PLANNING & ORGANISING THE HOUSEKEEPING DEPARTMENT

 

Planning is probably the Executive Housekeepers most important management function. Without proper planning each day may present one problem after other. Since the Housekeeping is responsible for cleaning & maintaining so many different areas of the hotel. Planning should be undertaken in a systematic manner in order to obtain set objectives. The step by step planning process may differ slightly from one hotel’s housekeeping department to another’s and different terminology may be in use across companies, but essentially the sub-processes and tasks are the same. Housekeeping planning should be done on paper and needs to be properly documented. The questions that arise at the beginning of the planning process lead to the formation of the basic planning documents. Certain documents are essential and they are:

Area Inventory List (AIL): Planning the work of the Housekeeping Department begins with creating an inventory list of all items within each area that will need Housekeeping attention. Since most properties offered several different types of guestrooms, separate inventory list may be needed for guest room type. When preparing the guestroom ‘AIL’, it is a good idea to follow the same system that room attendant will use as their sequence of cleaning task & that supervisor will use in the course of their inspection. E.g. Area within a guestroom may appear on an inventory list as they are found from right to left & from top to bottom around the room.

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

Performance Standard: They are required levels of performance that establish the quality of work that must be done according to the expectations of the property. The key to consistency in service is the performance standards which the Executive Housekeeper develops, daily inspections & periodic performance. Evaluation should follow up with specific on the job coaching & re-training. This ensures that all employees are consistently performing their tasks in the most efficient & effective manner. Performance standards are achieved when:

ü  Cleaning methods are correctly selected and systematically followed.

ü  The ideal cleaning agents are used on the various surfaces involved.

ü  The correct pieces of equipment are used on the various surfaces involved.

ü  Cleaning tasks are carried out at required frequencies.

ü  All the employees carry out their cleaning tasks in a consistent manner.

ü  Time and motion studies are periodically carried out in the department to obtain best practices in housekeeping.

 

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

 

ü  The type and age of the property.

ü  The type of surfaces involved and the degrees and type of soiling.

ü  The accessibility of the work area from the service areas.

ü  The frequency of cleaning.

ü  The amount of traffic in the work areas.

ü  The type of cleaning supplies and equipment available.

ü  The function of the work area.

ü  The quality of supervision and inspection.

ü  The expected standards of cleaning.

ü  The quality of employees.

 

Example of productive standard worksheet:

Total Shift Time = 9 hrs X 60 mins = 540 mins.
Beginning of Morning Shift = 20 mins
Tea Break = 10 mins
Lunch = 30 mins
Evening Tea Break = 10 mins
End of Morning Shift = 20 mins (handover)

Therefore, the room attendant is there for 450 mins in guest room (540-90) and each room takes 30 mins to clean. Therefore, the attendant can clean 15 rooms in 450 mins.

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

Pathway chart: this technique involves the study of the path covered by the worker in the undertaking and completion of a task. A floor plan of the work area is drawn to scale and fixed to a board on the wall. A long thread is pinned down at the starting point on the plan. The line of motion is marked using this thread-whenever the worker turns, that point is marked with a pin and the thread wound around it. The length of the thread gives an idea of the distance traversed in the completion of the task. The time taken is also noted down. Various pathways are tried out to find the simplest and smallest route to finishing the task successfully. This is done to achieve the least exertion and minimal loss of energy and time. This technique helps pinpoint all movements that can be reduced or eliminated.

Process chart: all tasks, in order to be completed, require a specific process or activity. In this technique, a close study of the process adopted is carried out and the flow of activity closely studied. A record of the time taken to finish the task is kept. All unnecessary movements and steps are then listed down, so as to be avoided in the final process adopted.

Operation chart: this technique helps one track down all wasteful expenditure of time and energy in all activities. The technique requires a detailed study of all the smaller activities making up a work process. The movements of the two hands are studies in great detail and a fine analysis shows where in the job delays are occurring.

Micro-motion film analysis: using a timing device, every activity is filmed. Then a detailed study, especially of the finer movements of the hands and other parts of the body, helps analyse the areas where changes need to be or can be made to carry out the task with the least expenditure of time and energy.

Cyclography: This is also a technique that uses filming. Here, a bulb is attached to the worker’s body (may be the hand, the legs, or the back). As the body or the body part so highlighted moves during the activity, the path taken is lighted by the electric bulb and hence easily captured by slow photography. The analysis of the complete film or the record of movement helps reveal how smooth and rhythmic the movements of the activity are. Thus, the worker may be guided to make the necessary changes.

Chronocyclography: In this technique, a film of the activity is made with small lights attached to the middle finger. The pattern or movement is filmed and finally analysed to find out which movements were unnecessary or arrhythmic and can be eliminated or improved upon.

Standard operating manuals-Job procedures

A job procedure specifies the way in which a task is to be performed. Job procedures should be used during induction and training sessions and ought to be incorporated into the department’s procedure manuals. Updating job procedures is necessary as and when changes in equipment, cleaning materials, and so on, occur. They are most popularly called ‘SOP’s’ or standard operating procedures. They are also referred to as ‘work cards’ or ‘order of work’ documents.

SOP’s comprise the following information:

ü  The job to be done

ü  Equipment and materials required

ü  Procedure of work

ü  Safety factors

ü  Time required to do the job

 

The goals in establishing SOP’s are as follows:

 

ü  To aid standardization

ü  To help in training

ü  To preserve surfaces and materials

ü  To ensure the completion of a task successfully

ü  To effect a saving on cleaning equipment and agents

ü  To prevent accidents

ü  To help in training

ü  To ensure the completion of a task successfully

ü  To aid the compiling of work schedules and help in staffing requirements

 

Job allocation and work schedule: A work schedule is a document that lists the actual tasks to be carried out by an employee in a particular shift and the time frame in which to undertake each task. The document includes the following:

 

ü  The position of the employee

ü  The area of operation

ü  The time at which the employee has to perform the allotted task

ü  Timings of meals, breaks, and any special jobs

ü  Time for tidying equipment and closing up

 

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

 

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

 

ü  The type of hotel it is

ü  The location of the hotel

ü  Traditions and customs of the locality

ü  The size of the hotel (in terms of number of rooms)

ü  The occupancy rate of the hotel

ü  Management needs

ü  Company policies

ü  The quantity of work to be done

ü  The quality of work expected, that is, the standards to be met

ü  The time needed to do the work

ü  The frequency with which the work needs to be done

ü  The time when the work area is available

ü  The amount of traffic in the area

 

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

 

Thumb rules for determining staff strength

 

Executive housekeeper: 1 for a 300 room property

Assistant housekeepers: 2 (1 per morning and evening shift)

Floor supervisors: 1 per 60 rooms for the morning shift; 1 for the evening shift; 1 for the night shift.

Public area supervisors: 1 for each shift

Linen/uniform room supervisors: 1

Room attendants: 1 per 16 rooms for the morning shift; 1 per 30 rooms for the evening shift (if turn down service is provided)

Linen and uniform room attendants: 2

Housemen: depends on the size of public areas and functions expected, but on average, 1 per 60 rooms

Desk attendants: 1 per shift

Tailors/upholsterers: 2 (may differ depending on the size of the hotel)

Horticulturist: 1

Head gardeners: 1 per 20 horticulturists

Gardeners: 1 per 4500 sq. ft of landscaped area

 

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

 

Advantages for a duty roaster: Planning a duty roaster in advance helps to ensure:

 

ü  The exact number of staff required to be on duty at any given occupancy.

ü  That staff working hours are as per their employment contract.

ü  That regular off-days are availed for enhancing productivity.

ü  Knowledge of which employees are present on the premises in instances of emergencies.

ü  Accuracy in attendance and payroll reports.

 

 Steps in making a roaster: the steps in making a duty roaster are as follows:

Step 1: Ascertain occupancy levels and events expected in the hotel. This information is provided by the sales and marketing department at the beginning of the financial year. On a daily and a weekly basis, more specific reports of occupancy are available through coordination with the front office department. The overall forecasts of occupancy must be considered before scheduling the employees’ annual leave. These forecasts also help the executive housekeeper to follow the staffing to ensure sufficient staff at peak periods and avoid excess labour during slack periods.

Step 2: Ascertain the spread of duty hours to be scheduled in the duty roaster, whether 12 hours, 16 hours, or 24 hours. Decide whether the positions will work for 5 or 7 days per week.

Step 3: Ascertain the type of shift-straight shift, break shift, rotating shift, or any other alternative scheduling-to be used.

Step 4: Ascertain the number of full time and part time staff on the payroll.

Step 5: Ascertain the number of labour hours per day and per week required for various positions.

Step 6: Incorporate coffee breaks and mealtime allowances in the roaster.

Step 7: Ascertain that each employee gets a weekly off day after 6 working days. Provide for compensatory offs. Schedule one reliever per 6 employees.

Step 8: Ascertain closed days and restricted holidays, and any contingency planning that may be needed.

TEAMWORK AND LEADERSHIP IN HOUSEKEEPING

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

Team cleaning-an example of teamwork: In team cleaning, two or more GRAs together clean one guestroom at a time. Usually teams of two GRAs each are assigned to 30-35 rooms. Team members rotate duties of bedroom and bathroom cleaning. Team cleaning is successful when ideas come from the employees themselves and they are given a free hand in their implementation. Team cleaning works in hotels that are willing to make a change to meet new challenges. Promoting teamwork within each team requires special effort. A teamwork checklist should be followed by the executive housekeeper to make it a success.

ü  Reward teamwork by praising the team and giving them choice assignments, raises, and promotions.

ü  Include teamwork as a criterion during the employee’s performance appraisals.

ü  Rotate special assignments, allowing everyone an opportunity to shine as an individual occasionally.

ü  Consider ideas generated jointly by the team as well as individual ideas.

ü  Share information and give the team a say in decision-making.

ü  Give credit to the team for jobs well done.

ü  Set an example of cooperation with others and yourself.

 

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

 

ü  A principal advantage to the manager is in being able to schedule a group of people as though they were one entity.

ü  Co-operation and workers morale will be higher when they are part of a small unit rather than solitary individuals in a large group of people.

ü  Team spirit will cause the entire group to excel in operations. GRAs who excel in room cleaning help the poorer performers on the team to improve.

ü  Absenteeism and tardiness get better resolved at the team level because one member being absent or late could have a negative effect on the entire team’s reputation.

ü  With increasing concern for safety and security, assigning two or more GRA’s to clean a room could save expenses on liabilities and lawsuits.

ü  Mundane cleaning tasks may become fun when performed as a team.

ü  Fewer tools are needed-for example, one room attendant’s cart, one vacuum cleaner, and one hand caddy can equip a team of two.

ü  Some heavier cleaning tasks are accomplished more easily and faster with two people-for example, moving beds, turning over heavy mattresses, making up a double bed, and so on.

ü  Bringing new employees up to the required standards becomes easier since they have buddies to coach them along the way.

ü  There is saving on labour costs since team workers complete work faster, have better attendance, meet with fewer accidents, and develop greater interest in improving the processes.

 

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

 

ü  Have linen and cleaning inventories equally distributed so that teams do not fight over supplies.

ü  If a team must stop because it is faced with some hurdle, the work output of 2-3 people is stopped, as opposed to only one in the traditional method of guestroom cleaning. Hence the executive housekeeper should make sure that adequate supplies are available and teams are given an accurate list of room assignments.

ü  Scheduling may require special effort to accommodate team members getting the same days off.

 

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

ü  Draft a compelling vision

ü  Communicate passionately

ü  Get cooperation from others

ü  Inspire and pull employees towards goals

ü  Provide direction and momentum

ü  Be assertive if necessary

ü  Learn from other leaders

ü  Make decisions in line with the vision

ü  Get feedback

ü  Command and not demand respect and loyalty

ü  Do some self evaluation as well

 

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

 

Styles of leadership:

 

ü  Autocratic: imposes own decision with/without explanation to subordinates

ü  Participative: decision made after prior consultation with subordinates

ü  Democratic: joint decision arrived at

ü  Laissez faire: decisions taken by delegation

 

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

 

TRAINING IN HOUSEKEEPING DEPARTMENT

 

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

 

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

 

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

 

SKILLS TRAINING: A sample list of skills in which a basic housekeeping employee must be trained are as follows:

 

1. Bed making: Specific techniques; company policy

2. Vacuuming: Techniques; use and care of equipment

3. Dusting: Techniques; use of products

4. Window and mirror cleaning: Techniques and products

5. Setup awareness: Room setups; what a properly serviced room should look like

6. Bathroom cleaning: Tub and toilet sanitation; appearance; methods of cleaning and results desired

7. Daily routine: An orderly procedure for the conduct of the day’s work; daily communications

8. Caring for and using equipment: Housekeeper cart; loading

9. Industrial safety: Product use; guest safety; fire and other emergencies

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

 

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

 

1. The guest

2. The department manager and immediate supervisor

3. A guestroom that is in a state of great disarray

4. The hotel and company

5. The uniform

6. Appearance

7. Personal hygiene

 

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

 

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

 

1. Thorough knowledge of the hotel layout; employee must be able to give directions and to tell the guest about the hotel, restaurants, and other facilities

2. Knowledge of employee rights and benefits

3. Understanding of grievance procedure

4. Knowing top managers by sight and by name

 

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

 

(1)The purchase of new equipment, and

(2) Change in or unusual employee behaviour while on the job.

 

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

 

Training Methods: There are numerous methods or ways to conduct training. Each method has its own advantages and disadvantages, which must be weighed in the light of benefits to be gained. Some methods are more expensive than others

but are also more effective in terms of time required for comprehension and proficiency that must be developed. Several useful methods of training housekeeping personnel are listed and discussed.

 

1.ON-THE-JOB TRAINING: Using on-the-job training (OJT), a technique in which “learning by doing” is the advantage, the instructor demonstrates the procedure and then watches the students perform it. With this technique, one instructor can handle several students. In housekeeping operations, the instructor is usually a GRA who is doing the instructing in the rooms that have been assigned for cleaning that day. The OJT method is not operationally productive until the student is proficient enough in the training tasks to absorb part of the operational load.

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

Training Aids: Many hotels use training aids in a conference room, or post messages on an employee bulletin board. Aside

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

 

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

 

Recycled & non recycled inventories: The Executive Housekeeper is responsible for 2 types of inventories.

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

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

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

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

Minimum quantity=lead time quantity + safety stock level

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