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A STUDY OF TRAININ ,R" Il\IIT tI '~t 'N.SO N

FlJNCTI0NS INell.ANI) H AT ,Mt11\1LI

Preapared 8

SOUMA VO CHAI'W '\IW 'l"~ -.n .\II~ ~_ ·

PGDM(PM&HRD)

SEMESTER IIIROLL NO:HRD09·6344

BALA"JI [NSTITUTE OF MANA(;FM I' 'f ~ IUU\1.-\N

RESOURCE DEVELOPMKNT(BI1 \ 1 I 1RH)

SRI BALAJl SO IETV

PUNE



LEtJOEMENT

- --

I I I

IIfHrn'll m}' . 1 " t U U l H k ~ to ttUt Jr ls tff tt te ,Bula ji Insti tu te Of Managemen t

I I i r f 'u n n 1H'1 f , I d W l lt liH U f fn , O t s N d Bygf t+Mumba; for provid ing m e

thl~ f Ij" 1m I f1 1 t h t f v l J l u e d tra in in g o f Hospitali ty sector.

Anf ; ' Ash, ,*Mt Rah ol P an t.M r Altar Khan ,Ms

.JJfI!d . ~ ~ . I t I t I \ ' "h roughou t m y project.I am very1ftt'4fiV._fIt ItJd tftching different facets of



ining lc ts o

fHwnan

1£11 v reracti n5

V e.s this train' gh: ....-............,..



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f - I 'y';\ T lM I ' V lr i'\ I

TABLE OF CONTENT

I.Executive Summary2.Introd uctionJ.History Of Hyatt.4.Profile Of Grand Hyatt.

5.Introduction To Training.

6.Training Need Analysis process in Hyatt.7.Training Modules used in Hyatt.

8.Training Effectiveness Measurement in Hyatt.

9.Recruitment Process in Hyatt.IO.Leave Management in Hyatt.

l1.Em.ployee Engagement Activities in lIyatt.12.Bibliography



I .'

II \ 1 \ I I\1 'I " P " I

F:XECUTIVE SUMMARY

I' ttl t II att is one of the leading 5-star deluxeh orc ls in Mumbai.The hotel has been one of the

1'\\ Iin a r nu e earners among a ll the 5 starh ote ls in um ba i.G rand Hyatt is a property of

IIvatt IIote is & Resorts.The scope of

rl .~ t ' r ort in c ludes a thorough understanding of

th it iinina.recruitment & the personnel policies

". function of Hyatt.



Oth e r Jo bs

,I ' II '

. . .

• He lp ing th e n ew jo in ers w ith th e ir Locke r:'> .

, H e lp ing th em w ith th e ir V eh ic le pa ss

Issu ing th e o u ts ou rc ed emp lo ye es with th e fr E

Admin Related work

• M aking th e B irth day Lis t fo r every month

• Send ing ou t th e Birthday Lis t

• Coo rd in a ting th e B ir th day celebration for every m on

conduc ted in th e M irch M asa la ,

· Making th e W elcom e Le tte r to those people rkf g

H ya tt p rope rty w ho com e to ou r h o te l fo r a Com p 0001 stJ1

· M ain ta in ing a track o f th e M a le Lookers .

BENEFIT TO ME AS A STUD T

An eye opener to the Hospitality Seetor.11te ~ hetp:ed me

understanding the HR functions ina 5!tid ~

• Primary Data: Data collected spec irICa8y

I . Secondary Data:Previously collected daral-'_

one at hand.

nA_TA COLLECTION SOURCE

Data are facts or rec-orded measures of e e J _ . ~types of data.

Th e data co lle c ted fo r th is p ro je c t is se -conda ry in n~

LIMITATIONS

• Time is a constraint to conduct an in depth stud• O nJy Secondary data is used for the study. A



HISTOR

I I \ \ I 1,.. J"_' , I

~p rk H'yatt

~ Andaz

i ( i _ nd Hiyatt

~ 'y tt Regency

Place~." Hy o t t Summerfield Suites

• H 'I Resorts, , v cation Club



1l::-_

____ c-"".~~ -

I I ,_ I I, ~ \"

gateway £ni~ a u t d ~ " '- " ' . , . . 'and des£,naIwm dwy ~.J1II

t$,lnnov.ni ' t o : dining

flm s centers an

Grand Hyarts

Ii su re



- - - .-,I

t I \ /\ I f\"J"';I,

MenninT: r . . u j . t f W~ih

Trn in in ll ls pn rt of l lumurl Resource Developm~fl , f:i'. ." ~1. I

C;:UI1~~l'llcd wjlhlliJining~ development, and ed~a jVlJ. ,'ft'H1 J l l f } . I~II!;: l ~ h

,dc'lim!u I~ on n rgnn i:tc d ICIJI1l.ing e xpe rie ne e, ~ II ' U . h I I hlll'f

pt.:dt ld, tu in crease th e possibHify o fi,np ro \l',iag jo ' '. r t 'J lm ' . fU r il v ~d h

( lrg tUl tZ l 'd menus that it i conducted in a Sy~ ~m ..a tic I1 J/f _

A lth ou gh lea rn ln g ca n be in cid en ta l, training t ~ 1 1 . . "rm~{~WIII;I I " , iWtl,

j'curflin clear and conc ise standard. o( perform.alJ~ PI h....tfJ l ~, '" " . , , 1 1 Itis th e rcquisltlon o r t e c h n o l o g y which perm its em I¥ b ,b tJ C 1(.;(11 < ! , h 1 "

pre se nt job 10 standards. 11improves human per 10m lUll! MIl f 1 t 1 I()h Itf,~,employee is p re se ntly d oin g or il l being h A i r e d ina D , ; . ~ ~ ~ . I~ t t > ~iVt 1 1 Wlu 1 1

new tech nology in in troduced in to th e workpiJI >I ,

J )cveIJJ ( rJJ lu? ll 1 is training people to acqUift: new hod/ . . ( lIar It fH f 'tfI,lt',S. (1 r

vlcwpolnts , It enables leaders to guide their 9rgani:tJjl, J l t e ; uI • I t W

,expectat. ions by being proactive rather than reaclj'll~, J f ,te"'fi'hf~t V J ,t r'~ ttl

create better products , f as te r s er vic es , and more wm fX !t I r J V f l h t: b W H ,~ u f h m ~ . 1 i

is learning fo r grow th of th e individual , but not re1.aW9 f,(, i1

specific p re sen t or future job. Un lik e tr ain in g , whIch esn f (~u",pl , , , ! v

evaluated , d eve lo pm en t c an not a lways b e fu IJ y evalual-ed, 'f h i ,dil ~.rt(llmean that we should a ba nd on d ev elo pm en t p r o l : P 1 f J ' J 1 l , fp I l J l p{'hpfr L :' I

g row and deve lop is wh at keeps an o rgan iza tion in tln" i~ {l!

competi tive env ironm en ts , Deve lopm en t can be OOnlJUrt4 1 (, f f ( 111(}{'

what many nowcall th e Learning Organiza t ion , ()eve r v ti

c han ges in an organism tha t a re s ys tema tic " o rg an ize d, a n ds uc ce ss iv e ... a n d, a r e th o ugh t to se rv e a n a da ptive f u . n c t f o n , ~ ~

eompa: ed th is . l11etaphor- if 1 miss one meal in a day. J h . m Ito work as eH cctive1 y d ue to a lack of nutrition, Whi le

be c?rn:pared 10 this, m etaph or .. if I do not eat.jh IJ I w i l l tttl\'

s u rv iv a l o f tI~ c o r g an iz ati on r eq u ir es d ev elo pmen t 1L rO fJ@1 , U f . f

Ot~er ,lO ~UI'V 'v e, wh il e tr ai ni ng makes the orga n~ za t"i n ~

e fl~ L i'v e a nd eff ic ient in its day- to -day operatJ'OIL,



1 . Tru ln lllll Ph ... : ' 1 1 , 1 J 1 1 U L be well planned , p1iesor-Jen ' c tl ve i"'I)1 m ruutl )J1 depend to grea1 exwnd 00l P

_. lrglm' SHOIlIl'obJ U e : 1 & D program m1N roe:e"l alJl~i.f\'~~'

lf l : \ . n n i t , n t i1 \3.• ~(ltll1 And I\lh ' . . o : '1 and D program must enjoy ~ _.~.....-

drh ben III lu t ,f such troin in g a nd must have equal dJ.all£X 1D!;f.3a'

su ~htmilling.o J . A I1 lllh m tio il pc lOcat ion: Train in g c on te nt ;5 ba~ ~- .......

m I r r u · ll ·o l. It mus t be 'A pp lic atio n specification"l

....t I))gl'lld ln llin fo rrn iltiom T a nd D program is c .on tin oou s "_"·ilC.&

('ed\ die interval 8il order to make them updated in terms of 0 < . ,lILor_",

skill.,h.'l'op M luHlllcm ent u pporC Top management S U J 'P "1 1 . - ~serl:::ui1

mukl ' 'I'ru ln lng and Development effective.7, ('cuh'ull:t.lltlon: For e conomy of effective un if3J1 l1 ity.an .d ~ - ~~"!-

cen trul izntion of'truining department is fmmd more COIIIIDOO;ana . . . E . . . . : 7

ItM ,n tivutitm Train ing and Development have motivstiBn ~

bl,,'Ut'I ' u r ec r o ppo rtu n it y, individuals & tkilt~ esc ;

I! I \ I 1

' . '

Impol'tnnre or truining in recent yearie~~~R' r u c lumgca i n th e envi ronment of 'bus iness

!1ijV lOPft lc l1 t Iunct ion even m ore important in

cot III'I i t j VCIlOSti and prepare for the future. leelbDl"

lh ~ pI 'L 'S~UI ' ! ;uf global compet i t ion have changed the

up ra te L Ind the sk ill s th at th eir employee need, Tbe

i 1 l ( : ' r ' l l : . 4 l . 1 d the importance o f training in several ways.. ..._--

turnover 1 1 1 'ami that more new employees need training. Stttli i li

tiugl L . l~ L~c llh tt lI rc quen t and rele v an t d eve lo pmen t expe ric :Dcle s

l.dfcCl1VI.,\ W ly to g ain em plo ye e loyalty and enhance ~'~r1tic.

H 1 I d l ' ,



II I'nt'" I ' r nil:'!'Inllflll ullINI h • Uli10rcd If ti t th e organizat,nor aIlegj re,

~I 1IUjl plvotlll in irnpltmeOling (Jrg;mi7..atil)O ...wf:de. , I e..d·~~ e f f J

ijt!l II u d v lorlnM n commi~ml:nt Y J cos :;mer servJce~ adcpti m awtm:'

IlImUl)! I I I 1 1 1 ,(lr rnuking (1 trail i l i o n t o ~If~.irected· reantS

uln l lunuu I H e urc IJevelopment departm.et1U ha e .

mpl pl'ovldill' t ulning on demand to lving o rg a n J . - L ~ - . . . .'U~'

I raln J 'N th m lv internal con ultants 01' perffJrm .................. , . . . a . . . . . , .

t lu i I ruth r th an jUI'l jm~truc t iona l designers or c

1',,"luin II' only e m of the remedies that may be app te d E n . .

l luurun I~ a ou rc D eve lopm en t practitioners. In an age 0- - _...~- .....,

11l'~Hnl/."tlun ,uJl iances . and long-term re la1 ionsh ips ~i: j : : r s ' " t r -

I lIppli nl, I ud lng ompanie are finding that they need .

lIulU 111• r OWl m p l y e e . Some organization offer qual' .. t ra1.41.: : :i .!E .

.uppll r. to o n ur the quality of critical inputs. 0rgani5arir(l~'11Oil 'li t( m er e rvice may provide training for

1 ' 1 ' uluct,

I. ShorClIgc uf Hkll l: Ski ll ed and know l edge people are af

,oppl,Y. nltenuuively they are too expensivetohi:re from 00ISl(lle:..

~ 1 1 1 J, I L l Improve the skill an d knowledge oftbe exis r ing emn~J ' ! . '

1 " l i n i J l ' . f in d Deve lopmen t.• '1 ' ( dmulugi 'ul Ob ole ce: Growth oftec ::booJe lD __ PliIlCE

I h i "ill render cu rrent technological obl50lie.a ...... liIIlmre

· PI:' l 'solUal Obsolesce: At the time ofrecmibDi:df_'1 1 1 1 1 nn n i o u n t o f knowledge and skill. As the 1iII.elili

h l'(Jtncs obsolesce unless it is uploaded by proper

I .- ause o r hanges take place in product metbodsPRIdi

fllH .hlnes ,

· 0 ~onjzntion Ob olesce: Modem management bas iI_

"I' lnnovutivc st ps in functioning of management like

eontrolling 10 such change are bound to fail and become obsoilli

nhs )k~9CCorganizntion. Employees must be exposed to mcdelD

th rough T & D

.' ilucr~nHcd Productivity.: Instruction can help employees irV" 'W'I __

I v I 01 performance. lncrease h um an p erfo rm an ce 0 en •

Opt r u tlo n al p ro du c tiv ity and increase company profits,

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1 H ', l i . \ ~ '~ ~pl'll'ailling need i~an C9',Oi,tHJf

nt· tlvc uuining. Th e purpose o r . ' n in n '

h · l t l Ithere is I', 1 1 ' between what is req lir '

11 r' s "IU I 'v l,1 o f pcrlortnance.

n i n i u limi

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,~.... • rhree levels:nilll!. nU•m .......

, j - g need are interdependent because the organiza t ion performance""""'~"''''' ' ' ' 'ant'leof it s individual em ployee and it s sub gr:QUp,.

~ \ eJ - T ra in ing need ana lys is at o rga niza tion al le ve l

- ' 1 15tm1.5 '",ith th e a ssessm en t ofin tem al ...nlIlftV.....

S o . poli ies, strengths. and weaknesses and

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t l \· \"11 I

W'JItJ,ti"j I

T :jn;ar~ h,\ akn ~ scs ern , be dealt w ith th e tra in ing ]

1 . I i n ed \ ith on tinucd trn in ing . " hrea ts can be reduced

And. eppcr tuni t ie CDn h e explo ited by ba lanc ing it



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r: ,En~u're~i,acl, 'W;y (,flJil.:itJ'f i H (Ild,:kly

beco'mt' :~,Cf,n,l ) '«h' l U IJ~,i~l1b I n ' "W'I' losi t ion.

, . U e , i v s , llhe fH!W em r,h ,)" • ·to iii· , IW 1('(un0& U

(.,art U'~ ;1'1(; ' -". rn

, , . ..n su r~ U .a~ , ~ n "w t~m,pl~H • 'fUi deUvcr

,c(J,Il:Hi!thm'lr ! f J , . : a n d ' '~Jt:U:,,;(iJjt·c.

,. H ,c lps t:rn ph ~ ... • ~ .,~ b aN prod.u:Hve liS

po fo j,ib le .

I' ., '

II y ' / \ r J

~ 1 ';'1 1 ,...

,. P,.lJ\>,jde s "mpl..y ·t~wifh ~kiUs th at are

," 'cltv'a,nt 'to C·.",IIJJC.

,.. Prov,id,",~a ttcJurfdaHon of ,.,kin &

know ledg" on wh ich fl' tulild

d4tpartmenbd 'frfti'rlI ng.

,.. l~cJ~fl~0 dthvt:r C,(.,"Hb~h'hl,e"lte[JUUIlUJ

s . e rvice thai'r:elnforctH lIyaU' brulldlinage.



,. Bdp'18 c - r a n t e e consistent atHnd.rd. 0 'penor.a.ace inthe operation & ror thl

~.)- s.iId tile con fiden ce of th e cn,ploy~" III

beiIII able to perfornl tusks to th o h u t "I· •......... s,

> - Helps to reduce accidtmts & hre ..k"M'~& .

die geed to correct things., Helps to improve ove ra ll p ro du rtlvUY ·

I&AD£RSHIP TRAIi'1:SG

, Develops motivated & cl'cnU"l' SUI" rvhmr' ' '

&managers.,. Helps supervisors ,,~mnnagc r~ 10 ,Il'"dorp

&mom-ate employees, so Ih lle t1 J;l~ ynr'c ,uh l t~

to perform the best of th eir n h HU h·~ .

,. Helps supervisors & mnl1t'I?N·S tn IUU~t, ' t

business goals and slid SUppOI·t the u\",'~ntn

hotel strategy.,. Pro' ides supervisors & I11luulgcrH wit h

development opportunities '& skills Uu . t

are" aluahle with Hyatt.

CTIVENESS MEASUREM EN~r



n a o interviewsI::Ou ctin g in te rv iew and d ec is io n m " J u A t

' tr u l t m ent process is imm edi~ ~ l¥ fo llo~ t;4 . 'Y I ~ ) . I Lw . ).

T h O ~ o oloat interviews and th e decision m a i < H J ~ t ; ' : - 1 , ' 1 f l o . 'I !~

"0,1 e p o · n t m e n t formalities.m o a p

1 h c ,e a r e th e m ain recrui t ing stages.

S o u r c i n a

S o u r c i n g involves: . ,I) Advertising, a common part of th e re l i m " gJ l l~/ '

m ultiplemedia, such as th e internet, genernl , I 11 ~m )1 1 1 /;'1 ·,

p r o f e s s i o n a l publ ica t ions , w i n d o w udverti 'l jill Hi ,JIll,u i 4

graduate recruitment programs; and

~reen ing & selectionSuitability for a job is typically assessed hy 1 0 1# jn~ (III t, , n I

communjcation, typing. and compuler skilll ), ()I1I1':' ~ ,I ' 1 1 1 ' 1 tI#! ' ., JIIlIII'

lh rou~ resumes.job applicat ioJls, in t e r Y l1 W B ,t I/i,,1 1 '1 h f ; iI; '1{ltfl,MI(".:lf

e xpe rien ce, th e testim on y of references, III ~Il ' 1 ' I'Jt:d tJ ~JHW ! ,1, ..., ttl1

iOftware knowledge, typin g skills, runner aey . f 1 l 1 d , h H /f~ ych ologic al tests or emplo n . n t te t i }I

,

II I/\ I I I

I ,. J I . . . . I .

"'~( OU rrtrie s, em plo ye rs a re le ga llv m a n da L ed II) PltI'II'It: J;:','Jqll;"f,fll" 1 '1 m f~1 f: !

Recruiting Methods , I IJ1YHn

1dvertising Sources



Networking_-,----'1

Ask for referrals from coworkers,

peers, etc.

Hlre SCl l rch Flr.u/Hclldhunter

Pust position l\llllOlllU:Cltlcnts at

coufc,'cn('cs~ job f ll ir s. , a u u l pllbUc

bunt'tin bm, rds

Websites (your company )

Elect ronic Job Boards Send lU)sitton IUllIOUlIC4.\lllCnt-s

(lIIonster.com, rxca reerccn Ir .e om , t .. "nUl'~ rNls l 'b l lO INwith

etc,) Ill'O~fnIUS i,1lU'I'('U 0 .1 'inh~I·l'S1

Professional Associations (juh St"...1(0locnl dllll,il: rs of

boa rd s, a n d listscr\'es) pruli.·ssi,tnu\1 u.ssocindnns.

Other non-t radi t ional inlhlicution~ S,,\'k llomblilHon~, fruul others

PostOpeningson i,nterDal hulk ' In SrlU't'h YOUI' np"l'icltul h~l'\"kblv.

boards s,'sh~nldJ,CI1,hm;,( ' rt)l' luurt

\

Announceand advertise interm.U,.

(newsletters , mem o ·s,C'--maii. l'tc.)

IlC\'l\tup "l'b\Huntibi"s wifh

lIIinodty u"1!nlliz~,(illns to

-

• ~ I \

I I " .\ \ 1\1 .1 V t - , ,

§ Q , U R C E S OFRECRUITMRNT IN HVAT'f.

- Em IP oyce Refera"ll l PI"OI!.OUIlN_aukri.com



f&.BSariu

• ..~£m.:n::~"ati~~Se!'i/ice

• u-.tt;"lry:n;qf Senic e

• fkB Reserv a t o m

• : . '5 Ezst Service

• Cdim Service

• Sorr;.a Service

• PJj(Kn Set; ice

• Gourmet Service

• Cbin~ House Service-Restaurant

• Ch ina House Se rv ic e -Lounge

• Baaq ue ts Serv ice

• Stt:Y iardin g Service

t ..,; II _ ~ I

• E xecu tive



(

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