CHAPTER IV

RESTAURANT MANAGEMENT - A CASE STUDY OF HYDERABAD

MARRIOTTS

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CHAPTER IV

RESTAURANT MANAGEMENT - A CASE STUDY OF

HYDERABAD MARRIOTTS

History of Marriott:

Marriott International, Inc. is a leading worldwide hospitality company. Its

heritage can be traced to a small root beer stand opened in Washington, D.C.

in 1927 by J.Willard and Alice S. Marriott. Today it has nearly 2,900

lodging properties in the United States and 68 other countries and territories

across 18 lodging and vacation resort ownership brand1

Marriott simple goal to success2

“Do Whatever it takes to take care of the customer”

Pay extraordinary attention to detail

Take pride in their physical surroundings

Use their creativity to find new ways to meet the needs of customers

About Hyderabad Marriott Hotel3

Hyderabad’s most stylish urban retreat providing a truly liberating

hotel experience. The hotel’s central location overlooking the Hussian Sagar

Lake allows you to conveniently venture into any part of the twin cities.

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The Hotel has a range of facilities which include:

Food and Beverage options

Okra – 24 hrs coffee shop4,

Bidri – the specialty Indian restaurant ,

@trium – the lobby lounge

Bridge Bar – The perfect setting for a relaxing drink.

Off – 6 days per Month

If you wish to sit back in the room the very popular room Service option is

also available.

The Hotel has 7 floors and 297 rooms

The Hotel has 13 Banquets rooms

The hotel is just 5 kms away from Fajiv Gandhi airport , Hyderabad and 10

Kms away from the Hyderabad railway station.

Address of the Hotel:

Hyderabad Marriott Hotel

Opp Hussain Sagar Lake, Tank Bund Road,

Hyderabad.

Andhra Pradesh, 500 080

India

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FOOD AND BEVERAGE HIERARCHY OF HYDERABAD MARRIOTTS 5

Mathew Cooper(Director of F&B Service)

Rudrojit Deb(Asst. Dir of F&B Service)

Arun Kumar Animesh Barat Arun Kumar(Restaurant Manager) (Director of Events) (Restaurant Manager)Okra – Multi cuisine Bidri - Restaurant

Stephen , Praveen, Nathan Indrashish Sinha Murali(Captain) (Banquets / Events Mgr) (Captain)

Mohit K.S.Manivannan Shabir(Asst. Captain) (Asst. Banquet Mgr) (Captain)

Stewards Sandilya Stewards(Banquet Supervisor)

Trainees TraineesRanjit Roy Rafique Venkatesh

(Captains)

Stewards

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Trainees

JOB DESCRPITION OF THE FOOD AND BEVERAGE DIRECTOR

Title : Food and Beverage DirectorResponsible to : General ManagerResponsible for : F&B Department

SPECIFIC DUTIES & RESPONSIBILITIES 6

1. To ensure and maintain efficient service in the food and beverage

department

2. To ensure catering targets are reached

3. To devise plans and schemes with consultation of the Executive chef,

ways to increase turnover

4. To ensure maximum safety towards staff and guests.

5. To confer regularly with the staff of other deparments

6. To requisition for few new products available so as to keep up with

latest trends.

7. To plan menus in consultation with the executive chef

8. To ensure proper co-ordination of other departments in ensuring

smooth functioning.

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JOB DESCRPITION OF RESTAURANT MANAGER

Title : Restaurant ManagerResponsible for : F&B ManagerResponsible to : His Restaurant and his Staff

SPECIFIC DUTIES AND RESPONSIBLITIES

1. He has to fulfill responsibilities for the smooth running the catering

services of the catering services in the restaurant

2. He is responsible for the food and beverage staff in his restaurant

3. He makes duty Schedules, holiday lists an hours on and off duty

4. He maintains discipline and gives instruction to the stewards.

5. He keeps record of daily sales, stock etc and also controls foreign

liquor

6. He meets VIPs and gives them personalized service

7. He confer with other departments especially with the kitchen. On the

whole he has to see to the smooth and efficient running of his restaurant.

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JOB DESCRIPTION OF THE CATERING ASSISTANT

Title : Catering AssistantResponsible to : Restaurant ManagerResponsible for : His Restaurant and its Staff

SPECIFIC DUTIES AND RESPONISBILITIES1. He comes next in superiority to the restaurant manager

2. He has overall responsibility to the staff of the restaurant

3. He relieves the restaurant manager on his day off

4. He sees that all his mise-en-place is carried out according to his roster

5. He will sometimes take orders if the captain is busy or not available

6. He helps the restaurant manager with the duty schedule.

7. He listens to guest complaints

JOB DESCRIPTION OF CAPTAIN 7

Title : CaptainResponsible to : Restaurant managerResponsible for : His section and its staff

SPECIFIC DUTIES AND RESPONSIBILITIES

1. He is responsible for assisting the guests with the menu

2. He takes orders from the guests

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3. He maintains discipline and takes briefing in the absence of the

restaurant manager

4. He takes stock of the liquor, glassware, crockery, cutlery etc.

5. He is required to have a good knowledge of food and wines

6. He should be able to discuss the menu with the guests.

Marriotts Hyderabad F&B Service Basics

1. Acknowledge every guest when they enter the restaurant

2. Greet the guest warmly with a smile and use their name if you know it

3. Present menus promptly

4. Make sure you know the basic ingredients and cooking methods for all

items on the menu.

5. Make sure you know all daily specials and their main ingredients and

mention the chef’s special when presenting the menu

6. All menus presented are clean without any marks

7. Take beverage orders immediately if you have the chance

8. When you make recommendations never recommend the most

expensive items

9. All service from the right except when silver serving items

10. All glassware sparkles

11. All plates are free of water marks/ spots

12. All silver plated items including the tips of forks shine always

13. All napkin folds are simple and the napkins are clean and crisply

starched.

14. Wines are presented to guests, water or beer bottles are not

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15. Always repeat the order

16. Make eye contact

17. Please don’t point in the restaurant

18. Don’t be too formal and don’t be over familiar

19. Use only Marriott Hyderabad without delay

20. Always carry a captain order pad

21. Process orders into Micros without delay

22. Use only Marriott Hyderabad matches, lighters and pens

23. Always carry a captain order pad

24. Cutlery is adjusted as soon as the order is taken

25. There is no need to introduce yourself

26. Never walk back to the kitchen or the heart of the house empty

handed.

27. Use the guest name at least once after they have written their name on

the bill or when you return the credit card

28. Bid an attentive farewell and thank the guests

29. Be a good team player and help your colleagues whenever possible8

Hyderabad Marriott’s Restaurant

LOBBY LOUNGE9

Situated in the lobby level, its one of the hottest spots in the city for business

and casual meeting

It serves the best coffees and finest tea from different parts of the world

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The sandwiches and the snacks served here are mouth watering and

tempting.

Average price of a salad is Rs 200/-

Average sales of per day is Rs 10,000/-

Timings = 0600 hrs to 2200 hrsLocation = Lobby LevelDress Code: Black Pant, white Shirt, Cream Colour waist Coat.

Floor : Tiles

Cover : 24

Seating Arrangements : Chairs with cushion and sofa

Floor – Tile

Cutlery – Stainless steel

Crockery – Ceramic

Glass – Scott Wiesel

Staffs:

Steward : 02 nos

BIDRI ( Specialty Restaurant)10

This restaurant is opened only for dinner

This is a beautiful restaurant which serves typical hyderabadi and lucknowi

cuisine

Ambience here is perfect for a romatic evening or a family affair

The décor here is with a lot of Indian touch with that royal look

The beautifully laid table with the hand made zardousi runners and candle

lamps give an exquisite touch to your evening

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The walls and the pillars are studded with Mirrors and Beautiful stones

which gives a historical look to the place.

Timings = 1830 hrs to 2330 hrs

Location = Lobby Level

Floor = Carpet

Cutlery – Stainless steel

Crockery – Ceramic

Glass – Scott Wiesel

Capacity:

Total of 78 Covers Indoor – 62 Covers and Outdoor lawn – 16 Covers

Dress Code :

For gentle man : Black pant, Whit shirt, red court with golden strips

For Woman : Black Saree

Staffs:

Restaurant Manager : 01 no

Captains : 01no

Hostess : 01 no

Stewards : 06 nos

Barman : 01 nos.

(During Restaurant Manager off manager from Okra will relieve .)

Average sales is Rs 50,000/-

A.C.P is Rs 500/-

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OKRA11

It is a 24 hours coffee shop which serves ala carte as well as a set buffet.

The coffee shop is beautifully laid and service here is very informal which

makes it very special

The speciality of this coffee shop is three meals with live kitchen

It has a very famous teepayanki counter which serves assorted ice creams

with your choice of toppings which is the only one in the city.

Timings = 24 hours coffee shop

Location = Lobby level

Floor = Tile

Chair = Wooden Chair with cushion

Cutlery – Stainless steel

Crockery – Ceramic

Glass – Scott Wiesel

Capacity :

Total 190 Covers . Indoor – 142 covers, Outdoor – 48 Covers

Buffet Timings:

Breakfast : 0600 – 1100 Hrs

Lunch : 1200 – 1500 Hrs

Dinner : 1800 – 2300 Hrs

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(Ala carte menu available apart from the buffet setups)

Dress Code:

For Gentle men – Red Half hand sheet, Khaki Pant and Khaki aprons

For women – Red Saree

Staffs:

Restaurant Manager : 01 no

Captains : 03 nos

Waiters : 07 nos

Sales on 8th Feb : Rs 2,90,432/-

Beverage sales : Rs41,500/-

A.C.P – 3,500/-

CONTROL OF CAPITAL EXPENDITURE

The capital expenditure as such is not a part of overheads. The

acquisition of an asset, however, entails a continuous expense over a period

of years. As the value of an asset diminishes with the passage of time a

proportion of its original cost must be deducted and charged against current

profits. This diminution in the value of an asset is known as depreciation.12

There are three main methods of depreciation:

The Straight Line method

Under this method the original cost of the asset, less any scrap value,

is divided by the estimated life of the asset, thus:

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Original Cost of Asset : RS 1200

Less Scrap Value (say) : 100

------------

Amount to be written off : Rs 1100

If estimated Life of Asset 10 years

Then Depreciation at a fixed rate of Rs 110 per annum.

The Reducing Balance Method:

Under this method a fixed percentage is written off each year,

calculated on the value of the asset at the beginning of the year. The amount

to be written off diminishes with the value of the asset.

Original Cost of Asset : Rs1200

Less Scrap value (say) : 100

-----------

Amount to be written off : Rs1100

Less 10% Depreciation - 1st yr : 110

-----------

Book Value at the end of 1st yr : Rs 990

Less 10% Depreciation – 2nd yr : Rs 99

-----------

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Book Value at the end of 2nd yr : Rs 891

Less 10% Depreciation – 3rd yr : 89

----------

Book value at the end of 3rd yr : Rs 802

The cost of an asset is made up of depreciation and repairs, and both

have to be charged against current profits. Whilst the amount of depreciation

under this method becomes progressively less, the cost of repairs is, as a

rule, more at the end than at the beginning of the life of the asset. As a result

the charge against the profits of the establishment is more or less constant

Revaluation Method13

It would be impracticable to work out the individual amounts of

depreciation on small items of equipment such as Cutlery, corkscrew, ice-

cream scoops, servers, plate and linen. Such equipment is best depreciated

by the revaluation method. A periodical inventory is made and the difference

between the value of such equipment at the beginning of the period and at

the end of the period is written off as depreciation.

BUDGETING FOR FOOD OPERATIONS 14

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Budgeting is essentially the planning process by means of which

budgets are evolved for a business as well as the various departments/

sections of a business. Hence when one budgets one budgets one plans future

operations in respect of a definite period of time.

A budget is a statement expressed in monetary or quantitative terms,

reflecting the policy of a business and determining business operations in

respect of a particular trading period. Most budgets are expreseed in

monetary terms, e.g cash budget, sales budget, labour cost budget, budgeted

profit and loss account. There are some budgets however which may be

expressed in terms other than money. A personal budget may project the

number of separations over a period of time and show the number of

employees to be engaged for various departments of a business. The sales

budget may in addition to sales values, show the budgeted number of covers

and the budgeted percentage of room occupancy.

BUDGETARY CONTROL 15

It is the responsibility which is assigned to managers is usually

expressed in terms of sales targets, profit margins, cost ceiling etc. Another

essential ingredient of budgetary control is the continual comparison of

budgeted and actual results and the ascertainment of variances (differences

between budgeted and actual results) where there is a system of budgetary

control in operation current operating results are reviewed frequently.

Weekly monthly and sometimes quarterly in order to ascertain to what

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extent current catering operation are in accordance with the policy of the

business.

KINDS OF BUDGET

When we consider the subject matter of budget we distinguish

between capital budgets and operating budgets. Capital budgets deals with

the assets and capital funds of the business. Budgets for plant, equipment,

cash and stocks are therefore capital budgets. Operating budgets are those

concerned with income and expenditure of the business. Budgets for sales,

purchases, labour costs and office expenses are therefore operating budgets.

When we consider the scope of the budget we distinguish master

budgets and departmental or functional budgets. Master budget incorporates

all the income and expenditure or all the assets and liabilities of the business.

The former would be described as the budgeted profit and loss account and

the later as the budgeted balance sheet. A departmental or functional budget

is one which is in respect of a single department of a business e.g a

banqueting budget or a particular function such as sales purchases or

advertising.

Finally it is possible to distinguish between fixed budgets and flexible

budgets. Whether a budget is fixed or flexible depends of the effect of the

level of turnover e.g. advertising budget office administration budget or

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maintenance budget is known as fixed budget. It is a fixed budget because

short run changes in the volume of turn over have no effect on the budget

concerned. A budget which provides for a several possible levels of turn

over and predetermined costs or cash flows accordingly is known as a

flexible budget16.

THE OBJECTIVE OF BUDGETARY CONTROLS MAY BE AS

FOLLOWS:

To give practical expression to the aims and policies of the business.

To provide a detailed plan of catering operations in respect of a particular

trading period.

To ensure better co-ordination of the various departments

To set standards ( targets) against which is possible to measure managerical

performance

To ensure an economical use of the resources of the business.

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BUDGETARY CONTROL AS EXTENSION OF POLICY

Catering Policy

Financial Policy

Operating Budgets Capital Budgets

Sales Budgets Plant and Equipment Budget

Cost of Sales Budget Light equipment Budget

Labour Cost Budget Capital Funds Budget

Over Head Cost Budget Cash Budgets

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Master budgets

Budgeted Profit and Loss Account

Budgeted balance Sheet

Sales Budget: The purpose of sales budget is to predetermine the

volume of sales in respect of a trading period (last year sales, or last month,

or last six month). The sales budget is a most important budget not only

because of the influence of the volume of sales on profits but also because it

influences the preparation of other budgets.

Labour Cost Budget: Labour costs are budgeted for in relation to the

volume of sales. Obviously the higher the volume of sales the higher the

total cost of labour. How ever labour cost is a Semi fixed cost

Over Head cost Budget: An overhead cost budget may be

prepared as one single budget or be sub divided into several separate

budgets. Whilst a single overhead cost budget may be sufficient for a small

organisation.

The overhead cost budget will generally tend to change little from one

trading period to the another as the most important items of expenditure (e.g

rent, rates, depreciation) tend to remain fixed over a period of time.

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While preparing this budget it is essential to distinguish between fixed

overheads ( e.g. rent, rates, depreciation of premises) and semi-fixed

overheads (e.g. Gas, Electricity, replacements renewals)

Budgeted profit and Loss Account

The purpose of the budgeted profit and loss account is to

predetermine, in respect of a particular trading period, all income and

expenditure of a business as well the net profit to be earned. The budgeted

profit and loss account must be drawn up so as to show what is important

and pertinent. E.g. Departmental gross profits, labour cost percentages, the

overhead cost percentage and the net profit.

How can you increase Sales?

Every employee should be a part of your marketing effort. We show

how every employee from the front desk to housekeeping contributes to the

marketing and sales effort of a hotel.

Training clearly can increase sales and improve profits for any organization.

Kitchen Profit = Sales – food cost17

Net Profit = Kitchen profit – (Labour + overheads)

Total Sales

Average Spending Power(ASP) =-----------------------

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Number of customers Served

Food Cost

Food Cost Percentage = ------------------- X 100

Sales

Gross Profit = Sales – Food cost

LABOUR COST CONTROLL

Introduction:

Having the correct amount of food and beverage in the

operation to serve quest is important . knowing about the products is vital

also .

In the past , labour-related expenses were much less important

the food service manager than they are too late , in some food served

establishments the cost of labour actually exeeds the cost of food and the

various products. Today’s shrinking work force would indicate that future

food service manager will find it more and more difficult to recruit .

therefore , the control of labour expenses takes on a greater level of

importance than ever before .

TYPES

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Labour expenses (cost ) includes salary and wages in (some time

called payrolls) in addition to salaries and wages , however the following

expenses may be considered as labour related expenses.

1. Provident fund .

2. Travelling allowances .

3. Workmmen’s compensation.

4. Group life insurance .

5. Health insurance .

6. Pension plan payments.

7. Employee meals.

8. Employee training expense.

9. Employee medical.

10.Employee housing.

11.Vacation and sick leave.

ASSESING LABOUR PRODUCTIVITY.

There are meny ways to access labour productivity , in general productivity

is measured by the following formulas18 .

OUTPUT productivity

INPUT

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FOR:EG: a restaurant in which the waitresses served 16 guests using the

productivity ratio formula, the output is guest served, and the input

waitresses employed, as follows

60 guests = 15 guests per waiter

4 waitresses

Our productivity ratio is one waitress per 15 guests or 15 guests to 1

waitress.

There are many ways of understanding food service output and input, this

there are several types of productivity variation. They are helpful

determining the answer to the question how much should I spend on a

labour? How many can poor waitresses serve? Etc. these cost can, however,

be managed. Each food service operator must develop his or her method for

managing payroll because each food service unit is different.

MANEGING PAYROLL COST (payroll cost determination)

Essentially the management of payroll cost is a four step process that

includes the following factors

Step 1- Determine productivity standard

Step 2 – Forecast sales volume

Step 3 – schedule employees using sales forecast and productivity standard

Step 4 – Analyze results.

The first step in controlling payroll cost Is to determine productivity stds for

the operations. In other words, management must find answer to the

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questions of how long it should take an employee to do a job and how many

employees it takes to do a complete job.

FACTORS THAT MAKE WORKERS MORE PRODUCTIVITY:

1. Training

2. Supervision of all workers require proper supervision

3. Equipment

4. Morals

5. Scheduling

6. Breaks

7. Employee selection

8. Menu

9. Convenience versus scratch preparation

10.Service level desires

The important points to remember when determining the labour productivity

measures by categories are as follows ….

1. Be sure to include all the relevant dada , weather dollars spent hours used or

guests served.

2. Divide each category using the same method of identifying numerator and

denominator .

3. Compute an overall total to ensure that the sum of the categories is

consistent with the overall total .

STEPS IN CONTROLLING LABOUR COST

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STEP 1. Determine productivity standards.

The first step is the determination of the productivity standards is

designed as managements view of what constitutes an appropriate

productivity ratio in a given food service unit or units thus the productivity

standards might be particular labour cost percentage , a specific number of

guests served per labour expended , or any other predetermined productivity

ratio management wants to utilize . These standards are typically based on

the following information .

1. Unit history

2. Company average.

3. Industry average

4. Management experience

5. Combination of the above

REVENUE (CASH ) CONTROL

All staff handling cash should be adequately trained in the respective

company method. It is common practice for a cashier or a waiter handbook /

manual to be procedure so that an established procedure of ensuring that

cash security is efficiently carried out at all times .

a. Opening procedures : instructions here would include procedure about

checking the float , having a float of a specific denominations ,

checking the till role , recording waiters bill pad number .

b. Working procedures : instructions on how to accept payment and

following procedures .

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c. Closing procedure : instructions on any documentation and recording

to be completed cashing up , recording of credit card , cheques ect.

d. Procedure for accepting foreign currencies : What currency is to be

accepted , how to obtain the current exchange rate .

e. Procedure for accepting credit cards : which credit cards to be

accepted , to check them , method of processing , credit card

payment , recording credit card vouchers , etc.

f. Procedure for accepting vouchers such as lunch on vouchers : which

voucher is accepted to be recorded.

g. Procedure for accepting cheques : how cheques are to be made out ,

customer procedure varied banker card , checking the sign

correspondence .

h. Accepting travelers cheque : Which re accepted ? , what currencies are

available .

i. Accepting complimentary or signed bill : check against currency list

of authorized persons and signature systems .

SYSTEMS

a) MANUAL

b) AUTOMATED

a) MANUAL

Sales check : Duplicate or triplicate cheques are used on an aid to controll

A. To provide a written record of what was ordered and what was received .

B. To authorize kitchen etc to issue food .

C. Allows the comparison of top copy with duplicate to check variance .

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CASHIERS ROLE

A. Issuing check pad to staff , record number of cheques issued in each pad and

get staff signature and after completion of service receive it back.

B. To check the pricing extentions and sub totals of cheques and add tax.

C. To receive cheque , money , credit or , and signature required .

D. Complete missing check list for each meal period . respective check number

in the list are crossed out when payment is made .

E. To complete restaurant same control sheet for each period . All revenue

received is recorded under headings like cash , cheques , credit card

transactions .

b.)MACHINE SYSTEMS (Automatic)

ELECTRONIC CASH REGISTERS

These are the higher speed machines with following advantages .

A. Price customer cheque through preset price .

B. Print cheque , including the previously entered items .

C. Having keys to change preset prices in the time of happy hours .

D. Provide and sales analysis .

E. Provide sales analysis on waiters basis per hour .

F. Restrict access to ECR by entry code to each operator .

G. Eliminate the need for cashier , by requiring each waiter to take own

payment .

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POINT OF SALE CONTROLL SYSTEM

At a basic level of point , a point of sale control system is no more than a

modern ECR with one or more printers .

1 J.W.Marriotts Magazine – book well – 2004 issue

2 I.B.I.D

3 Hyderabad Marriotts brochure

4 I.B.I.D

5 I.B.I.D

6 Marriotts magazine monthly – 5th issue 2007-08

7 I.B.I.D

8 I.B.I.D

9 Hyderabad Marriotts brouchure

10 I.B.I.D

11 I.B.I.D

12 Effective Food Service Management – Y.P.Singh

13 Concepts of food Service Operations and Management – Mohomad A.Khan - Tata Mcgraw Hill -2004

14 F & B Management – R.K. Malhotra – Blackwell Publications - 2000

15 Financial Management – Korn and Jain – Tata Mcgraw Hill -2004

16 Financial Cost Control in Hotel and Catering Industry – Jag Mohan – PHI - 2004

17 Successful Restaurant Operations – Chiffriller - ELST edition - 1998

18 F & B Management – Davis & Stone – Hutchinson & Co - 1980

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ADVANTAGES

1. To provide an instant and separate clean and printed order to the kitchen or

to the bar of what is required and by whom.

2. Speeds up process of billing order to kitchen and bar .

3. To aid control , in bar items can only be ordered when they have baan

entered into the ECR or terminal by an identifiable member of the waiting

staff and printed .

4. To afford more time for consumer contact .

STEP 2. Forecast sales volume

Sales volume forecasting , when combined with established with

labour standards , allow a food service operator to determine the number of

employees needed to effectively service those guests who will waste the

facility all food service units must forecast the volume . this can be termed of

either sales dollars or number of guests to be served.

STEP3. Scheduled employees using sales forecast and productivity .

Forecasting sales volume is important to control because it begins to

control because it begins to take management out of past and present and

allow it to project into the future and influence what will happen to illustrate

how established labour standards are combined with sales forecast to

develop employees scheduled or dollars spent .

Some food service managers practice on cell system whereby

employees who are offduty are assigned on cell status , this means that these

employees can be contracted by managers on short notice to service

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additional volume or to cover for other employees who are absent . other

manager practice a call in system . in this arrangement , employees who are

off duty are required to check in with management on a daily basis to see if

the volume is such that they maybe needed , this is a particularly to make

rapid chance in staffing because of on forced increases in protected sales

volume .

STEP4. Analyse results

To determine percent of budget the following formula is there

Actual amount = percentage of budget

Budget amount

Some food service operators refers to use the term standard cost rather

than budgeted cost when referring to their work . if productivity standards

are used to establish budgeted labour cost , than of course , the two terms are

synonyms.

TRAINING IN RELATION TO MANAGEMENT

As a manager of a hospitality operation what are our greatest fears or

worries on a daily basis? Is it turnover and not having enough people to

operate your establishment effectively? Is it cost management and the

balance of expenses needed to run your property? Is it service and what

appears to be a decline around the industry in service standards and

expectations or is it sales and revenue generation and how to meet and

exceed budget and forecasts.

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There are many fears that a manager and leaders face on a daily basis.

There is however one solution that is common to each of the following

questions.

How can you reduce turnover

How can you control cost more effectively

How can you improve service

How can you increase sales

The answer is not new . It is training

How can we Reduce Man Power Turnover?

Training requires the communication of information and the

development of skills. When employees are comfortable and confident in

their jobs and they can perform at above standards consistently. They will

stay longer on jobs.

Numerous studies show how much it costs to replace an employee.

These are separation cost (administrative functions related to termination,

severance pay and increased unemployment compensation) vacancy costs

(overtime pay for other employees, completing the tasks of a vacant

position) and replacement cost (recruiting, management time for interviews )

.By training our employees effectively they will be employed for longer

periods of time. This equates to lower human resource costs, management

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freedom to deal with other issues and operational concerns and improved

employee morale.

How can We control costs more Effectively?

Effective training means employees are performing their duties

correctively and efficiently. They will know what supplies to use, when to

use them and how to make them effectively. When procedures are followed

costs are minimized as waste is reduced.

How can you improve service?

When employees know how to perform their duties correctly, service standards can be achieved and exceeded. Employees can be trained on how to greet guests, serve guests and interact with guest. Every employee in your organisation may come into contact with guests and should be trained to handle an interaction appropriately.

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CHAPTER – IVRestaurant Management – A Case study of Hyderabad Marriott

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