Posted at 12.19.2018
For any business to perform well, it must acquire and optimize the deployment of people with talent. Identifying the right talent to fill particular positions and roles is critical to the organization's effective functioning. All, all too often, though, businesses fail to devote sufficient focus on this issue. Organizations and jobs will never be the same eternally. Changes derive from the global economy, on changing technology, on our changing employees, on cultural and demographic changes, and on the changing nature of work itself.
We should try to learn new skills and develop new abilities, to react to these changes in our lives, our careers, and our organizations. HR planning is a decision making process that combines three important activities that happen to be: identifying and acquiring the right number of individuals with the correct skills, motivating them to achieve high performance and creating interactive links between business objectives and folks planning activities.
The purpose of this assignment is to document on the human resource planning at Shandrani Hotel as HR planning is dependant on the belief that people are an organization's most important strategic resource. We will try to show how far theory can be put into practice as it is difficult to predict the near future as well as the policies and strategies within the organization can shift suddenly in one priority to the other. Moreover there is insufficient evidence that Human Resource Planning does work as there's been little research evidence of increased use or of its success.
To assess future requirement of new staff both in conditions of numbers and of levels of skills and competences, formulating and implementing plans to meet those requirements through proper recruitment and training.
Due to huge competition and globalisation surrounding the world, managers have, to teach and develop their workers to make sure they are more efficient in the workplace. Human resource planning identifies the process of employing the right person for the right job. In all industry, organisation have finally realised the value of human resource planning, and everything organisation may have different method of HRP, however, this assignment lays focus in one particular sector, that is the tourism sector. Tourism sector which is labour intensive in comparison to other industries, for instance, sugar industry which is machine intensive. Which means application of human resource planning shall differ and be applied based on the need of the organisation.
Chapter 1 gives an idea in what is the positioning of tourism in Mauritius, we can therefore deduce from past figures that tourism industry keeps growing, thus very profitable for Mauritian economy
Chapter 2 defines the Human Resource planning since its year of introduction to its actual use on the market. We've compiled the views of varied theorists on HRP.
Chapter 3 shows the procedures followed to gather information for the assignment, with particular reference to Shandrani Resort and Spa.
Chapter 4 gives an overview about Beachcomber group and presents Shandrani Resorts and Spa.
Chapter 5 will concentrate on the process of Human Resource Planning at Shandrani Resort and Spa.
The tourism sector, besides facing cut-throat competition knew a fantastic performance for the first semester of 2010. Figures from the Central Statistical Office (CSO) of Mauritius has revealed that tourists' arrivals for the period January-June 2010, has attained its 439, 150 compared to 413, 504 in the corresponding year of 2009, thus representing an increase of 6. 2%. The tourism industry is of such paramount importance for the Mauritian economy, that the figures indicating the importance for the Mauritian economy towards GDP is likely to rise from 26. 5% (MUR 77. 8bn) to 32. 4% (MUR216. 4bn) this year 2010.
The credits of the massive increases go to a mixture of factors, such as aggressive promotional initiatives abroad, the opening up of air access to the country coupled with the increased capacity of airlines already serving the route and the greater consensus among all the industry stakeholders.
At the end of June 2010, there were 104 registered hotels in Mauritius, with a complete room capacity of 11, 362 and 23, 168 bed places.
For the first semester of 2010, the area occupancy rate for any hotels averaged to 64% compared to 59% in the corresponding semester of 2009 as the bed occupancy rate was 56% against 52%.
Data from Bank of Mauritius indicates that gross tourism receipts for the first semester of 2010 were MUR 19, 869m that is an increase of 8. 5% compared to MUR18. 249m for the same period of 2009. Based on data available on tourist arrivals for the first half a year of the year 2010 and information gathered from various stakeholders, the Central Statistical Office (CSO) and the Mauritius Tourism Promotion Authority (MTPA) forecast of obtaining nearly 1 million tourists this year, representing 5% year on year.
According to Bank of Mauritius, tourism receipts for this year will be around MUR 935 millions, representing a rise of 6. 3% over last year figures.
Moreover, in order to tap the hospitality industry in Mauritius, major Indian hotel chains' are aggressively establishing hotels in the united states. According to Vijaye Haulder, Deputy Director, Mauritius Tourism Promotion Authority (MTPA), about 5 major hospitality chains in India are in talks with the Mauritian government so you can get land to construct hotels. Each one of these hotels are expected to add about 1500 rooms within the next three-four years. The Sagar Hotel Group which has already been running two luxury hotels in Mauritius is planning another hotel spread over 20 acres in the united states.
The tourism industry is a colossal pillar for the Mauritian economy because we've too much to give, sell and tell the globe.
Organizations are presently operating in a rapidly changing and competitive environment. Managers have to optimize the use of the available employees in order to be competitive. HRP therefore attempts to reconcile organisation's needs for resources with available supply of labour.
HRP therefore ends in matching visitors to the work, that is, the right people doing the right thing. HRP must be adjusted every once in awhile because the goals and objectives of an organization are not stable due to various uncertainties.
Walker (1980) defines it as "a management procedure for analyzing an organisation's human resource needs under changing conditions and developing the actions necessary to gratify these needs. " Similarly, Vetter (1967), Burrack and Mathys (1985) define it as a process targeted at assisting management to regulate how the organization should move from its current staffing position to its desired position.
Nel et al (2008:216) maintains that HR planning "ensures that a predetermined amount of employees with appropriate skills, knowledge and skills are available at a specified time in the near future Hr planning therefore systematically identifies what is would have to be able to guarantee their availability. "
As defined by Bulla and Scott (1994), it is "the process for ensuring that the human resource requirements of a business are determined and plans are made for satisfying those requirements. "
From the definitions of Human Resource planning proposed by the many researchers and practitioners, you'll be able to try to define what HRP is in the current circumstances. It really is in our terms a management process designed to translate strategic objectives into targeted quantitative and qualitative skill requirements, to recognize the human resource strategies and objectives necessary to fulfill these requirements over both the shorter and the longer terms,
As Quinn Mills indicates, human resource planning is "a decision-making process that combines three important activities:
1) Identifying and acquiring the right number of folks with the correct skills,
2) Motivating them to attain high performance, and
3) Creating interactive links between business objectives and people-planning activities. "
However, it must be recognized that although the idea of human resource planning is more developed in the HRM vocabulary it generally does not seem to be to be established as a key HR activity.
As Rothwell (1995) suggests: 'Apart from isolated examples, there's been little research evidence of increased use or of its success. ' She explains the gap between theory and practice as due to:
The impact of change and the difficulty of predicting the future - 'the need for planning can be the inverse proportion of its feasibility';
The 'shifting kaleidoscope' of policy priorities and strategies within organizations;
The distrust displayed by many managers of theory or planning- they often prefer pragmatic adaptation to conceptualization;
The lack of evidence that human resource planning does work. also to provide necessary feedback mechanism to assess progress. Overall the goal of the planning is to invoke an institutional learning process and also to generate information which may be utilized to support management decision-making in every staffing areas.
Organizations take part in the process of HRP to recognize HR needs and the ways of meeting those needs.
Business strategic plan; Defining future activity levels and initiatives demanding new skills.
Resourcing strategy; Plays a part in the formulation and implementation of business strategies. It identifies planning in order to attain competitive advantage by developing intellectual capital - employing more folks than rivals; these people will have a wider and deeper selection of skills and behave with techniques that maximize their contribution-The organisation attracts such people by being an 'employer of choice'.
Scenario planning; assessing in broad terms where in fact the organisation is going in its environment and the implications for human resource requirement. Scenario planning has been fairly described "as a formal process but it can be regarded as an informal approach to thinking about the future in broad terms, based after an analysis of likely changes in the external and internal environment. "(Armstrong 2001)
The next stage in the process involves predicting the way the dependence on and the availability of Human resource is likely to change in the foreseeable future.
Demand forecasting; estimating the near future quantity and quality of people required. The perfect basis of the forecast can be an total annual budget and long run business plan, translated into activity levels for every function and department or decisions on downsizing.
Various demand forecasting methods are available and they'll be analyzed below:
managerial or expert judgment
This is the most common method and it simply requires management to sit down and estimate the recruiting essential to achieve corporate goals.
It is carried out by identifying past trends, using statistical and mathematical techniques and project these in to the future to ascertain requirements.
This is effective when individual components of jobs can be measured. This job is divided into discrete tasks, monitor the time taken to complete each component and calculating the quantity of labour required.
Mathematical modeling techniques using computers help to prepare demand forecast.
Supply forecasting; measuring the number of people apt to be available from within and outside the organization having allowed for absenteeism, internal movements, and promotions among others.
The forecast will be based on:
1) An analysis of the prevailing recruiting in terms of skills, occupations
2) Forecast losses to existing resources through attrition/labour wastage.
3) Forecast changes to existing resources through internal promotions
4) Effects of changing condition of work and absenteeism
5) Source of supply from within the organization
6) Source of supply from outside the organization in national and local labour market
The review of current resources needs to cut organizational and occupational boundaries to provide inventories of skills and potential. It may be important
1) To know how many people with potential promotion exist and where they can be found
2) To know how many people have special skills and skills in the organization
3) To recognize the problems which may arise from retirement
In fact the above mentioned can help to ensure that the business is making the most efficient use of its existing resources and can help identify any potential trouble spots.
External supply of potential employees must be indentifies- some factors which can have important impacts on the way to obtain manpower at local and national market are:
Population densities at your fingertips of company
The attractiveness of the company as a location to work in
The effect of changing educational patterns, students staying longer in schools
The demand and offer forecast can then be analyzed to ascertain whether there are any deficits or surpluses in human resource. This gives the foundation for recruitment, retention and if unavoidable, downsizing plans.
It refers to the analysis of the number of men and women leaving the organisation. It offers data for use in supply forecasting, so that calculations can be made on the quantity of people lost and also require to be replaced.
Moreover, an analysis of the amount of leavers and the reasons behind their leaving the business will indicate whether actions are had a need to improve retention rates. The most frequent method of measuring labour turnover is expressed the following:
This measure can be used most effectively over a comparative basis and sometimes provides the basis for internal and external benchmarking.
Investigations into reasons for turnover are undertaken via exit interviews and leaver questionnaires or even through attitude surveys.
Reasons for leaving are:
Better career prospects
Poor relationships with manager or team leader
Labour turnover can be quite costly since it represents an opportunity cost of time spent by HR and Line Manager in recruitment, loss due to reduce input from new starters until they can be fully-trained, direct costs of introducing induction course.
It refers to the analysis of the environment where the people work in conditions of scope it provides for them to use and develop their skills and achieve satisfaction.
Analysing productivity, the utilisation of men and women and the scope for increasing versatility to respond to new and changing demand.
The HR plans are derived from the resourcing strategy and takes into account data from a combo of scenario planning, demand and offer and forecasting and labour turnover analysis. Again there is a lack of certainty and predictability.
"The plans frequently have to be short term and flexible due to difficulty of making firm predictions about HR requirement in times of rapid change. " (Armstrong 2001: 375)
Plans have to be prepared in the regions of resourcing, flexibility, retention, downsizing and productivity
This is primarily concerned with preparing plans for finding folks from within the organisation, recruiting externally and attracting high quality individuals as the "employer choice"
Internal resourcing is the first step to analyse the option of suitable people from within the organisation, by referring t assessments of potential and an art database- decisions can be made to promote, redeploy and offer extra training to eligible staffs.
The recruitment plan would are the number and type of employees required to constitute any deficits and when they are simply needed. The likely resources of recruits are colleges, advertising.
Plan for trapping alternative sources such as part timers
How recruitment programme will be conducted
Recruitment plans will include arrange for attracting good individuals by ensuring that the organization will become an employer of choice. Initiatives to be an 'employer of choice' might include
Providing opportunities for development and career progression
Addressing work life balance issue
Better remuneration packages
Man Fred De Vries (cited in Williams 2000:28) stated that 'today's high performers are like frogs in a wheelbarrow: they can jump anytime"
Various organizations recognize this and are turning their focus on key staff. Retention measures can include the following:
Pay and benefit - competitive rates of pay, flexible benefits
Recruitment and selection - set appropriate standards, match people to posts, offer an accurate picture of the job
Training and development - good induction processes, provision of development opportunities to meet the needs of the individual and the organizations.
Job design, provision of interesting work as much autonomy and ream working as it can be.
Management means that managers and supervisors have the skills to manage efficiently.
Planning for increased flexibility in the utilization of Human Resource to allow the organization to make the best of its people and adapt swiftly to changing circumstances.
Armstrong shows that the aim of the flexibility plan should be to
Provide for greater operational flexibility
Improve the use of employees skills and capabilities
Reduce employment costs
Help to attain downsizing smoothly and steer clear of the need for compulsory redundancies
Thus strategies like job sharing, home working, tele working, subcontracting and employing in your free time staff should be implemented.
It sets out programmes for improving productivity and reducing employment costs in such areas as:
Improving methods, systems and processes
Mechanization, automation and computerization
The use of financial and non financial incentives
The downsizing plan is implemented as last resort 'if all else fails' It may be essential to deal with unacceptable employment costs/surplus variety of employees by downsizing. The downsizing plan should be predicated on timing of reductions and the procedure itself.
The plan should set out the following:
The number of folks who have to move so when and where this need to take place
A forecast of the likely numbers who'll be volunteer to leave
Arrangement for informing and consulting with employees and their trade unions
Planning of human resource is extremely important as it allows the optimum use of the most valuable asset of a business in the attainment of its objectives and goals.
To find gaps and devise solutions. Once we say, nobody plans to fail; they just neglect to plan.
To attract and wthhold the number of folks with the correct skills, expertise and competencies
To anticipate the problems of potential surplus and deficits of people
To create a well trained and flexible workforce, thus contributing to the organization's ability to adjust to an uncertain and changing environment
To reduce dependence on external recruitment when key skills are an issue by formulating retention as well as employee development strategies.
HRP is afflicted by the employment situation in the country i. e. in countries where there is greater unemployment; there could be more strain on the company, from government to appoint more folks. Similarly some company may force shortage of skilled labour and they may have to appoint people from other countries.
Technology changes at a very fast speed and new people having the required knowledge are necessary for the company. In some cases, company may retain existing employees and teach them the new technology and in some cases, the company must remove existing people and appoint new.
Changes take place within the business from time to time i. e. the company diversify into new products or close down business in some areas etc. in such cases the HRP process i. e. appointing or removing people changes according to situation.
Demographic changes refer to things referring to age, population, composition of employees etc. Lots of people retire each year. A new batch of graduates with specialization turns out every year. This may change the appointment or the removal in the business.
Industries having high labour turnover rate, the HRP will change constantly i. e. many new appointments will need place. This also impacts the way HRP is implemented.
Workers from different countries travel to other countries searching for job. When a company plans its HRP it needs to take into consideration this factor also.
Company must retain in mind certain pleasure. Groups like human rights activist, woman activist, media etc. as they are incredibly capable for creating problems for the company, when issues concerning these groups arise, appointment or
Human Resource (HR) planning is vital to an organization's success. It serves as an analysis of the current and future needs of the organization. This process helps guide a business in several areas, such as staffing, development, training, and benefits and compensation designs.
Staff, or personnel, planning is one of the most typical activities conducted by HR departments, according to articles on AllBusiness. com. It typically is made up of using the current staff size and design to predict staffing levels for the upcoming year. HR departments may utilize a company's strategic plan as a resource for information. For example, if a business intends to launch a fresh interactive website in the following year, the HR department will budget for additional staff to construct and maintain the website.
Training and Development
HR departments create training and employee development plans as well. This type of planning must be conducted in advance of the business's needs in order to prepare for the kids, both from financial and resource perspectives. Training for new employees and product rollouts may be included. Teaching current employees new skills is considered an aspect of development. Organizations reap the benefits of having streamlined and regular training programs
Career development is imperative to be able to prepare an organization for upcoming retirements, as well as to retain long-term employees. Companies have to have a strategic plan about how they plan to replace their management with qualified leaders. This means that current employees should have career road maps and plans that incorporate both short-term and long-term goals. For example, if an organization is grooming a high, young salesperson for the management track in five years, training should get started now. This might include time management courses, classes on how to teach others and a mentor program.
When companies foresee an upcoming need to downsize, it's in their best interest to own their HR departments plan for it beforehand to ensure that the process is smooth and orderly, and complies with all legal requirements. This sort of planning also may prevent lack of knowledge and resources. Some companies commence the downsizing process through the elimination of non-essential personnel. Others lay off administrative staff, but keep money-generating positions. Organizations may be hit by lawsuits and high unemployment costs if downsizing is not strategically planned.
HRP, in both its traditional and even more modern-day forms, can be felt to have lots of distinct advantages. Firstly, it is argued that planning can help to reduce uncertainty so long as plans are adaptable. Although unpredictable events do occur, nearly all organizational change will not happen overnight so the planning process can offer an element of control, even if it is relatively short-term.
Taylor (2002 : 73-74) shows that in the HR field there is certainly potentially more scope for change and adaptation in six months than there may be with regards to capital investment in new plant and machinery. Thus he argues that lots of of the assumptions about the difficulties of planning generally are less relevant to HR.
Other advantages relate to the contribution of likely to organizational performance, for ex, the planning process can make a significant contribution to the integration of HR policies and practices with the other person and with the business enterprise strategy, i. e. horizontal and vertical integration.
Marchington and Wilkinson (2002: 280) claim that HR plans can be developed to 'fit' with strategic goals or they can donate to the development of the business enterprise strategy, but conclude that 'either way, HRP is regarded as a significant facilitator of competitive advantage'.
Another way that HRP can contribute is by helping to build flexibility into the organization, either through the use of more flexible kinds of work or through identification of the abilities and qualities required in employees.
IRS (2002c) report a quantity of organizations have predicted that jobs are likely to change radically over another few years and are also using selection ways to examine core values rather than job-specific skills.
Planners face significant barriers while formulating a Human Resource Planning. The major ones are the following:
People question the value of making human resource practices future oriented and the role assigned to the practitioners in formulation of the organisational strategies. Their argument is simple- there are people when needed offer attractive package of benefits to quit when you see them in surplus.
HR practitioners are perceived as experts in handling personnel matter, but are not experts in managing business. The personnel plan conceived and formulated by the HR practitioners when enmeshed with organisational plan, might make the overall strategic plan itself defective.
HR information often is incompatible with the info used in strategy formulation. Strategic planning efforts have long been oriented towards financial forecasting often to the exclusion of other types of information.
Conflicting may exist between short-term and long-term HR needs. For instance, there arises a conflict between your pressure to getting work done on time and the permanent needs, such as preparing people assuming greater responsibilities. Many mangers are of the fact that HR needs can be met immediately because skills are available on the market so long as wages and salaries are competitive. These managers fail to recognise that by resorting to hiring or promoting depending on short-term needs alone, long term issues are neglected.
There is conflict between quantitative and qualitative approach to HRP. Some individuals view HRP as lots game designed to track flow of people across the departments. These folks are strictly quantitative method of planning. Others have a qualitative approach and give attention to individual employee concerns such as promotability and career development. Best results are accrued when there is a balance between your qualitative and quantitative approaches.
Non involvement of operating managers renders HRP ineffective. HRP is not strictly an HR department function. Successful planning requires a coordinated effort on the part of operating managers and HR personnel.
This chapter examines the methodology used to handle the research survey so as to acquire data for the topic in mind that is ''the procedure for Human Resource Planning with particular reference to Shandrani Resorts and Spa, person in the Beachcomber Hotels. It involves the study of the complete research process from starting to end.
''A problem well defined is half-solved. ''Kotter.
Human resource planning is assumed to contain 4 clear steps: 1)forecasting future needs, 2)analyzing the availability and supply of labour, 3)drawing up plans to meet supply to demand, 4) monitoring the implementation of the plan.
The main problem of this assignment is to analyse the process of human resource planning and the focus of the study is on the hotel industry.
The survey was most specifically completed at Shandrani Resort and Spa and its objective is
To determine future people requirements both in terms of numbers and degree of skills and competences, formulating and implementing plans to meet those requirements in conditions of recruitment and training.
For the purpose of this assignment, the most appropriate strategies used were exploratory and descriptive as the study is analysing the procedure of HRP.
On a first instance, an exploratory research was made to reach a better understanding of the study of the research problem. It took the form of an in-depth interview with professionals working at Shandrani, and then for the Beachcomber hotels as well. The in-depth interview took the form of any question list with open-ended questions.
Secondary data were collected from books, journals, articles, and appropriate websites. Information regarding the hotel has been collected from Shandrani Resorts and Spa documents, namely the Beachcomber group manual and Shandrani's Livret D'accueil.
An interview was completed with top management to assemble primary data. A questionnaire was therefore created for this purpose. (See Appendix)
Interview with the Director of Shandrani.
Face to handle interview with Director of Human Resource.
Interview with Director of Beachcomber Training Academy for 3 hours.
Interview with the Quality assurance manager.
Interview with Business Development Officer of SMEDA.
The core part of the primary research that is the questionnaire was chosen since it is cheap and yet effective method together with a panoply of information from a large target. This technique gave more insight on the related topic.
The population concerned in this survey is the very best management of Shandrani Resort and Spa and of the Beachcomber group because they're the one mainly concerned with the procedure of Human Resource Planning. We also tried to research into the procedure for Human Resource Planning at a parastatal organization.
Certain confidential informations relating to budgets and more were not disclosed to us by management because it was against the policy of the business.
Leader and pioneer of the tourism industry in Mauritius, Beachcomber hotels built its first hotel in Mauritius in 1952. Since then, the hotel chain has sustained the introduction of high service level within the tourism industry and contributed to put Mauritius as one of the sought after destinations on earth. Beachcomber group has maintained the "Mauritian style" which is not associated with Sun Resort. "Dream is a serious thing" is the corporate signature of Beachcomber hotels. This strap reflects the level of commitment to excellence in making dreams become a reality.
Beachcomber's quest for excellence translates into first-class services, qualified and caring personnel, elegance and focus on detail. This process finds additional expression in a business that develops around three fundamental values that happen to be preservation of the environment, advancement of surrounding, communities and promotion of the Mauritius» label.
Beachcomber group forms area of the group of the New Mauritius Hotels (NMH). Actually, NMH is a Mauritian -based company and its main business is in the hospitality sector. It owns and manages 8 hotels in Mauritius and 1 hotel in the Seychelles. NMH has diversified its range of activity and is really operating an in-flight catering business known as Plaisance Catering and 5 tour operating companies around the world. All hospitality subsidiaries of NMH operate under the brand name of Beachcomber Hotels. Each hotel is rolling out its personality while remember the group's philosophy of promoting Mauritian values and lifestyle. It's the reason Beachcomber can define itself as a "band of hotels" instead of a chain of hotels.
Around 4500 Mauritian employees are recruited directly by Beachcomber hotels. Regarding the financial aspect, Beachcomber has suffered from a decreased in profitability compared to this past year. Factors such as financial crisis which occurred in the Euro zone and the ash clouds in Europe creating the cancellation of flights have contributed to a huge extent to the decreased its profitability. Hence, in this challenging environment, NMH revenues for the nine months ended 30 June 2010 were 5. 4% lower at Rs 5, 495m.
As a leader in corporate social responsibility, Beachcomber hotels was the first group in Mauritius to do something towards sustainable development. In April 1999, Beachcomber group, as a socially conscious corporation, created the FED - Fondation Espoir et Dveloppement (Foundation of Hope and Development) to provide substantial support to Non Governmental Organizations (NGO's). Over the past 10 years the hotels have donated Rs200 million (approx AU$10 million) to Corporate Social responsibility.
In line with its policy of regular renewal, Beachcomber hotels has important projects scheduled to be launched both in Mauritius and overseas. The future plans of Beachcomber group for 2008-2013 are:
the opening of Trou aux Biches hotel,
the setting up of another hotel in Seychelles,
the opening of Royal palm Marrakesh in Morocco,
the opening of Domaine de l'harmonie, a beachcomber villa.
For this assignment we've selected Shandrani Resort and spa amidst the 9 hotels in the group.
"United for results. "
"Delighting our customers at all times. "
The core values are honesty, integrity, proactivity, respect and trust.
Shandrani, one among Beachcomber group's of hotels, which include Royal Palm, Dina Robin, Le Paradis, Trou aux biches, Le Victoria, Le Canonnier, Le Mauricia and Sainte Anne which is overseas.
Set on the peaceful and unspoilt south-eastern coast, Shandrani is a superior quality fully inclusive 5-star resort reflecting its exceptional standards atlanta divorce attorneys facet of food, beverages and other guest amenities. Set on a private peninsula lapped by the Blue Bay Marie park rich in sea life, the hotel features spacious sea-facing rooms and three separate beaches, each with a new outlook.
-Total No of Employees : 900
-Total No of Rooms: 327
-Restaurant and Bars : 7
-Other facilities: Wellness centre, sport facilities, business centre, conference room, limousine service, baby sitter, Wifi/Adsl, Kitesurf school. (see Appendix).
-Catering up market tourism
- 25% Repeat business
-Offering Quality product and Services
-Investment in training and development of employees.
-A leader in the particular market segment.
In brief, Shandrani is the hotel that others are jealous of. Its infrastructures are mind-boggling. Indeed Shandrani will probably be worth of its 5 star rating. There is absolutely no match to it till now in the local context because it is the first high quality "fully inclusive" 5-star resort in Mauritius.
According to the Director of Human Resource of Shandrani, Mr Camille Johnny, "HRP is a rational planning in quantity and quality of human resources for the smooth running of the organization. "
The procedure for HRP at Shandrani is a simple one yet very effective. At the head we have the organization headquarters which consists of the Human Resource advisor. Shandrani Resorts and Spa, a small business unit is linked to the corporate. The corporate sets the prospective. Then comes the demand and supply forecast of RECRUITING where in fact the Human Resource department of the above- named hotel analyses the number and quality of recruiting required for each unit and they also ensure whether they can be found internally, in-house, if yes, how many are available or should be looked out. If, there's a deficit there are specific measures that Shandrani takes such as apprentice in-house thus taking advantage of the National apprenticeship Scheme, in-house training programme in collaboration with the Beachcomber Training Academy, employing informal staff during peak hours and employing management students both from tertiary institutions and the Hotel School. After identifying quantity and quality, comes the process of recruitment and selection. After recruitment, a contract is signed. If those recruited are freshers each goes through a full induction program or if indeed they were already employed before, they go for a basic induction program. Once the induction program is over, they join the task environment.
The general finding out of this research concludes that Shandrani Resorts and Spa is an effective 5 star hotel in the Beachcomber group. The Human Resource is of strategic importance at Shandrani as it operates in tourism sector which is purely labour intensive. Shandrani believes that Human resource is a key economical resource and a scare one as well. Hence, Shandrani invests massively with the aim to really have the right variety of employees with the right talent and skills in the work at the right time performing the right activities to achieve the right objective to fulfill the organization vision. Furthermore, people is not be seen as an expense to the organization but as a valuable asset that ought to be trained and developed to get the best out of these. The construction of academy for the development and training of Shandrani personnel reflects it. However there is certainly conflict between quantitative and qualitative approach to HRP at Shandrani. Some individuals view HRP as a number game designed to track flow of folks across the departments. Thus, these people have a quantitative method of planning. Others take a qualitative approach and focus on individual employee. But best email address details are accrued when there is a balance between the qualitative and quantitative approaches.