in the rooms that have been assigned for cleaning that day. The OJT method is not operationally productive until the student is proficient enough in the training tasks to absorb part of the operational load.

2. OFF-THE JOB-TRAINING: This type of training takes place away from work, in a classroom, by means of workshops, demonstrations, lectures, discussions, seminars, audio-visual presentations, etc. Few of these methods have been discussed below:

  • LECTURES: The lecture method reaches the largest number of students per instructor. Practically all training programs use this type of instruction for certain segments. Unfortunately, the lecture method can be the dullest training technique, and therefore requires instructors who are gifted in presentation capabilities. In addition, space for lectures may be difficult to obtain and may require special facilities.

  • CONFERENCES: The conference method of instruction is often referred to as workshop training. This technique involves a group of students who formulate ideas, do problem solving, and report on projects. The conference or workshop technique is excellent for supervisory training.

  • DEMONSTRATIONS: When new products or equipment are being introduced, demonstrations are excellent. Many demonstrations may be conducted by vendors and purveyors as a part of the sale of equipment and products. Difficulties may arise when language barriers exist. It is also important that no more information be presented than can be absorbed in a reasonable period of time; otherwise misunderstandings may arise.

3. SIMULATION TRAINING: With simulation training, a model room (unrented) is set up and used to train several employees. Whereas OJT requires progress toward daily production of ready rooms, simulation requires that the model room not be rented. In addition, the trainer is not productive in cleaning ready rooms. The advantages of simulation training are that it allows the training process to be stopped, discussed, and repeated if necessary. Simulation is an excellent method, provided the trainer’s time is paid for out of training funds, and clean room production is not necessary during the workday.

4. INDUCTION TRAINING: This is carried out when an employee is new to the organization and has to learn the required knowledge, skills, and attitude for his new position.

5. REFRESHER TRAINING: This is carried out when an old employee has to be re-trained to refresh his/her memory.

6. REMEDIAL TRAINING: This is carried out for old employees when there is a change in the present working style, which may be related to a competitive environment, technological changes, or guest expectations.

7. CROSS-TRAINING: This training enables employees to work in departments other than their speciality in periods of staff shortage.

8.COACH-PUPIL METHOD: The coach-pupil method is similar to OJT except that each instructor has only one student (a one-to-one relationship). This method is desired, provided that there are enough qualified instructors to have several training units in progress at the same time.

Training Aids: Many hotels use training aids in a conference room, or post messages on an employee bulletin board. Aside from the usual training aids such as chalkboards, bulletin boards, charts, graphs, and diagrams, photographs can supply clear and accurate references for how rooms should be set up, maids’ carts loaded, and routines accomplished. Most housekeeping operations have films on guest contact and courtesy that may also be used in training. Motion pictures speak directly to many people who may not understand proper procedures from reading about them. Many training techniques may be combined to develop a well-rounded training plan.

Development: It is possible to have two students sitting side by side in a classroom, with one being trained and the other being developed. Recall that the definition of training is preparing a person to do a job for which he or she is hired or to improve upon performance of a current job. Development is preparing a person for advancement or to assume greater responsibility. The techniques are the same, but the end result is quite different. Whereas training begins after orientation of an employee who is hired to do a specific job, upon introduction of new equipment, or upon observation and communication with employees indicating a need for training, development begins with the identification of a specific employee who has shown potential for advancement. Training for promotion or to improve potential is in fact development and must always include a much neglected type of training—supervisory training. Many forms of developmental training may be given on the property; other forms might include sending candidates to schools and seminars. Developmental training is associated primarily with supervisors and managerial development and may encompass many types of experiences.

Recycled & non recycled inventories: The Executive Housekeeper is responsible for 2 types of inventories.
1) Recycled inventory: It includes linen equipments & some guest supplies like extra bed, iron, etc. The no. of recycled items that must be on hand to ensure smooth operations is expressed as a ‘PAR’. It refers to the standard number of items that must be on hand to support daily routine housekeeping operations e.g. One par of linen is the total number of items needed to outfit all the hotel guestrooms once. Most sister hotels would on a ‘four-par’ of guest rooms linen (guestroom, floor pantry, laundry & linen).

2) Non-recycled inventory: They include cleaning supplies, guestroom supplies, guest-amenities like toothbrush, hair-conditioner, etc. They are used up during routine activities of the housekeeping department. A purchasing ordering for non recycled inventory items establishes a ‘par’ no. based on 2 figures i.e. Maximum & minimum quantities. The minimum quantity is the least amount at which reordering is done taking into consideration the lead time (it is time taken by the supplier to convey goods from the time the order is placed). The maximum quantity is the amount ordered.

The executive housekeeper must establish reasonable levels for both recycled and non-recycled inventories. Overstocking should be avoided, as it ties up cash and calls for a larger storage area. There should be an effective purchasing system to consistently maintain the inventory levels set by the executive housekeeper. To maintain the inventory levels, the executive housekeeper needs to determine the par level for each inventory item.

Determining the par levels: Par refers to the standard quantity (or numbers) of each inventoried item that must be on hand to support daily, routine housekeeping operations. Par levels are determined differently for the two types of inventories. Inventory levels for recycled items are measured in terms of a par number. The par number is a multiple of the standard quantity of a particular inventory item that must be on hand to support day-to-day housekeeping functions. In the case of non-recycled inventory items, the par number is the range between two figures: a minimum inventory quantity and a maximum inventory quantity. The minimum inventory quantity refers to the lowest number of purchase units (items per case) that must be in stock at any given point of time. The on-hand quantity for a non-recycled inventory should never fall below this figure. The minimum quantity figures are established based on the rate of consumption of a particular inventory item over a certain period. The following formula may be used:

Minimum quantity=lead time quantity + safety stock level

Where the lead time quantity is the number of purchase units that are used up between the time that a supply order is placed and the time that the order is received in hand, and safety stock level is the number of purchase units that must always be on hand in case of emergencies, damages, delays in delivery, and so on, so that the daily operations and functioning of the department are smooth even in emergencies. The maximum inventory quantity, on the other hand, refers to the greatest number of purchased units that should be in stock at any given point of time. Storage space, the cost of the item and its shelf life (best before date) are certain factors that must be kept in mind when establishing the maximum inventory level for a non-recycled inventory item.