New Internship Report

HRM INTERNSHIP REPORT ON HOLIDAY INN, MULTAN

History

Kemmons Wilson initially came up with the idea after a family road trip to Washington, D.C., during which he was disappointed by the quality and consistency provided by the roadside motels of the time. The name Holiday Inn was given to the original hotel by his architect Eddie Bluestein as a joke, in

reference to the Bing Crosby movie. Mr. Wilson partnered with Wallace E. Johnson to build the first four motels on the byroads entering Memphis, TN. Holiday Inn's corporate headquarters was in a converted plumbing shed owned by Mr. Johnson in 1953 when the company built its first four hotels, one covering each approach to Memphis. On the occasion of Mr. Johnson's death Wilson was quoted as saying, "The greatest man I ever knew died today. He was the greatest partner a man could ever have," Together they started what Mr. Wilson would shepherd into Holiday Corp., one of the world's largest hotel groups.

In 1957, Wilson franchised the chain as Holiday Inn of America and it grew dramatically, following Wilson's original tenet that the properties should be standardized, clean, predictable, family-friendly and readily accessible to road travellers. By 1958, there were 50 locations across the country, 100 by 1959, 500 by 1964, and the 1000th Holiday Inn opened in San Antonio, Texas, in 1968. The chain dominated the motel market, leveraged its innovative Holidex reservation system, put considerable financial pressure on traditional hotels and set the standard for its competitors, like Ramada Inns, Quality Inn, Howard Johnson's, and Best Western. By June 1972, when Wilson was featured on the cover of Time magazine, there were over 1,400 Holiday Inn hotels worldwide. Innovations like the company's Holidome indoor pools turned many hotels into roadside resorts.

The company later branched into other enterprises, including Medi-Center nursing homes, Continental Trailways, Delta Queen, and Show-Biz, Inc., a television production company that specialized in syndicated country musicshows. Wilson also later developed the Orange Lake Resort and Country Club near Orlando and a chain called Wilson World Hotels. The family of founder Kemmons Wilson still operates hotels as part of the Kemmons Wilson Companies of Memphis. Wilson retired from Holiday Inn in 1979.

Although still a healthy company, changing business conditions and demographics saw Holiday Inn lose its market dominance in the 1980s. Holiday Inns, Inc. was renamed

Page | 1


"Holiday Corporation" in 1985 to reflect the growth of the company’s brands, including Harrah's Entertainment, Embassy Suites Hotels, Crowne Plaza, Homewood Suites by Hilton and Hampton Inn. In 1988, Holiday Corporation was purchased by UK-based Bass PLC (the owners of the Bass beer brand), followed by the remaining domestic Holiday Inn hotels in 1990, when founder Wilson sold his interest, after which the hotel group was known asHoliday Inn Worldwide. The remainder of Holiday Corporation (including the Embassy Suites Hotels, Homewood Suites by Hilton and Hampton Inn brands) was spun off to shareholders as Promus Companies Incorporated. In 1991, Bass launched Holiday Inn Express, a complementary brand in the limited service segment. In 1994, Bass launched Crowne Plaza, a move into the upscale hotel market. In 1997, Bass created and launched a new hotel brand, Staybridge Suites by Holiday Inn, entering the North American upscale extended stay market. In March 1998, Bass acquired theInterContinental brand, expanding into the luxury hotel market. In 2000, Bass sold its brewing assets (and the rights to the Bass name) and changed its name to Six Continents PLC. InterContinental Hotels Group (IHG) was created in 2003 after Six Continents split into two daughter companies: Mitchells & Butlers PLC to handle restaurant assets, and IHG to focus on soft drinks and hotels, including the Holiday Inn brand.

The brand name Holiday Inn is now owned by IHG, which in turn licenses the name to franchisees and third parties who operate hotels under management agreements. In January 2002, The Wall Street Journal reported that the company, led by Ravi Saligram, was producing a new 130-room "Next Generation" prototype hotel to rebuild the brand. It would include a bistro-like restaurant and an indoor pool. The first of these prototype hotels, the Holiday Inn Gwinnett Center, was built in Duluth, Georgia, in 2003.

On 24 October 2007, IHG announced a worldwide relaunch of the Holiday Inn brand. The relaunch is "focused on delivering consistently best in class service and physical quality levels, including a redesigned welcome experience [and] signature bedding and bathroom products..." The first relaunched Holiday Inn opened in the USA in the spring of 2008. Currently there are more than 2,500 relaunched Holiday Inn brand hotels around the world, and the Holiday Inn global brand relaunch process is on track to be completed by the end of 2010.

In September 2008, IHG announced the creation of a new timeshare brand, Holiday Inn Club Vacations, a strategic alliance with The Family of Orange Lake Resorts

Page | 2

http://en.wikipedia.org/wiki/Harrah's_Entertainment

http://en.wikipedia.org/wiki/The_Wall_Street_Journal

http://en.wikipedia.org/wiki/Mitchells_%26_Butlers

http://en.wikipedia.org/wiki/Mitchells_%26_Butlers

http://en.wikipedia.org/wiki/InterContinental_Hotels_Group

http://en.wikipedia.org/wiki/Six_Continents

http://en.wikipedia.org/wiki/InterContinental

http://en.wikipedia.org/wiki/Promus_Hotel_Corporation

http://en.wikipedia.org/wiki/Promus_Hotel_Corporation

http://en.wikipedia.org/wiki/Hampton_Inn

http://en.wikipedia.org/wiki/Homewood_Suites_by_Hilton


http://en.wikipedia.org/wiki/Embassy_Suites_Hotels

http://en.wikipedia.org/wiki/Bass_Brewery

http://en.wikipedia.org/wiki/Public_limited_company

http://en.wikipedia.org/wiki/United_Kingdom

http://en.wikipedia.org/wiki/Hampton_Inn



http://en.wikipedia.org/wiki/Crowne_Plaza

http://en.wikipedia.org/wiki/Embassy_Suites_Hotels


The Great Sign (Holiday Inn)

The "Great Sign" is the traditional, historic roadside sign used by Holiday Inn during their original era of expansion in the 1950s-1970s. It was the brainchild of Kemmons Wilson, who introduced it to the world when he opened his first motel on August 1, 1952. The signs were extremely large and eye-catching, but were expensive to construct and operate. The designers and manufacturers of the sign were members of the Balton family, whose ancestor D.F. Balton founded Balton & Sons in Memphis, TN in 1875. The story goes that the sign’s colors were selected because they were favorites of Kemmons Wilson’s mother. In 1982, following Kemmons Wilson's departure, the Holiday Inn board of directors made the decision to phase out the "Great Sign" in favor of a cheaper and less catchy backlit sign that still maintained the classic script logo. The decision was not without controversy as it essentially signalled the end of the Kemmons Wilson era and removed a ubiquitous and internationally recognizable company icon.

In 2003, in a program of hotel redesign, the company brought back a revamped version of the Great Sign that showed up the company's advertising under the slogan "Relax, its Holiday Inn." The makeover came with a new prototype hotel that included photography of the sign and a retro-style diner named after founder Kemmons Wilson.

Page | 3


Business Relationship with Gulf

In 1963, Holiday Inns signed a long-

term deal with Gulf Oil

Corporation in which the lodging

chain would accept Gulf credit cards

to charge food and lodging at all of

its hotels (in the United States and

Canada). In return, Gulf would

build service stations on the

premises of many Holiday Inn

properties, particularly those along

or near major U.S. and Interstate

highways. Many older Holiday Inns

locations (including some no longer

part of the chain) still have the

service station properties intact

today, either still in operation or

closed down. With the exception of a few locations in the eastern U.S., hardly any of the

still-open stations are now Gulf outlets. The portion of the agreement which permitted

Gulf credit cards to be used for payment of food and lodging at Holiday Inns was copied

by competing lodging chains and major oil companies during the mid-to-late 1960s.

Most of those agreements fizzled out with the 1973 oil crisis. The Gulf/Holiday Inn

arrangement ended around 1982.

Page | 4

http://en.wikipedia.org/wiki/1973_oil_crisis

http://en.wikipedia.org/wiki/Filling_station

http://en.wikipedia.org/wiki/Gulf_Oil

http://en.wikipedia.org/wiki/Gulf_Oil


HISTORICAL TRADEMARK CONFLICTS

For two decades a hotel called Holiday Inn located in Niagara Falls, Ontario prevented the Holiday Inn Corporation from operating one of its own hotels in that city since the name was already in use. The hotel used a logo similar to the old Holiday Inn logo from the 1970s. The Holiday Inn Corporation directory referred to the hotel as "not part of this Holiday Inn system". The hotel also owned the holidayinn.com domain which forced the much larger corporation to use holiday-inn.com. In 2006, an agreement between IHG and the Niagara Falls, Ontario hotel owners was reached that allowed both the Hotel and Holidayinn.com to be incorporated into the IHG system.

During the 1960s and early 1970s, Holiday Inn hotels located in Myrtle Beach, South Carolina were simply called "Holiday" because a local motel already had the "Holiday Inn" name. The name was contested by Holiday Inns, Inc. v Holiday Inn before the United States District Court for the District of South Carolina (Florence division) in 1973. The South Carolina Holiday Inn had franchised their name to Strand Development Corporation, which filed a counterclaim against Holiday Inns, Inc. The dispute resulted in a concurrent use registration for the Myrtle Beach hotel, which still operates as "Holiday Inn", although it is required to use a distinctly different font.

Holiday Corporation logo: 1985-1990

Previous Holiday Inn logo used from 1989-2009

Current Holiday Inn Logo used from 2009-present

Page | 5

http://en.wikipedia.org/wiki/Concurrent_use_registration

http://en.wikipedia.org/wiki/Florence,_South_Carolina

http://en.wikipedia.org/wiki/United_States_District_Court_for_the_District_of_South_Carolina

http://en.wikipedia.org/wiki/Myrtle_Beach,_South_Carolina

http://en.wikipedia.org/wiki/Myrtle_Beach,_South_Carolina

http://en.wikipedia.org/wiki/Niagara_Falls,_Ontario

http://en.wikipedia.org/wiki/File:Holiday_Corporation_Logo_-_1985-1990.jpg

http://en.wikipedia.org/wiki/File:Holiday_Inn_Logo.png

http://en.wikipedia.org/wiki/File:Holiday_Inn_Logo.svg


HOLIDAY INN CLUB VACATIONS

In the early 1980s Wilson bought a large plot of land bordering Walt Disney World. On this land he built the Orange Lake Resort which currently features four golf courses, two mini-golf courses, more than 5 pools, restaurants on site, tennis courts, basketball courts, a lake with beach, and River Island, a water park on property. Orange Lake Orlando is broken up into four villages, the original West Village, the North Village, East Village, and River Island. Recently, Orange Lake has bought out other resorts and still plans to acquire more. Because there are now many resorts in the company the Holiday Inn Vacation Club was launched in September 2008. There are currently six Holiday Inn Club Vacations resort properties: Holiday Inn Club Vacations at Orange Lake Resort, Orlando, FL; Holiday Inn Club Vacations at Lake Geneva Resort, Lake Geneva, WI; Holiday Inn Club Vacations at Ascutney Mountain Resort, Brownsville, VT; Holiday Inn Club Vacations at Bay Point Resort, Panama City, FL; Holiday Inn Club Vacation at South Beach Resort in Myrtle Beach, SC; Holiday Inn Vacation Club at Smoky Mountain Resort, Gatlinburg, TN.

Page | 6


ABOUT HOLIDAY INN CLUB VACATIONS & THE HOLIDAY INN CLUB

HISTORY OF HOLIDAY INN AND THE FAMILY OF ORANGE LAKE RESORTS

Kemmons Wilson built the first Holiday Inn hotel in 1952 in Memphis, TN, redefining how families’ vacation together and quickly added others to create the industry-leading hotel chain. Thirty years later, Kemmons continued this quest by opening Orange Lake Resort, a first-class, affordable, timeshare ownership resort.

HOLIDAY INN CLUB VACATIONS™

Holiday Inn Club Vacations provides quality vacation experiences in top leisure destinations that provide more value for your money. If it is important for you to spend quality time with your family, gain more control over your vacation experiences, and get the most vacation value for your money, timeshare ownership with Holiday Inn Club Vacations™ is the perfect answer for you.

HOLIDAY INN CLUB™ - BENEFITS OF MEMBERSHIP

The Holiday Inn Club™ is an independently owned and operated exchange program for participating owners of timeshare in Holiday Inn Cub Vacations resorts. As a member, you can enjoy exclusive privileges, flexibility and vacation choices that bring you:

More Flexibility. Turn your timeshare ownership week into several shorter stays

at any Holiday Inn Club Vacations™ -branded property, or exchange through any of

more than 4,000 RCI resorts in over 100 countries.

More Options. Redeem your Holiday Inn Club™ program Points for airline travel,

car rentals, hotel accommodations and much more.

More Rewards. Receive points and benefits through Priority Club® Rewards – the

world’s largest hotel loyalty program.

More Destinations. Exchange your Holiday Inn Club™ program Points for Priority

Club Rewards points which may then be used to stay at over 4,000 hotels worldwide as

part of the InterContinental Hotels Group family of hotels.

Page | 7


INTRODUCTION TO HOLIDAY INN:

Holiday Inn is an international hotel and resort chain having hotels and resorts

in every known big city in the present world. The head office of Asian

subcontinent is located in Mumbai (India). There chains include:

Intercontinental Hotel & Resorts

Crown Plaza Hotel & Resorts

Express by Holiday Inn

Stay Bridge Suites

Holiday Inn Express

Holiday Inn Hotels & Resorts

Holiday Inn- The most recognizable tier of service. There are two distinct types: high-rise, full-service plaza hotels and low-rise, full-service hotels. The former also included many high-rises with round, central-core construction, instantly recognizable from the 1970s. Both offer a restaurant, pools at most locations, room service, an exercise room, and functional but comfortable rooms.

Holiday Inn Hotel & Suites - properties offering all the amenities and services of a regular Holiday Inn but consists of rooms mixed with suites.

Holiday Inn Resort - Offering all the amenities and services of a full-service Holiday Inn, resorts are considered a more of an advertising branding than a completely different brand. Most Holiday Inn Resorts are located in high leisure tourism markets.

Holiday Inn Select – upper range full-service hotels which cater to business travelers. In 2006, it was announced that Holiday Inn Select hotels will be discontinued. Existing hotels may continue to operate under the Holiday Inn Select flag until their existing license expires, however many are converting to Crowne Plaza or regular Holiday Inn hotels, with no further marketing or advertising based around the "Select" moniker.

Holiday Inn Sunspree Resorts – properties in resort areas with full-service amenities and deluxe service. These are typically very large properties.

Page | 8

http://en.wikipedia.org/wiki/Holiday_Inn_Sunspree_Resorts


Holiday Inn Garden Court – which exist only in Europe and South Africa and are designed to reflect the national culture?

Holiday Inn Express – Smaller versions of Holiday Inn hotels with less amenities and services.

MISSION STATEMENT

“Their mission is to create the quality for their

customers”

VISION STATEMENT

“Achieve Quality Excellence and Serve

Customers with Quality Products”

SHARED VALUES

They value & respect their customers.

They communicate openly.

They have integrity.

They are committed to winning.

Page | 9

http://en.wikipedia.org/wiki/Holiday_Inn_Express

http://en.wikipedia.org/wiki/South_Africa

http://en.wikipedia.org/wiki/Holiday_Inn_Garden_Court

http://en.wikipedia.org/wiki/File:Holiday_Inn_Express_Park_Royal.JPG


OBJECTIVES OF STUDYING HOLIDAY INN:

To review the general working of the organization and especially its human

resource wing on Micro Level.

Analysis of the organization’s mission / vision / strategy / goals and diverse

functions of HR Department.

To look into the special assignments carried out by HR team like preparation of

the job description for all field positions and conducted TNA research program to

detect gaps in KSQ (Knowledge, Skill and Personal Qualities) of Employees.

An exclusive probe into training needs assessment strategy of HRM wing.

To conduct Strength, Weakness, Opportunities and Threats (SWOT) analysis OF

TNA/HR wing policies.

Page | 10


Organization: Selected in Hotel Holiday Inn Multan

Bilz (Pvt) Ltd

Holiday Inn Multan Hotel

Page | 11


ABOUT MANAGEMENT

FUNCTIONS OF MANAGEMENT:

Planning

Leading

Organizing

Controlling

PLANNING

Long term plan:

The long term objective of Holiday Inn is to earn revenue.

Becoming the leader in hotel industry in Pakistan

Short term plan

The short term objectives are to provide courteous,

friendly, caring and best services to its customers.

Making guests feel welcomed by providing unquestionable service and care.

To achieve short term or long term objectives plans are made. Plans regarding financial

matters are made entirely by the exclusive management. To make a plan for achieving

any short term objective the executive management takes decisions from middle

management and the employees as they play a huge part in achieving the desired goals.

As according to DSM Ahmad:

I have a team of three sales managers. We plan on weekly bases. We use frequency

charts which are filled everyday of daily records.

We develop a strategy, then roll out of specific strategy and then wait for the desired

outcomes.

Page | 12


Contingency Planning

The restaurant has contingency plans for every department. For example in HR

department the contingency plan is that in case if the chief chef leaves the job for some

reason or expires the restaurant will hire a trained chef from somewhere on contract

basis until it finds a chef of its own.

The advantages of contingency plans are that:

Helps getting into a better position to cope with unexpected developments

Avoid the shock of complete surprise

Avoid halting of operations during emergencies.

ORGANIZING

When we talk about the organizing, Holiday Inn organizes its management in a very

authentic way. They organize rooms, banquets, and weddings and arrange for trainings,

seminars, conferences and any desired functions.

They also organize for cultural events, multinational seminars, political lectures or

debates or any type of business briefings. For example, during the international cricket

season, Holiday Inn prepared itself in a very impressive way to facilitate the foreign

cricketers. They provided them the comfort and relaxation, so they could feel at home.

Holiday Inn has organized their rooms in three different categories which are

Standard Rooms

Exclusive Rooms

Family suites

In a total they have 120 rooms. They do their unsurpassed to provide an outstanding

environment to make their customers feel at ease.

Page | 13


ORGANIZATIONAL STRUCTURE:

The organization chat of Holiday Inn hotel reveals that the structure in the hotel is

Vertical structure

Centralized Power

Defined Reporting Relationships

Formal Control System

These essentially indicate that there is:

Routine tasks

More formalization

Emphasis on rules and regulations

LEADING

Holiday Inn leads, motivates and inspires its workers by

providing them different incentives and fulfilling facilities

and incentives. When he (Ahmad) joined Holiday Inn his

staff was already on their target, he himself also decided

to work with his staff to accomplish that target. Mr.

Salam said,

If u doesn’t want to waste time and just do real business,

then I advise you to only meet with the top managers of

the organization, like decision makers of the

organization. Mr. Salam’s employers say that he has provided them a very friendly

environment, in which they feel comfortable to give their opinion relating to anything.

They all work very hard as a team and individually because the markets are changing

dynamically day-by-day. For motivation Mr. Salam goes into the market with his teams.

Page | 14


He says he takes off his coat and tie and works side by side with his teams, unable to

differentiate between manager and employee.

CONTROLLING

Controlling means evaluating the results and taking

the correct measures against them. The hotel

practices control in every department. For

employees, employee appraisal form is filled by the

supervisor after every 3 months evaluating the

performance of the employee. If the supervisor

feels satisfied with the employee then he is passed

and if not then the employee is instructed by the

supervisor until his performance is improved.

Page | 15


COMPANY AND ITS OPERATION

The company is a Private Limited Company incorporated under the Companies

Ordinance 1984. The main object of the company is to run a four Star Hotel with the

Franchised Name Holiday Inn. The Holiday Inn Hotels is the International Chain owned

by Six Continents Hotels (Formerly known as Bass Hotels and Resorts). The Head Office

of the chain is situated in Australia.

ORDINARY SHARE CAPITAL OF THE COMPANY

The authorized capital of the company is Rs. 20.000 (Millions). The issued subscribed

capital of the company is Rs. 5.600 (Million).

BOARD OF DIRECTORS

At present there are 6 Directors of the Company in the Board of Directors.

Sheikh Abdul Hameed Chairman

Dr. M.J Ahmad Director

Sheikh Faisal Hameed Director

Sheikh Akmal Hameed Director

Ms. Fareeda Parveen Director

Mrs. Zeba Javed Ahmad Director

They all belong to the same family; therefore this is family company which is

being run by the owner and his wife and children.

Page | 16


Page | 17


ORGANIZATION STRUCTURE OF THE COMPANY

There are 9 Departments in this Organization:

1. Hotel Management Over all control of all the allied departments

2. Front Office Rooms Dealing

3. House Keeping Hotel Cleaning

4. Food & Beverages Restaurants Banquets and Room Services and

Vend Shop.

5. Sales & Marketing Selling

6. Laundry Laundry Valet

7. Engineering Maintenance of the Hotel

8. Human Resource Dept. Management of Man Power

9. Finance Controlling Financial Matters

Page | 18


FINANCE DEPARTMENT

STRUCTURE OF FINANCE DEPARTMENT

FINANCE OFFICE

CONTROLLER FINANCE

MANAGER FINANCE

It is responsibility of the finance department to

carry on all the functions relating to the matter of

finance, like: accounting, book keeping, managing

revenue, making payments for the goods purchased, taxation matters and payroll of the

staff, and payments of the utilities and

Page | 19


SERVICES

COST AND PURCHASE DEPARTMENT:

The cost and purchase department is responsible for the purchase of all the items for the

hotel; it is their prime responsibility to ensure that top quality stuff id being purchased at

the best price.

COST CONTROLLER

PURCHASER

RECEIVING OFFICER

STORE KEEPER

ACCOUNTS PAYABLE DEPARTMENT

ACCOUNTS PAYABLE INCHARGE

ACCOUNTS RECEIVABLE DEPARTMENT

Page | 20


CREDIT CONTROLLER

He sees that the credit has not exceeded the limit

set for a particular person or company and sets

limits in consultation with the top management, to

which the organization can go safely.

RECOVERY OFFICER

It is the job of the recovery officer to make efforts

to get the outstanding dues/bills from various

customers/guest. He puts in a daily progress report

for the Cost controller who puts it up to the

financial controller.

FRONT OFFICE AND RESTAURANTS

The main reception is called the front office of the

Hotel; it is the main activity center for the Hotel

Business. There are usually four or five smartly

dressed employees present. The main duty of the

front office is to guide the guest to their respective

rooms, or to the facility like restaurants coffee

shops or laundry or bakery. The bills are made at

the front office. The payments are also received

there.

GENERAL CASHIER

He is responsible for all the cash and payments; he

usually deals with the banks etc.

INCOME AUDITOR

His concern is about the income or the revenue

received.

Page | 21


NIGHT AUDITORS

Night Auditors are there to account

for the income from the front office

and the restaurants after the office is

closed.

CASHIERS

They work under the financial

controller and there is a separate

cashier for each restaurant the coffee

shop, bakery and the laundry i.e.

wherever the direct money

transactions are involved.

Page | 22


ACCOUNTING SYSTEM

PURCHASING

PURCHASE REQUISITION

PURCHASE ORDER

RECEIVING RECORD

FOOD

BEVERAGE

PMFL AND LIQURE

GENERAL STORE

ENGINEERING

STORE

INVENTORY CARD

ATOCK REGISTER

ACCOUNTS PAYABLE

POSTING OF EXPENSES VOUCHERS

VOUCHERS

PAYMENTS

CHEQUE

Page | 23


SELLING

GUEST FOLIO FOR ROOMS RENT TAXES AND OTHER CHARGES.

FRONT OFFICERS CASHIER

CHECK FOR RESTAURANTS, MINI BAR, BANQUETS AND VEND SHOP

CASHIERS

VOUCHERS FOR TELEPHONE FAXES TELEPHONE OPERATOR

CREDIT DEPARTMENT

MAINTAINING RECORD CREDIT SALES

POSTING OF CREDIT GUEST FOLOIOS

CREATING CREDIT INVOICES

AND RECOVERY OF CREDITS

AUDIT DEPARTMENT

INTERNAL AUDITOR TOTAL INTERNAL AUDIT

INCOME AUDITOR AUDIT OF REVENUE

NIGHT AUDITOR AUDIT OF DAY SALE

Page | 24


CREATING EARLY BIRD REPORT

REVENUE REPORT: This report shows the total revenue and the heads of accounts from

where this revenue has been earned.

D.CARD REPORT

SALES RECAPITALULATION REPORT

Internal Audit Report

This report is made for the managing director it point out any irregularity to the top

management, according to the Managing Director this is the most important report as it

gives him a total picture of what is going on and where the hotel deviated from the set

procedures and rules.

Page | 25


STRENGTHS:

The able management and the quick

decision making is the main strength of

the hotel. The hotel is the only four star

hotel in the area, Multan is big city and

many big industries, the industrialists

and the landed aristocracy frequent the

hotel almost on daily basis. The

engineers and the consultants who

come to visit the plants and machinery

installed usually stay in this hotel. The

strength of the hotel is its monopoly in

its class; there is no other hotel that is

comparable with this hotel. Hotel is huge investment, and there is no immediate threat of a

competitor coming into this field in Multan. Jon at Holiday Inn Multan is considered to be a

prestigious appointment; people who get a job are sure to be in great demand for other

jobs in and around Multan.

The quality of service and the outlook or décor of the hotel is very good. Food was also very

good but surprisingly there were few guests in the Mehfil Dining Hall. In Shang Palace,

which is, their Chinese Restaurant was full. The Coffee Shop was also attracting a large

number of guests at the time of hi-tea. The occupancy rate was usually around 50%, which

is well above the average break-even point. At the time of my stay there the occupancy was

above 95% as only two to three rooms were vacant. The management has also got permit

for selling liquor recently and told me that like hotel after Lahore it is the only permit for

Page | 26


sale of liquor in South of Punjab outside Lahore. The sale record for liquor was not shown to

me, but the managing director was beaming when he told me that they are making very

good sales. The laundry was also of very high quality and it has good sales, bakery sales

were also very promising.

WEAKNESSES

Taxes and duties:

There are too many taxes imposed by both the

provincial and the federal Governments, I was

told they are subjected to 27 different types of

taxes, at present the hotel was in litigation with

the Income Tax Department, the Provincial Excise

Department and the Sales Tax Department. They

are also in appeal against the decision of State

Bank of Pakistan with the Federal Finance

Division.

High Turn Over:

The rate of employee turn over is high, as soon as

people become trained they get other better-paid

jobs, the work experience of Holiday Inn gives

credibility to the curriculum vitae.

Weaknesses in System:

The system of Accounts and MIS was not that of very efficient organization, the handling of

taxation matters was not adequate. Old record and files are not retained in an orderly

manner. As files of procurement for furniture were not traceable at the time of my stay in

the hotel, the depreciation calculation was being done on erratic basis. Although computers

were there in almost all the departments but they were not linked, the programming is not

geared towards generating reports for the management. A project to this effect was going

on and is to complete by the years end.

Page | 27


Lack of Parking Space:

The parking space is very less, like in Holiday Inn Lahore: they have a big constraint

in parking vehicles in the Hotel premises. Although the basement can accommodate around

100 vehicles even then, this was a general complain.

Small Swimming Pool:

The Swimming pool is very small and its design is also not very conductive for

swimming, it is rather ornamental type of thing.

Staff Manners:

Majority of staff was very courteous and polite but I could recall one or two

instances where they were not very helpful, like once a guest asked for tea and a bottle of

mineral water he was advised by the kitchen staff to contact housekeeping for water. The

guest was obviously annoyed and reported this incident.

Sometimes the staff at checkout counter worked at very slow pace and sometimes

the guests complained about it.

Lack of Formal Training:

On enquiry form various staff members in different departments, I was told there is

no formal training for the employees, when every the general manager is changed he brings

new methods and techniques for the staff. But the hotel seemed lacking in this area,

particularly some staff dealing with room service needed training.

Page | 28


Opportunities:

As there is not competition in and around Multan, the hotel business is bound to

grow, if the standard is maintained it would go up. The management does not have any

expansion plans at the moment at their present hotel but they were to launch renovation

projects of replacing the furniture and the crockery.

Outside catering is also in great

demand as the locale is a mixture of urban

and rural landed aristocracy people are

impressed by the name of and

International Chain. Many big occasions

were landed by the hotel where they have

provided catering services as far away as

Kot Adu Power Plant, which is about

hundred miles away. Outside catering is

quite profitable and it costs less. It is

becoming increasingly popular.

The permit room or the sale of

liquor is projected to grow at the rate of

75% per annum, the hotel is making good

profits on it and these profits are likely to

grow in future.

Page | 29


Trends:

The management is considering plans to start

another hotel at Islamabad. The sales at Multan would

increase because there is no competition. The management

has plans to purchase land adjacent to increase the parking

space. Multan has become International Airport, although

there is only one flight per week from and to Dubai, there

is likely hood of its growth and in turn it would boast the hotel business.

The organization collects primary data through the following sources:

1. Comment cards which give the value for the different services, like food room

service, etc.

2. Complaint book, Comment book, is available at the reception.

3. Front office manager attends if somebody Complaints about any point related

to the hotel.

4. Comment service card, are also available at reception.

5. HRD, Manager goes to these cards and

6. sales

7. Complaint action letter of sorry/thanks to Singapore at the headquarters of

the Holiday Inn world wide.

8. Different organizations like APTMA, Chamber of Commerce and Industries etc.

9. Companies, which have done business previously with the hotel.

10. Telephonic contact is used to collect the data.

11. Email not much.

Page | 30


8. ORGANIZATIONAL STRUCTURE

1. Main Office

2. HRM Operations

1. Strengthening of organization on functional

lines:

2. Selection of Personal after Need and

Requirement Analysis:

3. Training after selection:

4. Motivation existing employees:

5. Employee Retention:

6. Employee Training after TNA.

Name

&

Designation

B.S

Current official

Address (Including

City)

Telephone, E-Mail Res Address

Off: Res Mobile Permanent Postal

11. HRM team prepared job Description (JDs) and conducted an organization wide Training

Needs Assessment (TNA) research program to detect gaps in KSQs of employees.

12. HRM is pursuing approach to gear up Personal commitment to attain high efficiency and

skill oriented work culture throughout the organization.

Page | 31


10. FUNCTIONS OF THE HRM DEPARTMENT

1. Major Functions

Recruitment

Selection

Placement

Promotion

Appraisal

Assessment

Training & Organization development

Termination

Policy Initiation and Formulations

Service

Compensation

Career planning

Cost effective system

Internal Control

Communication

Special Assignment

HR Audit

Page | 32


9. STRUCTURE OF THE HRM DEPARTMENT:

Please see Exhibit

01

1. Number of employees working in HRM department

Page | 33


RECRUITMENT:

Presently all the recruitments in are being made through advertisement in the local

press, for some posts at senior level National level newspapers are used.

Training

Posting & Transfer

Job Evaluation

Administration of Benefits

Criteria of promotion

Service

The service responsibility of HR department includes staffing, retention, training &

Development and compensation along with allied benefit administration functions

and coordinating with other departments.

Internal Control

HR department carries out important internal control functions. It monitors the

performance of line department and other staff departments to ensure the implementation

of personal policy, procedure and practices. The control functions of the HRM are like

activities of a Quality Control Group that constantly checks service quality to its perfection.

Page | 34


2. SUPPORT TO THE OTHER DEPARTMENTS

11 CRITICAL ANALYSIS of the theoretical concepts relating to practical experiences i.e.

relate the theoretical concepts with your practical experience during your internship with

the HRM department.

Why Reforms:

3. Requirement Analysis:

OBJECTIVES OF TNA:

Training Needs Assessment was carried out to identify

a profile of the training needs of the employees in the

context of required KSQ and to make a visible strategic plan

for raising competency level of employees through training

and development to meet the

MODERN REQUIREMENTS

Purpose of Needs Assessment:

Purpose of TNA was to know how a task should be performed as well as the way it is

currently being performed.

STRUCTURE OF TNA REPORT

It shows a detailed report about all aspects of personnel qualities, short comings and

ways to improve, with the kind of training needed.

Page | 35


11.2 DATA GATHERING:

The Research methodology adopted during the TNA research process was based on

the evaluation by the supervisor; of job holder’s current level of KSQs vis-à-vis the desired

levels as per their Job Descriptions.

Page | 36


SYSTEM DESIGN:

A. DATA ENTRY AND ANALYSIS:

B. STUDY DESIGN: This is a cross-

sectional quantitative and descriptive

research to assess and analyze the

training needs (TNA) of the

employees.

C. SAMPLING:

D. REASEARCH INSTRUMENT – TNA FORM: A three dimensional assessment from was

designed to collect data form all the reporting officers based on their assessment as

per respective job descriptions, and assessment of the required competency level in

terms of the training priority of the respective KSQs.

A sample TNA form is annexed with this report:

E. RATING SCALE: The rating scales for training needs assessment define the current

competency level and the training priority level of 1-5 where:

1 = very low current competency level.

2 = could be trained

3 = the minimum required level.

4 = the desired level

outstanding level

As regards the training priority Out of the scale of 1-3,

1 = very low priority

Page | 37


3 = highest training priority and

2 = the high training priority for respective competency.

E. RESEARCH METHODOLOGY:

The TNA forms were distributed to all the reporting officers

of the position included in the population for the research.

The evaluated TNA forms were collected from the field and

coded for data entry. Statistical program for social sciences

(SPSS) was used for generating descriptive reports for this

assessment. Aggregated result for each position was

generated on the basis of feed back.

G. DATA ANALYSIS METHODOLOY: The simple aggregated result for this assessment are to

be further used to assess the training GAP and the training priority of the KSQs for all the

position. Lickert’ scaling model is used for interpretation of the results generating from the

aggregated responses.

11.4 IMPLEMENTATION & INTERPRETATION OF ANALYSIS:

1. Current level Vs Required Level: Target level of every competency is “4”. The current

level below “4” highlights the training gap for respective KSQs.

2. Current Training Areas: As mentioned earlier “4” is the minimum expected level. All

assessments of current levels below “3” indicate gaps, which needs to be abridged through

training.

SHORT FALLS / WEAKNESSES OF TNA / THE HRM WING:

Before looking into short falls / weaknesses of HRM wing in general and TNA research

process in particular, SWOT analysis of TNA / HRM shall unveil interesting feathers about

the objectives achieved.

Page | 38


STRENGTHS:

1. One advantage of TNA is that it reduces the possibility of errors that emerge in later

stages but derive from early decision.

2. TNA replaces personal management with HRM that reckons employees are human

capital

3. TNA of course, enhances skill and quality (KSQ) of employees, which limits the threat

of de-manning and downsizing.

4. TNA addresses competency level and leads to improve efficiency in the system

which receives appreciation / confidence of stake holders.

5. Use of information technology shall be cost effective.

6. In broad spectrum, HR reforms initiatives are brining in healthy signs of change in

old mind set.

7. TNA is not merely a paper shuffling activity. Rather it is strategic, continuous and

consistent process.

8. HRM is aiming to link training needs analysis as an integral part of the career

appraisement cycle.

Weaknesses of TNA / HRM Program:

1. Encapsulation: Training are not being applied in practical jobs.

2. Pitfalls in judging competency level: one blanket cannot cover all. Policy of judging

competency level is static and biased.

3. Training which the implementation plan of TNA is, it is being carried out in a stereo

type manner. Participants show least interest.

4. Lack of communication with junior employees does not let the management by

objective (MBO) concept to flourish with its true potential.

Page | 39


5. Use of technology is causing increase in employee’ stress because employees feel

that performance expectations are constantly being increased.

6. TNA does not suggest any remedy to raise the motivation potential in a job or to

mitigate on – job stress under automation.

7. HRM initiatives and even TNA does not lay any talent pipeline / job rotation / salary

structure / promotional structure in the hotel to encourage high skilled and high

performers for vertical growth in the career development.

8. Out Sourcing is inadequate, resource persons invited from outside do not belong to

any specialized well-known training institutions.

Threats:

o Organizational culture, managerial capacity and bureaucratic environment pose a

real threat to change.

o Lack of interest in training needs.

o Low motivational level is the threats to TNA program in particular and HR reforms in

general.

o The incentive scheme hardly motivates an individual or team for efficient and

dedicated performance.

Page | 40


Conclusions:

Recommendations

1. As regards pitfalls judging competency

level judged by the evaluator,

according to new concepts of HRM, it

is not the evaluator who determines

the level of competence or deficiency

in a particular area of knowledge.

Rather it is employee who gives the

option of the area in which he/she

requires training. Performance during

in-house training should be linked with

job evaluation.

2. Local institutions can play a vital role.

3. it is high time that organizational culture should be changed. Role of HR wing is

critical in this sense to seek competitive edge and make the organization, a real

learning and modern organization.

4. Succession Planning provides the best alternate talent pipe line in the department

to built 2nd generation of employees.

5. Career Development Path: Cross functional approach can help building high

competency level in the organization.

6. Cash Rewards and Incentives: There is much room to provide the reward scheme

and its correct implementation.

7. International benchmarks of efficiency can be emulated through use of risk

management system.

Page | 41


Reference & Sources Used:

I have consulted following references and sources to make the report and a viable

informatory document.

For Description Info: Author Excerpts

i) Job Description HRM Wing JD

Form

ii) Training Needs Analysis –do-

TNA Form

iii) Managing HR Wayn F.

Theoretical

Cascio Concepts

iv) Strategic Management Fred

David –do-

For Statistical Info:

Annexes

Exhibit-01: Organogram

Exhibit-02: Organogram of HRM wing

Exhibit-03: Synopsis of my report Part I & II

Exhibit-04: TNA Form

Exhibit-05: JD Form

Exhibit-06: Charts entailing competency level needs I & II.

Page | 42


TRAINING NEED ASSESSMENT

Incumbents: ……………… Please Identity Number of Personnel Evaluated

EVALUATED BY:

Instruction Encircle the appropriate option against each competency [See Scale at End]

Current Level Training Priority

Competencies 5 4 3 2 1 Height Medium Low

Knowledge 5 4 3 2 1 11 M L

Knowledge of Org. 5 4 3 2 1 11 M L

Macro Economic Planning and Management

5 4 3 2 1 11 M L

Strategic Planning 5 4 3 2 1 11 M L

Financial Controls and Budgeting 5 4 3 2 1 11 M L

Others (Please identity) 5 4 3 2 1 11 M L

Skills 5 4 3 2 1 11 M L

Strategic Change management 5 4 3 2 1 11 M L

Leadership 5 4 3 2 1 11 M L

PC Skills 5 4 3 2 1 11 M L

Presentation Skills 5 4 3 2 1 11 M L

Time Management 5 4 3 2 1 11 M L

Communication Skills 5 4 3 2 1 11 M L

Negotiation Skills 5 4 3 2 1 11 M L


Qualities / Attitudes 5 4 3 2 1 11 M L

Decision Marking and Problem Solving 5 4 3 2 1 11 M L

Guest Facilitation 5 4 3 2 1 11 M L

Knowledge of Best Practices in Employees Training and Development

5 4 3 2 1 11 M L


Scale (From 1 to 5)

5 Current Level is exceptionally good and requires no training.

4 Current Level is better than requirement.

Page | 43


3 Current Level is per requirement of the job.

2 Current Level is below the required level and high training need.

1 Current Level is substantially below the required level and critical there is need for training.

Signature of the Evaluator

A SAMPLE JOB DESCRIPTION FORM

Main Purpose of Job Units Functions Controlled

Key Result Areas Avg% Performance

Standards

Required

3. Effective utilization of 20% Recommendation for Reward Human Resource and recognition.

Knowledge Special Skills Personal QualitiesCommunication Skills Intelligent Analytical Skills Vigilant MS Word and Excel Efficient

HardworkingTrustworthy Alert & InquisitivePhysical Stamina

The End

Page | 44


SUGGESTIONS TO BE EFECTIVE MANAGERS

Mr. Ahmed Salman suggested us very

effective strategies to adapt, so that we can

be an effective manager. There are SIX basic

suggestions which he gave us, as stated

below:

1) MARKET INTELLIGENCE

2) COMPETITION ANALYSIS

3) PROVIDING SERVICES WITH EMERGING

MARKET TRENDS

4) STRONG FOLLOWER

5) BUSINESS MATERIALIZATION

6) CUSTOMER RETENTION

MARKET INTELLIGENCE:

To be at the top and to fulfill all the

managerial roles, initially you should be aware of each and every thing out in the market.

You should have the knowledge of all upcoming events so that an organization can present

itself in a good manner, to attract the customers. In these days the market is revolutionizing

day by day, so we should also keep pace with the changing market. We should know all the

pros and cons of the market which we are entering.

COMPETITION ANALYSIS:

You should be conscious of your competitors, so that you can analyze and develop the

strategy to maximize the profit. It is very important to be one step ahead of your

Page | 45


competitor in any way possible. As a manager you should have full knowledge about the

competitor’s strategies.

PROVIDING SERVICES WITH EMERGING MARKET TRENDS:

Providing up-to-date, high-tech services to the customers is a very innovative way to attract

them. Now a day’s our society is changing so rapidly and everyone is the search for greater

heights. If you stick to one kind of service and don’t change you will encounter great loss.

Therefore, to change according to the arising demands is the sign of a good management.

So it is necessary to provide maximize facilities to your customers to gain profit and to

satisfy your customers.

STRONG FOLLOWER:

The stronger your challenger is, the more you will compete and you will be more passionate

for your firm’s success. You should have faith in your own decision, and if you believe that

all what you are doing is profitable and within the resources of the business, then you

should go for it! You should work enthusiastically and motivate your subordinates to

accomplish the targets set.

BUSINESS MATERIALIZATION:

For the betterment of your job you should conduct different seminars so that you can be

aware of all the effective activities which are going around you, should give presentations to

increase your communication skills, and then last but not the least, you should also attend

all official meetings so that with the help of it you can interact with different people.

CUSTOMER RETENTION:

We know that the customers are the backbone of every business’s success. So the

customers should be provided facilities in a very organized manner with hospitality; services

should be cheap and at the same time good in quality and which should be provided

efficiently. These qualities will attract customers who will always place you on their top

most priority list. Fulfilling the consumers needs not only will provide you with business but

also superiority in the market.

Page | 46


MANAGEMENT SKILLS TO BE USED:

Mr. Ahmed Salman utilizes all the major skills at his position. Conceptual skills are used to

solve and analyze the critical situation. With the help of his mental ability he is able to take

the correct decisions at the right time. He (Mr. Salman) has 15 years of experience, which

enhances his ability to handle every type on problem. Due to his experience his concepts

are crystal clear and he can easily handle the difficult situations by posing better and

improved solutions. Mr. Salman organizes the tasks knowing what should be done first and

what should be done after some time. Conceptual skills are very important in this field of

job. As a manger of sales and marketing, Mr. Salman identifies the opportunity for

innovations and recognizes problem areas

and implements solutions to eliminate the

problem.

Mr. Ahmad Salman uses his human skills,

which is the ability to work well with other

people individually or in a group, although he is

on high post i.e. Director of Holiday Inn

but he still considers he a normal middle-class

human being, who also started his career

from the initial stages. He is a down to

earth type of person, who knows and respects

his cultural and moral values due to which he

has the ability to understand the needs of

his people. He is kindhearted and polite to his subordinates; he said that he works with his

staff as if he is one of them. On the other hand, Mr. Salman has very high communication

skills which can easily influence his communication and understanding with others. He

motivates his staff and gives them full support. He is role model for his subordinated, who

guides them and shows them the right path to follow.

A good leader can express himself by his effective skills, he has the ability to manage the

time, to divide the task in proper way and maintain the discipline. His work does not end by

imposing the tasks on the employees, but his duty is also to check whether the work is

Page | 47


being done properly or not. Last but not the least; he uses his technical skills as well.

Although he is a manager but it is also his duty to be aware of all the basics first. Mr. Salman

has a clear understanding of his job-specific needs, so that he can teach his staff without

any difficulty, what to do and how to do. As a manager, who leads and appoints jobs, his

own technical skills need to be well defined. Mr. Salman has all the qualities for a being an

excellent manager in his field.

Page | 48


Page | 49


SYNOPSIS OF MY REPORT

1. History

2. Introduction

3. About Management

4. Company and its operation

5. Organization structure of the company

6. Brief introduction about the working of various

departments

7. SWOT analysis

8. HRM studied in detail

9. Orgaogram

10. Staff and their duties

11. Support and interaction with other departments

12. Training, TNA, its objectives, structure of TNA report

13. Data gathering, Analysis methodology

14. SWOT analysis of HRM wing

15. Shortfalls and weaknesses of the HRM wing

16. Suggestions to be effective Manager

Page | 50

Date post:	27-Nov-2014
Category:	Documents
Upload:	naveed-ahmed
View:	746 times
Download:	1 times

New Internship Report

Documents