Summer Internship Project Project Heading- Comparative Study of New Employee Training Cycle at Oberoi with Westin and

Fortune

Submitted in partial fulfillment of PGDM program 2011-13

Submitted by Name- Shruti Gera Roll Number- 19/076 Corporate Mentor Name -Divyansh Kaushik Designation, Company Assistant Training Manager (Oberoi) Faculty Mentor Name- Anshu Rai Designation-Faculty

Apeejay School of Management New Delhi July 2012

CERTIFICATE

This is to certify that the project work done on Comparative study of New Employee Training Cycle at The Oberoi, New Delhi with Fortune and Westin Submitted to Apeejay School of Management, Dwarka by Shruti Gera in partial fulfillment of the requirement for the award of PG Diploma in Business Management, is a bonafide work carried out by her under my supervision and guidance. This work has not been submitted anywhere else for any other degree/diploma. The original work was carried out during 23rd April 2012-to 23th June 2012 in The Oberoi, New Delhi.

Date: 04/ 07/2012

Ms. Anshu Rai Apeejay School of Management, Dwarka, New Delhi

New Delhi, July 2012

ACKNOWLEDGEMENT
The immense gratification this project work has given me does not lead to a sense of fulfillment unless I express my boundless gratitude to all those who made this work successful. I do recognize that a mere thanks giving does not redeem me of my indebtedness for all the timely help, support and guidance I received. Nothing concrete can be achieved without an optimal inspiration. No work can be accompanied without taking the guidance of experts. I would like to express my deep sense of gratitude to EIH Ltd. (The Oberoi Group) Delhi, for extending this opportunity, for a company project study and providing all the necessary resources and expertise for its successful completion. I am very thankful to everybody who was directly or indirectly involved in helping me with this project To begin with, I would like to thank Mr. Joy Dev Chatterjee (Training Manager) and Mr. Divyansh Kaushik (Assistant Training Manager) for considering me worthy enough to do my summer internship with Oberoi Hotels I would further like to thank him as my project guide, for his constant guidance and expert advices. My profound thanks to my project guide Miss Anshu Rai, Apeejay School of Management, for helping me throughout the project. I take this opportunity to thank her for her immense support, guidance, specifications and ideas without which the project would not have been a success. . .

Shruti Gera (19/076) Summer Trainee Oberoi Hotel

TABLE OF CONTENTS
Serial No. Chapter Executive Summary 1 2 3 4 5 6 7 8 9 10 11 12 13 Introduction to the topic Company profile About the project taken in the organization Literature Review Objectives and Significance Research Methodology Data Analysis Findings Learnings from the project Conclusion Recommendations Bibliography Annexure Page Number 5 6-9 10-27 28-38 39-43 44 45-46 47-57 58-59 60 61 62 63 64-66

EXECUTIVE SUMMARY
Nowadays, more and more enterprise noticed the importance of new employee orientation. An effective employee orientation program can help the new employee adjust themselves into the new job quickly so that to reduce turnover rate, it also can create success career because of new employee known what they need to do, how to do, and where they will go in the future clearly since the first day they enter an company. Induction helps a new employee overcome such fears and perform better on the job A good orientation program can create a good impression. Another purpose of orientation is to make the newcomer feel at home and develop a sense of pride in the organization. A good orientation program can act as a valuable source of information. It serves as a valuable source of information to new recruits. It classifies many things through employee manuals/handbook. Informal discussions with colleagues may also clear the fog surrounding certain issues. The basic purpose of NEO is to communicate specific job requirements to the employee, put him at ease and make him feel confident about his abilities. In a word, the success of orientation has significant outcomes that are important to both the new employees and an organization. The main Objective of review conducted by me was to do The comparative study of New Employee Training Cycle at Oberoi, New Delhi with Fortune and Westin. The Data was collected from training managers and through questionnaire filled by the new employees. During my project at Oberoi, I supported the Training and Development Department in their operations. I helped them in maintaining the records of the training sessions, attended sessions like Telephonic Etiquettes, Effective Communication. It was a great learning experience.

INTRODUCTION
"Oh, is that how it's done? ... I wish someone would have told me that!".. . Does this sound familiar? Did you ever wish employees could be trained faster and with increased retention of the information? One of the best ways to accomplish this task is to provide an effective orientation. In fact, orienting a new employee is one of the most important responsibilities that a supervisor and trainer can perform! According to a recent study conducted by training experts, when employees are trained effectively, there is a higher degree of productivity and job satisfaction. The study indicated that a properly trained employee could be 30% more productive. Conversely, poorly trained employees tend to make more mistakes, which means a loss of time and effort. According to McGill cuddy (1999) said one of the first and most lasting impression new employees have of their employers is how they are greeted and treated on their first day work. However unlike realistic job previews, which affect primarily the anticipatory stage of socialization, employee orientation programs focus on the encounter stage of socialization, which is the period during which the new comer finds out what the job and life in the organization really like (Werner &DeSimone, 2009) Recruitment and Training are a major cost to any organization. Employers therefore need to maximize staff retention to ensure that this investment is not wasted. The initial impression of an organization on an employee usually stays with them, and it is therefore important to make this experience a positive one. The Induction is the process by which new employees are integrated into an organization so that they become productive as soon as possible. Arrangements made by or on behalf of the management to familiarize the new employee with the working organization, welfare and safety matters, general conditions of employment and the work of the departments in which he is to be employed. It is a continuous process starting from the first contact with the employer. Orientation is a necessity for future performance of the new employee or even for existing employees who are transferred to other functional areas. 6 This gives the

candidates good grasp of functions and facilitate their future functioning efficiently. Today, new recruits are expected to be self-starter from day one. Thus, it becomes mandatory to make inductions a vital part of recruitment as it benefits both, the employer and the employee alike inductions are often neglected by organizations and new recruits have to explore and find answers to their questions on their own, resulting in low productivity and low morale. To be successful, an orientation program must be systematic, accessible and A comprehensive program--one that gives new employees, current employees and

consensual. management a clear picture of the business and what is expected of everyone - will serve as a foundation upon which accountability, productivity and cooperative relationships can be built. For the orientation program to work, the new employee and managers/coaches

must have clear accountability for their parts in this training process. The Orientation outlines what you can do before the employee starts.

An orientation about the company, the various department products and services along with a formal introduction to all staff and an overview of job roles gives new employees the much needed boost. It is therefore important to plan an appropriate induction programs as it also marks the beginning of the employer-employee relationship. Orientation is a must in every organization; in fact there are many companies that do not allow new recruits to take up responsibilities without attending the induction session. An effective induction can thus make a lot of difference to the employer and the employees. Above all it makes newcomers want to stay.

BENEFITS OF NEW EMPLOYEE ORIENTATION PROGRAM

Integrates newcomers into their working environment quickly and makes them productive. 7

It makes the employees feel welcomed and valued, and gives them a positive impression of the organization. It helps minimize employee turnover and recruitment costs. Gives an understanding of the companys mission, structure culture, policies procedures and methods of working. It gives information about the skills and knowledge required for the job. Induction aids first time managers in a new industry to settle confidently and easily into the new role.

PURPOSE OF INDUCTION
The purpose of induction is to ensure the effective integration of a new employee into the workplace. As well as the usual orientation, a new starter needs to understand the business, where their role sits within the set-up and whats expected of them, as well as being quite clear regarding their terms and conditions of employment. A good induction program should leave no room for confusion or lack of understanding and should, therefore, induce a feeling of belonging. The employee should then integrate well into the team, have high morale, achieve optimum productivity and therefore be able to work to full potential. In other words obtain job satisfaction! Positive working relations

Help the new employee develop a positive working relationship by building a foundation of knowledge about organization mission, objectives, policies, organization structure and functions. To Reduce Anxiety

Any employee, when put into a new, strange situation, will experience anxiety that can impede his or her ability to learn to do the job. Proper orientation helps to reduce anxiety that results from entering into an unknown situation, and helps provide guidelines for behavior and conduct, so the employee doesnt have to experience the stress of guessing.

Reduce Employee Turnover

Employee turnover increases as employees feel they are not valued, or are put in positions where they cant possibly do their jobs. Orientation shows that the organization values the employee and helps provide tools necessary for succeeding in the job. Proper learning curve

Help the new employee achieve objectives and shorten the learning curve. Save Time For Supervisor & Co-Workers

Simply put, the better the initial orientation, the less likely supervisors and co-workers will have to spend time teaching the employee. To Develop Realistic Job Expectations, Positive Attitudes and Job Satisfaction

It is important that employees learn early on what is expected of them, and what to expect from others, in addition to learning about the values and attitudes of the organization. While people can learn from experience, they will make many mistakes that are unnecessary and potentially damaging. Orientation should begin with the most important information (basic job survival).Give a warm welcome and try to reduce any nervousness the new employee may feel. Discuss your plan for first day. Introduce the employee to other staff members. Arrange to have lunch with the new employee. Show the new employee around the office. Orientation should emphasize people as well as procedures and things. Employees should have a chance to get to know people and their approaches and styles in both social and work settings. Review the job description card and organizational charts with the employee. Review telephone, fax, e-mail, and Internet use. Give the employee the New Employee Benefits Packet. Be sure to discuss any questions or refer the employee to your Department Benefits Counselor. Remind the employee to fill out and submit benefits forms on time. 9

COMPANY PROFILE

THE OBEROI GROUP OF HOTELS

The Oberoi Group of Hotels was founded by Rai Bahadur Mohan Singh Oberoi, the founder chairman in 1934. He was the first Indian hotelier to enter into an agreement with an internationally renowned hotel chain, to open the first modern, five-star hotel in the country. The Oberoi Inter Continental, in New Delhi opened in 1965. The I-Con, as it became popularly known, offered facilities that no other hotel in the country matched and was Indias first luxury hotel. It was later renamed The Oberoi, New Delhi. The Oberoi Group owns or operates 28 hotels and 3 cruise liners in five countries under the luxury Oberoi and five-star Trident brands. The Group is also engaged in flight catering, airport restaurants, travel and tour services, car rentals, project management and corporate air charters. 10

Located in New Delhi, Indias capital city, The Oberoi, New Delhi reflects the citys spirit in a harmonious blend of tradition and contemporary sophistication. Located close to the city center near business, commercial and shopping districts, the luxury hotel overlooks Delhis prestigious Golf Club on one side and the heritage site of Humayuns Tomb on the other. Exquisite interiors, impeccable service and fine cuisine combine to make this the Capitals most graceful and elegant hotel. The award winning hotel is ideal for business travel or holidays to explore the cultural wonders of Delhi. It is centrally located, only 30 minutes away from the International Airport and within a few minutes distance from the International Exhibition Ground, Commercial centers, Government offices, Embassies and a number of Delhis finest historical monuments. The Oberoi New Delhi, a 283 room full butler service hotel enjoys a well-deserved reputation for service excellence, luxurious accommodation and fine dining cuisine. A distinctive feature of The Groups hotels is their highly motivated and well trained staff that provides the kind of attentive, personalized and warm service that is rare today. The Groups new luxury hotels have established a reputation for redefining the paradigm of luxury and excellence in service amongst leisure hotels around the world. The Oberoi is the new address in the capital that has come up with numerous measures and facilities to host business meetings and give it a new dimension with its excellence in service and elegant decor. The 24 hour Business Centre is equipped elaborately with every possible amenities and makes it an ideal venue for business travelers. The sprawling banquet halls and private dining rooms are available in the hotel for meetings conferences and business seminars where the success history repeats every time.

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LIFE OF THE FOUNDER

Mr. Rai Bahadur Mohan Singh Oberoi was born on 15th August, 1898 in erstwhile undivided Punjab, which is now in Pakistan. He was only six months old when his father died. His life was full of difficulties and hardships. Success and fortune did not, therefore, come easily to him. Initiative, resourcefulness and hard work, combined with the capability to face and overcome the most overwhelming odds can best characterize this phenomenal entrepreneur. Mr. M.S. Oberoi completed his primary education in Rawalpindi and moved to Lahore for his Bachelors degree. His studies were cut short as meager finances began to dwindle. This was a moment of anxiety in his life as he realized that his qualifications would not get him a job. His uncle helped him to get a job in the Lahore Shoe Factory. His work was to supervise the manufacture and sale of shoes. For a while, things looked brighter but the star of ill luck was still in the ascendant and soon the factory was closed down for lack of finances and he was compelled to return back to his village. In India the importance attached to marriage is beyond all reason. He was penniless, jobless and almost friendless, but in spite of these very real disadvantages, his marriage was arranged with the daughter of Shri Ushnak Rai, who belonged to his village. He then left for Shimla to appear for an examination for the post of a junior clerk in the government office. Unprepared as he was, he was unable to clear the exam. Thereafter, to flee the ravages of a virulent plague, he went to seek his fortune in Shimla, the summer capital of British India. Arriving penniless, he found a job at a monthly salary of INR 50, as the front desk clerk at the Cecil Hotel. The manager was a kindly English gentleman named D W Grove. At the request, on the plea of being married, he was also given living quarters. Soon after he joined the Cecil, there was a change of 12

management Mr. Clarke succeeded Mr. Grove as manager. In 1924, Mr. Clarke decided to go into the hotel business for himself. His contract with the Associated Hotels of India had just ended. He obtained a catering contract for the Delhi Club and asked him if he could join Mr. Clarke. He readily accepted the offer. His salary was then Rs 100. After five years, Mr. Clarke decided to retire and sell out the hotel. He made him an offer saying he would prefer someone who could maintain the tradition and efficiency of the hotel to run it. Acceptance meant that he would have to mortgage his few assets and wife's jewellery in order to raise the necessary funds. In 1933 there had been a cholera epidemic of vast proportions in Calcutta (now Kolkata). The Grand Hotel had been closed ever since, as more than a hundred foreign guests had died. People were afraid to visit Calcutta. He happened to see the advertisement placed by the liquidators and immediately decided to take over the hotel if h could get in on low leasehold. The price asked was Rs 10,000 rent a month plus compensation for the goodwill. In return he demanded compensation for the ill will generated by the hotel. The rent was then dropped to Rs 7,000 a month. He agreed to this figure and had the place cleaned up and refurnished. With the outbreak of the Second World War in 1939, Calcutta was full of troops. The British Army was frantically trying to find accommodation. He immediately improvised 1,500 beds for the troops at Rs 10 per head for board and lodging. He also appointed Mr. Grove, who had been his first employer at the Cecil Hotel where Mr. Grove had engaged him on Rs 50 a month. The fact that he converted it and helped the Army in the time of stress and difficulty had come to the notice of the government. In 1941, Mr. Mohan Singh Oberoi was awarded the title of Rai Bahadur by the government of India in recognition of the services to the Indian Hotel Industry. In 1943, he bought out the controlling shareholdings of Associated Hotels of India Limited from Spencer & Company borrowing capital against the security of shares of the same company. Mr. Oberoi was the first Indian to work in association with international chains to invite international travelers to India. This led to a heavy influx of international travelers and foreign occupancy soared to an average of 85%. This enabled the Oberoi Hotels to significantly contribute to Indias foreign exchange earnings. 13

In the tumultuous years just prior to Indian independence, Mr. Oberoi met and intimately interacted with the would-be leaders of Free India, all of whom were, at one time or other, guests at his hotels. He gained control over a big chain of hotels with establishments in Rawalpindi, Peshawar, Lahore, Muree and Delhi. Gradually he then added more hotels to his chain in Darjeeling, Chandigarh and Kashmir. After India got independence, Mr. Mohan Singh Rai Bahadur Oberoi got elected as The President of the Federation of Hotel and Restaurant Associations of India. In 1960 he was elected as The President of Honour of the Federation for life. His main interest was building India amongst the top-most countries in the hotel expertise, also providing employment for improving the quality of life and helping the young. He was able to open the Oberoi Intercontinental Hotel in 1965 -- a joint venture with Inter-continental Hotels Corporation and Pan American. Before this event could take place there were years of work and what some-times seemed innumerable difficulties. The reward for his labour comes through the fact that this hotel has become one of the most prestigious establishments in India. The hotels continued to expand. Some people refer to them as Mr. Mohan Singh Rai Bahadur Oberoi. Another pioneering landmark was the establishment in 1966 of the prestigious Oberoi School of Hotel Management, OSHM recognized by the International Hotel Association in Paris. Considered Indias premier institute, the school is now known as The Oberoi Centre of Learning and Development (OCLD) and continues to provide high quality professional training in hospitality management. Other notable firsts were the decision to employ women in his hotels and to establish a chain of ancillary industries producing and supplying items like consumables and stationery to ensure the highest quality. The Oberoi Group was also the first to start flight catering operations in India, in 1959. The Oberoi Flight Services, located in New Delhi, Mumbai, Cochin and Chennai, provide inflight meals of international quality to reputed airlines. He also decided to establish his own travel agency. Mercury Travels, part of The Oberoi Group, ranks amongst the leading travel agencies in India. With vision and imagination, Mr. Oberoi converted old and dilapidated palaces, historical monuments and buildings into magnificent hotels such as The Oberoi Grand in Calcutta, the historic Mena House 14

Oberoi in Cairo and The Windsor in Australia. It was, in fact, in the face of severe opposition that the State Government of Victoria awarded Mr. Oberoi the lease of The Windsor, a heritage building in Melbourne. He personally supervised the restoration of the hotel to its original grandeur and later acquired it. The Oberoi Cecil in Shimla, built in the early 20th century, reopened in April 1997 after extensive and meticulous renovation. Presently his younger son Mr.P.R.S.Oberoi is the Chairman and the Chief Executive Officer of The East India Hotels (EIH); the holding company for the group and his grandsons; Mr.Vikram Oberoi and Mr. Arjun Oberoi serve in the capacities of Joint Managing Directors.

STRENGTH OF THE OBEROI GROUP

Strong MIS system- They have a strong Management Information System in which they were maintaining the database of their customers because of which they got to know about the tastes and preference of their customers due to which the brand value of Oberoi increases. Strong Marketing Teams- They have a strong marketing team due to which the awareness of Oberoi Hotel is widely spread. Since it has a second largest market share in the hospitality sector so it has to always market themselves as one of the premier hotels in the country. Asset leverage- Another important factor for Oberois is that they have no blocked their money in purchasing the hotels, they had taken on the lease due to which they got certain tax benefits and they were able to use that money in some other activity. Strong brand equity- Since the awareness of Oberois is worldwide and brand equity is something which is an outcome of marketing efforts done by the company. So the brand equity of Oberois is quite high in terms of sales.

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Loyal Customers- In the service oriented sector customer dont often change their service provider unless until they saw any major changes in the service. So Oberois also has their set of loyal customer which is increasing year on year.

AWARDS AND ACCOLADES

The Oberoi Group has been acknowledged as one of the best hotel groups in the world. Three Oberoi Hotels ranked amongst the favourite hotels in India. The Oberoi Udaivilas; Udaipur ranked the favourite leisure hotel in India. The Oberoi Vanyavilas, Ranthambore has been ranked the world's best hotel by Travel and Leisure Readers Poll. In addition to this, The Oberoi Amarvilas, Agra has been ranked the 5th best in the world, The Oberoi Rajvilas, Jaipur is ranked the 13th best in the world and The Oberoi Udaivilas, and Udaipur has been ranked the 15th best hotel in the world. The same poll ranks them as the top 4 hotels in Asia. Oberoi Hotels and Resorts have been ranked as the Best Hotel Chain outside United States of America in 2007 and the Best Hotel Chain outside the United Kingdom in 2008. Trident Hotels has been ranked the Best First Class Hotel Brand at the Galileo Express Travel World Awards for four consecutive years since 2004. The Oberoi, Mumbai has been ranked as the 'Best Business Hotel in India' by CNBC Awaaz, Travel Awards 2008.

LIST OF HOTELS
Oberoi hotels and Resorts
In India:
The Oberoi, New Delhi The Oberoi, Bangalore The Oberoi Grand, Kolkata 16

The Oberoi, Mumbai The Oberoi Amarvilas, Agra The Oberoi Rajvilas, Jaipur The Oberoi Udaivilas, Udaipur Wildflower Hall, Shimla in the Himalayas The Oberoi Cecil, Shimla The Oberoi, Motor Vessel Vrinda, Backwater Cruiser, Kerala The Oberoi Vanyavilas, Ranthambore The Oberoi, Gurgaon

In Indonesia:
The Oberoi, Bali The Oberoi, Lombok

In Mauritius:
The Oberoi, Mauritius

In Egypt:
Mena House Oberoi, Cairo The Oberoi, Sahl Hasheesh, Red Sea The Oberoi Zahra, Luxury Nile Cruiser The Oberoi Philae, Nile Cruiser

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In Saudi Arabia:
The Oberoi, Madina

In U.A.E.:
The Oberoi, Dubai

Trident Hotel
In India:
Trident, Agra Trident, Bhubaneswar Trident, Chennai Trident, Coimbatore(under construction) Trident, Cochin Trident, Gurgaon Trident, Jaipur Trident, Bandra Kurla, Mumbai Trident, Nariman Point, Mumbai Trident, Udaipur

Other Group Hotels in India

Clarkes Hotel, Shimla Maidens Hotel, Delhi 18

MISSION, VISION AND DHARMA

The core focus of the Oberoi Group is THE GUEST SERVICE. All processes in the company are therefore aligned towards achieving our core focus

MISSION:
Our Guests We are committed to meetings and exceeding the expectations of our guests through our unremitting dedication to perfection, in every aspect of service. Our People We are committed to the growth, development and welfare of our people, upon whom we rely to make this happen. Our Distinctiveness Together we shall continue the Oberoi tradition of pioneering in the hospitality industry, striving for unsurpassed excellence in high potential locations all the way from the Middle East to Asia Pacific. Our Shareholders As a result we will create extra-ordinary values for our shareholders.

VISSION:
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We see an organization which aims at leadership in the hospitality industry by understanding its guests, designing and delivering products and services which enable it to exceed their expectations. We will always demonstrate care for our customers through anticipation of their needs, attention to details, distinctive excellence, warmth and concern.

We see a lean responsive organization where decision making is encouraged at each level and which accepts change. It is committed and responsive to its guests and other stakeholders.

We see a multi-skilled workforce, which consists of team players who have pride of ownership, translating organizational vision into reality.

We see an organization where people are nurtured through permanent learning and skill improvement, and our respected, heard and encouraged to do their best. The Oberoi is recognized as best practice for training and developing its people.

We see more multinational workforce which has been exposed to different cultures, problems and situations and can use its experiences to enrich the local employees whether in India or overseas.

We see the world dotted with Oberoi group hotels in strategic commercials and resort locations.

We see user-friendly technology enhancing values for our customers and helping our personnel by making information more accessible.

We see an organization which is conscious of role in the community, supporting social needs and ensuring employment from within the local community.

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We see an organization which is committed to the environment, using natural products and recycling items, thus ensuring proper use of diminishing natural resources.

DHARMA:
The members of Oberoi organization are committed to display through their behavior and actions the following conduct, which applies to all aspects of our business: CONDUCT which is of the highest-ethical standards-intellectual, financial and moral and reflects the highest levels of courtesy and consideration to others. CONDUCT which builds and maintains Team work, with mutual trust as the basis of all working relationship. CONDUCT which puts the customer first, the Company second and self last

CONDUCT which exemplifies care for the customer through anticipation of need, attention to detail, excellence, aesthetics and style and respect for privacy along with warmth and concern.

CONDUCT

which

demonstrates

two-way

communication,

accepting

constructive debate and dissent whilst acting fearlessly with conviction. CONDUCT which demonstrates that people are our key asset, through respect for every employee, and leading from the front regarding performance achievements as well as individual development.

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CONDUCT which at all times safeguards the safety, security, health and environment of our customers, employees and the assets of the Company.

CONDUCT which eschews the short-term quick fix for the long-term establishment of a healthy precedent.

ORGANIZATIONAL STRUCTURE

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DEPARTMENT OVERVIEW
HOUSEKEEPING The objective of Housekeeping in a Hotel is to provide a clean, hygienic and well maintained environment for guests. A great Housekeeper must have a keen eye for detail. Housekeeping teams today, have extensive guest contact and through these interactions look for opportunities to preempt guest needs and provide superior service. LAUNDRY The principle objective is to provide clean and hygienic linen and garments to guests and uniforms to employees. This is achieved by using state-of-art equipment with a focus on high quality and service excellence. KITCHEN The kitchen team takes pride in cooking a variety of different cuisines to enhance the culinary experience of their guests. The chefs are creative and are constantly training each other to improve skills in different cuisines and sections of the kitchen. The kitchen team ensures that the food served at the hotel is of superior quality and taste. They place great emphasis on using the best ingredients from around the world and India, cooked to perfection to give their guests memorable dining experiences. Their kitchen teams take pride in going the extra mile in meeting special guest requests. KITCHEN STEWARDING The kitchen stewarding team supports the food and beverage department by ensuring the highest standards in hygiene and sanitation of the food service areas. Kitchen stewards are a critical part of the food and beverage operation, they maintain the quality and quantity of expensive serve ware and utensils. FOOD AND BEVERAGE The objective of the department is to provide exceptional food and beverage service at Restaurants, Bars, and Poolside, in Rooms and at Banquet facilities of the hotel. The

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Food & Beverage teams take pride in making all guest visits memorable by ensuring that guest needs are met and the experience is enhanced by personalized service and care. FRONT OFFICE The objective of Front Office is to provide impeccable and consistent service to all guests that visit the hotel through reservations, concierge, telephone operations, cashiering, bell desk and business centre. The Front Office department strives to offer efficient and personalized guest service in a warm and courteous manner with the aim of delivering an unforgettable experience. TIJORI (IN- HOUSE BOUTIQUE) Boutiques at the hotels store the finest jewelry, arts and crafts of the country. The knowledge of the service professional is able to give an insight into the culture and craftsmanship. The objective at The Oberoi Boutique is to provide quick and efficient service to guests in the most friendly and courteous manner with the aim of delivering an unforgettable shopping experience to the guests. SPA The Oberoi Spa provides quality world class spa experience for their guests and associates; a place where beauty, comfort, knowledge and personalized attention to create a totally memorable and rejuvenating experience. Their goal entails building enduring and rewarding relationships with their guests through knowledge, wellness and superior service.

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TRAINING AND DEVELOPMENT They are committed to the growth and development of their employees. They provide focused and consistent training and development programs for all their employees. These learning initiatives are aimed at enhancing work related knowledge, skill and attitude unique to The Oberoi Group. They take pride in being recognized for their best practices in training and development. Some of the courses that they offer are mentioned below: Welcoming of new employees Brand Oberoi Service Standards Skills development Operations training Cross exposure training Handholding and mentoring programs

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PEOPLE PHILOSOPHY

Key Principles
Organization structure and manning: Organizational structures will be lean, with a minimum number of levels and with clear individual reporting and accountability. Recruitment and Selection: At every level of the organization, They will select people of the highest quality and with the highest potential to advance Their business. Performance Appraisal: To inculcate a culture of personal growth and organizational excellence based on principles of performance based results. Learning and Development: They will aim for world class managerial and technical excellence using continuous learning and development to support the business and encourage growth from within. Career Development: They will provide careers, not merely jobs, to their people, through developing them in ways where organizational needs are matched with personal strengths and potential. Succession Planning: Their focus on development of people will reflect their international character and ensure that they have the right number of employees with the appropriate skills in the right place at the right time. Training: Transfers, national and international, will be based on organizational needs and career development requirements of the individual. Compensation : Their compensation philosophy will enable us to recruit and retain the best and the most highly motivated talent, and will encourage the highest level of performance amongst Their employees through result based reward and recognition, and be related to the Companys overall business performance.

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Employee Relations: To create preserve and open harmonious environment in which employees at all levels will want to give off their very best in delivering world class service at the highest level of productivity.

Retention: Retention of talent is the key management responsibility as is separation of those whose performance is consistently below par or who breach the accepted ethical standards and rules of conduct.

HUMAN RESOURCE POLICY

The policies that The Oberoi, New Delhi follows for its employees includes the following benefits that are taken care by the organization are as following: Mediclaim GPA (Group Accident Policy) Paid leaves Medical Advance Transportation facility Cash amounting to INR-3100 is given to employee and 2 children. Funeral expense of Rs. 4000. Scholarship for children Education allowance for children Rs. 25,000 for other degree Rs. 35000 for IHM/ year Birthday cake on the birthday of every employee. 28

NEW EMPLOYEE TRAINING CYCLE IN HOSPITALITY SECTOR

Hospitality Industry has relatively high employee turnover. Employee turnover in their first 30 days is to blame for such high percentage. New environment, overload of information, pressure to perform for new bosses and obey new work rules, this combination of new things may make a new employee feel insecure and overwhelmed and often are the cause of resigning. Company who invests their money into recruiting process wants their new employees to stay. Orientation programs are an important tool in succeeding in that aspect. Although orientation programs are design to reduce stress associated with starting the new job, quite often new employees are presented with huge amount of information and procedures, compressed into short brief which only increases the level of anxiety their experience. It is up to management to find the right balance. On average, 17% of working population leaves their job per annum. This means that potentially, one in six employees faces a first day in a new job every year. One reason people change job is that they never feel welcome or a part of the organization they join. As a result many choose to switch rather than fight, and simply quit their jobs and move on to another company shortly after they are hired. When this happens the organization they leave behind is faced once again with the need to hire, induct and train another employee. A thoughtful new employee induction program can reduce turnover and save an organization thousands of Rupees. Whether a company has two employees or 20,000, it should not leave new employee induction to chance. An induction program is the 29

process used within many organizations to welcome new employees to the company and prepare them for their new role. An induction program is an important process for bringing staff into an organization. It provides an introduction to the working environment and the set-up of the employee within the organization. The process will cover the employer and employee rights and the terms and conditions of employment. As a priority the induction program must cover any legal and compliance requirements for working at the company and pay attention to the health and safety of the new employee.

IMPORTANCE:
Businesses have learnt that employee orientation plays a very important role in the development and performance of an employee. Like they say first impression is unforgettable. Hence the orientation process must be carefully planned and executed to ensure that the employee ends up knowing all about your company, the company profile and its policies, the target goals, the duties and the role the employee plays in helping the company achieve its objectives Ever hear the expression "common sense isnt so common anymore"? This phrase certainly has many workplace implications. All too often, managers incorrectly assume that other workers have the same work ethic and knowledge of the workplace that they do. We take it for granted that people know what is expected of them. The fact of the matter is, employees need to know not only the specifics of how to carry out their duties, but also the companys rules and expectations, before they can succeed in the workplace. The ideal time to set forth expectations of an employee is at the time he or she is hired, through some type of new employee orientation. In addition to providing a road map to workplace success, a thorough orientation has the added benefit of creating a positive first impression on the employee. The sense that he or she is important to the company will go a long way toward building a productive work relationship. Possible reasons for omitting orientation are high turnover. The use of technology Following are some topics to include in a new employee orientation program: company history and philosophy; information about what the company does and its industry; customer or client profiles; an organization chart; pay, hours of work, and other items such as overtime requirements, breaks or rest periods, lunch, etc.; overview of the 30

employee benefit package; description of the performance appraisal process - how, when, and by whom are employees evaluated; opportunities for training and advancement; employee handbook and policy/procedure manuals; companywide safety rules; and a tour of the facility. The presence of top management is important as well. Although implementing an orientation program may seem a daunting and costly task, no company is too small for new employee orientation, even if it is as simple as assigning a veteran employee to mentor the new employee and to "show him the ropes". There is no doubt that properly orienting employees to their new workplace is time consuming process, but a wise investment of time that will reward the company with more productive, satisfied employees. Employee orientation is one of the most effective tools an organization can use to engage new employees. The benefits outweigh the time and expenses associated with developing the curriculum and the staff time for human resources training and development specialists.

SENSE

OF BELONGING

Employee orientation can create a sense of

belonging for new workers. Welcoming employees to the organization is the first step in forging a solid employer-employee relationship. Employees who attend an orientation also can build friendships and friendly working relationships with coworkers because they share the common bond of starting to work at the same time. Two or more employees who attend orientation on the same day might be assigned work in different departments, but they share similar experiences based on being in the same orientation session and learning about their employer at a similar pace.

LOWER

INCIDENCE OF EMPLOYEE DISSATISFACTION - Workplace

policies generally are contained in the employee handbooks, but many orientation workshops provide a page-by-page review of the company's guidelines and the handbook. Orientation trainers ensure employees understand workplace policies by giving examples of actions and behavior deemed acceptable and unacceptable. Teaching new employees the importance of company guidelines early can reduce future problems such as workplace policy violations, poor performance, low 31

morale and overall dissatisfaction. In fact, Sally M. Kaiser, author of "An Examination of New Employee Orientation and Training Programs in Relation to Employee Retention Rates" cites research that indicates: "[F]ormal orientation programs are essential in retaining and motivating employees, lowering turnover, increasing productivity, improving employee morale, facilitating learning, and reducing the anxiety of new employees." When employees are aware of applicable policies and work rules, and when they acknowledge receipt of them, it can minimize the chances an employee will engage in poor workplace behavior.

PROTECTS COMPANYS INTEREST -

An orientation workshop supports

the company's goal of protecting its interests. Most orientation programs contain a segment that addresses equal opportunity laws and the employer's commitment to fair employment practices. Once employers explain nondiscrimination laws and policies that prohibit workplace harassment, they've done what the U.S. Equal Employment Opportunity Commission strongly recommends as a preventive measure for ensuring a safe work environment that's free from discrimination and harassment. The commission advocates employer training and states: "Preventing employment discrimination from occurring in the workplace in the first place is preferable to remedying the consequences of discrimination." Employers who become embroiled in employee discrimination lawsuits have difficulty justifying certain employment actions and practices if they haven't taken the time to educate new employees on equal opportunity and fair treatment in the workplace.

PRODUCTIVITY -

New-employee orientation can take one to two days to

complete, depending on the number of new workers in each class and the amount of material covered. However, after that point, employees are ready to assume their job duties. This saves time and enhances productivity -- managers can focus on providing direction on specific job tasks and responsibilities rather than answering questions on topics that are more appropriately addressed in orientation. Employees who gain a clear understanding of their employer's philosophy, mission and workplace guidelines are usually more confident about their roles and can jump right into the job they were hired to perform. New32

employee orientation provides employees with the fundamentals to be successful employees.

NEW EMPLOYEE TRAINING CYCLE AT OBEROI:

Orientation is a four day process followed by departmental induction.

ORIENTATION

DEPARTMENTAL INDUCTION

TRAINING PATH

Day 1:
The head of the HR/ Training Manager welcomes the new employees. The documentation work, uniform measurement, attendance registration and locker allocation is also taken care by the Hr department. The detailed presentation about the founder is being given by the Training Managers. Company Overview, Mission, Vision and Dharma, Environment Management System, these are taken care by the training department. Telling about the key people of the hotel is also done on the 1st day. 33

KEY OBJECTIVES:
Making the new employee familiar with the people working in the organization.

DAY 2:
The standards that are being followed by the Oberoi are discussed with the new employees. The Telephone etiquettes session, discussion about the employee engagement survey overview is shown to the new employees. The Property Show Round is also done. The HR presentation is taken by the HR assistant.

KEY OBJECTIVES:
The new employees are expected to follow the Oberoi standards. The show round is done so as to make him familiar with the surroundings.

DAY 3:
On the third day of the orientation the new employee is made familiar with the different departments. Front Office, Laundry, Kitchen, Finance departmental induction takes place on the third day. The Head of these departments gives the presentations on their respective departments, tells about the working that takes places in the organization. Then the departmental show round is done for the new employee. Quiz and tests are conducted as to what the new employee has learnt so far. 34

Key Objectives:
Through departmental induction, the new employee will be able to understand the working of his and other departments. He will get familiar with the key people working in different departments. Through quiz and tests his understanding of the organization will be made clear.

DAY 4
The departmental induction of other departments is done such as Housekeeping, Engineering, Security, Food and Beverage Services, Kitchen Stewarding by the head of the departments. The departmental show round of these departments as discussed above is done accordingly. The final test is conducted on the last day.

Key Objectives:
To understand work carried out by the departments and the major people. Meet heads of departments to understand what they do. The overall knowledge regarding whatever is been told to him is tested on the last day. On the ending of the fourth day the new employee is being asked to fill the orientation Feedback form. He is then informed about the timings of his job and the key persons he has to report to. Departmental induction takes place for about 7-10 days depending upon the department. He then reports to training department for his briefing about his job. Accordingly when his departmental induction finishes, he is given training path which includes his key responsibilities. It is mandatory for a new employee to appear for test such as Facts of The Hotel and Pre Confirmation Test for the confirmation of his job. 35

COMPARATIVE STUDY OF NEW EMPLOYEE TRAINING FORTUNE:

In Fortune orientation is a three day process.

CYCLE

OF

OBEROI

WITH

DAY 1
The first day of the new employee is with the HR Department only. The medical facilities, joining formalities are done. The property show round is done on the first day by the HR people.

DAY 2
On the second day, the new employee is made familiar with different departments. Presentations of different departments such as Security, Housekeeping, Front Office, I.T, Food and Beverage are given by the head of the department. These are done to make the new employee understand the working of the different departments.

DAY 3
On the third day the heads of the various other departments comes and explains the new employee about the working of his department.

36

One hour presentation of departments such as Engineering, Food and Beverage Service, Sales and Marketing, Purchase, Stores and F& B control is done by the head of these departments on the third day accordingly.

This is done to make the new employee understand about the working of the different department in the hotel.

The General Manager i.e. Nicholas Fernandez meets the new employee on the last day of the orientation and discusses about the standards of the organization and about his expectations from the new employee. Departmental induction takes place for 2 weeks depending upon the department. So after 2 weeks the training Path (Key Responsibilities) is given to the new employees. After six months head of the departments are asked for performance appraisal of the new employee. If their performance comes out to be good or satisfactory then only he is confirmed for the job.

37

COMPARATIVE STUDY OF OBEROI WITH WESTIN

In Westin the orientation is a three day process.

DAY 1
The new employee at Westin is welcomed by The General Manager (not every time) and The Heads of the departments. Various activities take place to break the ice among the new employees. Presentation is shown about Starwood Company. Post lunch all the Heads of departments gives presentations explaining about the working of their departments. Departments such as Food and Beverage Service and Kitchen, Housekeeping, Sales, Front Office, Engineering and SPA. The Grooming standards followed by the hotel are also told by the HR. In the end queries are discussed.

DAY 2
On the second day the medical facilities, police verification and all the other formalities required by the new employee are done. The lockers are given on the daily basis to all the employees.

DAY 3
The presentation regarding the Westin brand is shown to the new employees.

38

The Fire Fighting presentation and the demonstration is done with the new employees. This session is mandatory to attend for the new employees. Post lunch departmental show round is done by the respective key people of different departments.

Service culture workshop (2 day) also plays a very important role for the new employees. Although it is mandatory for the new employee to attend but it is not included in the orientation process. For the confirmation of the new employee he needs to clear New Associate Training Profile Certification (NATPC).

39

LITERATURE REVIEW
Baitshepu Tebogo (2011) says that induction is an important process in the smooth integration of new employees into the organizational culture. Induction is meant to make the process of fitting in easier for the new recruit. It introduces the new recruit to already existing employees and ensures a thorough understanding of the new role. To illustrate this point, the paper provides an analysis of a hypothetical situation involving a new finance director who has not undergone the induction process upon reporting for a new job. It explores his experience and possible reasons why induction did not occur. It shows the impact that lack of induction had on the finance director while offering a perspective on how the new finance director would possibly handle the unfortunate predicament he found himself in. The paper therefore suggests confidence-building measures to improve working relations between the finance director, the managing director, and other co-managers. Latham, Budworth, Yanar, Whyte (2008) - This study examined the possibility that the performance appraisal process is affected by a pervasive and inherent effect that has heretofore been unidentified. This effect derives from the results of the performance appraisal most recently performed on the manager who subsequently conducts appraisals of others. The nature of this effect was examined in four studies. In a case study, the ratings received by two area coordinators in a university academic department affected their subsequent ratings of faculty. In a simulation, 30 managers received hypothetical feedback regarding their own job performance. The managers subsequently evaluated an employee on videotape. Managers who received positive feedback about their performance subsequently rated the employee significantly higher than managers who received negative feedback regarding their own performance. This occurred despite the 40

fact that the managers knew the evaluation of them was bogus. The results of two followup field studies involving 74 manager-employee dyads in a manufacturing company in Canada and 39 manager-subordinate dyads in a retail organization in Turkey are consistent with the view that one's own performance appraisal is related to the subsequent appraisal of one's subordinates. Both anchoring with insufficient adjustment and a mood induction may explain this effect, but the results are more consistent with the former explanation than the latter. Malini Nandi Majumdar (2010) - Induction is the welcoming process to make the new employee feel at home and generate in him a feeling of belongingness to the organization. It is concerned with the problem of introducing or orienting a new employ to his work-group, supervisor and the organization. Socialization is the process through which a new recruit begins to understand and accept the values, norms and beliefs held by others in the organization. The purview of the project revolves around the impact of induction in socialization of the new employees of ITC, The Sonar. The literature has been enriched with the help of contributions made by various authors, industry experts and professionals, journalists and numerous websites in the field of human resource management concepts of the core concepts of induction, socialization and responses of new employees. The research methodology involved collection of primary data with the help of questionnaires and tabulation of secondary data collected from various sources for analysis. The findings and analysis were done through classification, tabulation and graphical presentation of data through bar diagrams, pareto and study of questionnaire. It has helped to have an in- depth insight of the advantage and drawbacks of the induction sessions of ITC, the Sonar. The study finds out that there is a positive correlation between induction & socialization of ITC. Based on the findings and data analysis some suggestions can be given to make the induction session more acceptable and attractive to the new employees. Some are the points highlighted are 1) Increase the length of the session (7-10 days). 2) Make the program more interesting (include management games, role play etc). 3) Speak about Career paths (promotions, growth). 41

Anthony M. Wanjohi (2008): The study aimed at identifying the role played by the induction program in relation to employee retention in GOAL. It also highlighted some examples of the beneficial induction practices initiated in GOAL that should act as a trend-setter for other organizations. The study was guided by the following research objectives: i) To determine the role of induction program in GOAL, ii) To determine the new employees induction practices used in GOAL, iii) To find out the new employee perception about induction program employed by GOAL, iv) To find out the content of the new employee induction program employed by GOAL and v) To suggest what can be done to improve the program in order to enhance the new employees performance in GOAL. Simple random and purposive sampling techniques were used to arrive at the sample of employees while purposive sampling technique was used to select the heads of departments and the location of the study namely Juba and Twic Counties in South Sudan. Data for this study was collected by means of questionnaires and interview guides. Statistical Package for Social Sciences (SPSS) version 8.0 for windows was used to process the collected data. Descriptive statistics such as frequencies and percentages were used to summarize the data. The study showed that the main roles of induction program in any organization are delivery of information about the organizations vision, mission and products through training on the employee code of conduct. From the study it also emerged that most employees of GOAL had a positive perception regarding the induction program. The study also found that most employees at GOAL deemed the content of induction program to be generally good although there were some areas that needed to be improved. The study recommended that GOALs management should work to ensure that the new employee induction program in the organization to be more employees centered. For the new employees, they should adapt the mission and vision of the organization and work towards improving their performance. Individual organizations should also look into the content of their

42

respective employee induction program and see that it looks into the employees working conditions and motivation with the aim of improving their performance.

Kor and Mahoney (1998) -As this paper document, Edith Tilton Penrose's (1959) classic The Theory of the Growth of the Firm is one of the most influential books of the second half of the twentieth century bridging economics and management. Yet, there is little understanding of the process by which this classic came about and the lessons to be learned concerning research creativity. This paper explores Penrose's (1959) "resources approach" to the growth of the firm as an iterative process of scientific discovery via induction and scientific justification by deductive reasoning. We focus on: (i) the research process that led to Penrose's (1959) classic; (ii) the book's contributions to management; (iii) the generative nature of Penrose's research for current resource-base theory; and (iv) future research building on Penrose's "resource approach." Schwizer, Casiraghi and Stefanelli (2011) The paper discusses the idea that an institutionalized and effective board induction and training process could maximize the directors contribution and thus improve board effectiveness in banks, especially if training and induction are done in a board that respects good practices with regards to board independence, board diversity, presence of board committees, degree of directors turnover, recommended by regulators and institutions. In the wake of the recent financial crisis, in fact, a growing professionalization of directors may be considered as a tool to improve the effectiveness in banks. Contrary to the relevance of the topic, the available literature is very poor. Using the qualitative research methods, the paper shows, first of all, the state of the art on board induction and training programs for directors in the 25 largest European banks and, then, the results of a survey about the opinions of an Italian panel on the topic. Findings confirm that induction and training programs for directors are a fundamental tool to improve the effectiveness of corporate governance. However there is a substantially limited dissemination of these practices in banks and, in those cases where these practices are used more extensively, it is possible to spot some areas of improvement compared to best practices. Overall, the most disappointing results, in terms 43

of the dissemination of induction and training programs for directors, emerge from the interviews carried out on the Italian panel. Based on the results, some motivation and managerial implications are proposed. Maija Renko (2006) Firms that specialize in the creation of knowledge and new technology are an important part of many technology-intensive industries today. However, there is little guidance in the management literature on how managers should behave in the presence of markets for technology. This research contributes to this research gap through an analysis of market orientation in markets for technology. The two extraordinary features of markets for technology that make market orientation an especially relevant concept for research are (1) the science-driven nature of new product development, and (2) the demand conditions that are characterized by unmet customer needs. Given the increasing importance of markets for technology as well as marketoriented thinking in today's business world, this study is worthwhile and presents a contribution to the marketing literature as well as the technology management literature.

44

OBJECTIVES OF PROJECT:
To study the new employee training cycle at Oberoi, New Delhi. To study the impact of orientation program on the new employee. To do a comparative study of New Employee Training Cycle at The To identify ways to improve the process.

Oberoi, New Delhi with Westin and Fortune hotels.

SIGNIFICANCE OF THE PROJECT:

Orientation is a function that allows a new employee to learn about the organization, what the expectations are in the position, who is responsible and accountable, and in general what they need to know to become an integral part of the company. It is sad, however, that many companies not only dont provide an orientation, but expect the new employee to be able to figure it out themselves. I got this opportunity to work in Training and Development department in Oberoi hotel and got the privilege to understand the new employee orientation process. It happened twice a month. I did a comparative study of New Employee Orientation Cycle in Oberoi with Fortune and Westin hotels. Through my study I understand the following The induction process familiarizes the new employee to understand the working of an organization. It helps him to get familiar with the new environment and the key people working in that organization. 45

RESEARCH METHODOLOGY:
PROBLEM DEFINITION: - The most important step in carrying out a Research is to carefully define the Research problem. The Problem must be clear and should not be unambiguous. Our study was carried out in New Delhi in order to understand the Comparison of New Employee Training Cycle in The Oberoi with Fortune and Westin RESEARCH AND SAMPLING DESIGN DEFINITION According to Clifford Woody: -Research comprises of defining and redefining problems, formulating hypothesis(suggested solutions), collecting, organizing, and evaluating data, making deductions and reaching conclusions and at last carefully testing the conclusions to determine whether they fit the formulated hypothesis. SAMPLING DESIGN Sampling unit/Target group

The respondents were Managers, Assistant Managers and all the new employees. Sample size

As the name indicates, sample size refers to the number of respondents or the size of the sample, which is to be surveyed. Here the sample size taken for the study was 30. Sampling procedure

It refers to the definite plan adopted by the research for obtaining the data from the respondents; the technique adopted here is to gather data from questionnaire method. RESEARCH DESIGN The research design adopted is descriptive research design. It involves fact-finding, inquiries of different kinds etc. 46

 DATA COLLECTION Data collection is one of the important tasks of the research which includes both PRIMARY and SECONDARY sources. o PRIMARY SOURCES Direct Observation: This provides clear understanding and view about the induction process. Telephonic Interview: Collection of data via telephone. The interviews was structured and focused to explore the needs of the induction process for a new employee. o SECONDARY SOURCES Secondary data is the data used previously for the analysis and the results are undertaken for the next process. Data was collected from books, magazines, web sites, going through the records of the organization, etc.

47

DATA ANALYSIS
The following graphical representations are the responses of the employees to the different questions asked to them and following analysis are made as below.

Q 1) Do you find induction process useful?

0%

Y es No
100%

INTERPRETATION:
48

All the respondents considered induction a very useful process as it helps in better understanding of the organization. Q 2) Have you been made aware of the following policies, procedures and services? Do you know and understand them? Please tick as necessary.

Not at all aware

Aware of this but need more information

Completely understand

The organizations mission statement? The structure of the organization? The aims and objectives of the organization? The organizations health and safety procedures

INTERPRETATION: Mostly respondents were aware of the organizations mission statement, structure, aims and objectives of the organization, and needed more information on organizations health and safety procedures.
49

Q3) How was the information imparted during your orientation?

10%

E xcellent G ood
30% 60%

Avera g e

50

INTERPRETATION Out of 30 respondents, 18 respondents find the information imparted during the orientation as excellent while others find it good as it is very useful for their understanding

Q 4) Did you understand your job responsibilities?

10%

Y es No

90%

51

INTERPRETATION:
Out of 30 respondents, 27 respondents were able to understand their job responsibilities after attending orientation process.

Q 5.)How were the queries handled by different departments?

10% 20%

50%
Very Good Good Average Bad

2 0%

52

INTERPRETATION: Out of 30 respondents 15 people think that the query handling system by the heads of the departments is very good, as their queries were handled properly. While others think the process of handling queries is average. Q6.) How was the material provided to you during your orientation process?

10%

10%
Very Good Good Average

30%

50%

Bad

INTERPRETATION:
53

Out of 30 respondents, 15 respondents think that the material provided to the new employees during orientation program is very benefial for them as it helps them to know about the different aspects of the organization. Q 7) How was the induction done by different departments?

10% 10%
Very Good Good Average

80%

INTERPRETATION:
54

Out of 30 respondents, 24 respondents think that the inductions carried by various other departments are very good while others think the process was average.

Q8.) Do you think that the property show round helps in the understanding of the working of the organization?

55

10%

Y es No
90%

INTERPRETATION: Out of 30 respondents, 27 respondents think that doing property show round along with the detailed presentation of different departments actually helps in understanding the practical aspect of the organization along with the theoretical aspect. Q9) According to you (as a new employee), what do you think New Employee Orientation Program is benefial to decrease employee turnover rate?

56

20%

Agree Disagree
80%

INTERPRETATION: Out of 30 respondents 24 people think that the new employee orientation can actually helps in decreasing the employee turnover rate while others think conducting good orientation program does not only helps in reducing the rate. There are many others factors also that play an important role. Q10.) Are you satisfied with the overall induction procedure?

57

10%

Y es No

90%

INTERPRETATION: Out of 30 respondents 27 respondents were satisfied with the overall induction program, while 3 respondents seems to be dissatisfied.

FINDINGS
58

External findings
days induction.

The Oberoi has 4 days induction process whereas Fortune and Westin has 3 In Oberoi property show round is done according to the departments and the presentation shown to the new employees whereas in Fortune property show round is done only on the first day of the induction process and in Westin property show round is done on the last day of the induction process. The General Manager welcomes the new employees in Westin whereas in Fortune the General Manager meets the new employees on the last day of the induction process and discusses about his expectations from the new employees. In Oberoi the induction process takes place twice a month whereas in Fortune and Westin the induction process takes place once a month. In Oberoi pre-confirmation tests takes place for the confirmation of the new employees whereas in Fortune, after six months of the joining of the new employees the head of the departments are asked for performance appraisal of the new employee. If their performance comes out to be good or satisfactory then only he is confirmed for the job. And in Westin for the confirmation of the new employee, he needs to clear New Associate Training Profile Certification (NATPC).

59

Internal Findings
Mostly respondents say that they found the new employee orientation process very useful as they were able to understand the working of the organization easily. Many respondents think that they have been made aware of the organizations structure and mission while some think they need more information on organizations health and safety procedures. The information imparted during the orientation program appears to be quite useful for the respondents. Many respondents say that after attending the orientation they are now well aware of their job responsibilities and what is expected by him. Mostly respondents were satisfied with the query handled process. Respondents said that the material provided to the new employees is useful for the understanding of the working of different departments and also about the key people of the organization. According to the new employees the induction carried by different departments was very good for their understanding about the departments. Many respondents think that the property show round done along with the detailed presentation was very useful for them as now they have the clear understanding of the actual working of the organization. Many respondents think that the new employee orientation program is very helpful to decrease the employee turnover rate in any organization. Mostly respondents were satisfied with the overall orientation program.

60

MY LEARNINGS
It helped me to understand the actual working of an organization It helped me to gain an insight view of the working of a service industry. It helped me to understand the practical aspect of a service industry. It helped me to build relations with the employees working in Oberoi hotel. It helped me to understand the working of the training department. It also helped me to understand the importance of training the employees in service industry. I attended the sessions like Telephonic etiquettes and Effective Communication. Therefore it helped me the importance of these sessions in an organization. It helped me to understand how the training manager manages the departments. It helped me to improve my interpersonal skills as I interacted with the other employees in the organization. I helped the Training managers in their operational work. Hence I understood the actual functioning of the training department in the service industry. During my internship I understand how a manager manages different situations. It helped me how to assemble reports of all the trainings that takes place. During my internship I worked on MIS (Management Information System) for assembling the data at one place. I understand how to maintain all the records properly. Reports in the training department were maintained on daily, fortnightly and monthly basis so it helped me to understand the importance of each and every training session that takes place. I understood how employee engagement activities help in retaining the employees in an organization. I got the privilege of attending the Sports Day of The Oberoi Hotel, New Delhi.

61

CONCLUSION
There are certain parameters on the basis of which we can compare the orientation process at different hotels. Comparative study of new employee training cycle of Westin and Fortune with Oberoi OBEROI Duration Departmental Induction Meeting with GM Formalities Done 4 days 7-10 days No meeting On the 1st day of induction FORTUNE 3 days 14 days Last day of induction On the 1st day of induction WESTIN 3 days 7 days First day of induction On the 2nd day of induction

The Oberoi Hotel holds four days of orientation process while Fortune and Westin has three days of orientation process. The departmental induction is carried for 7-10 days in Oberoi, while 2 weeks in Fortune and 1 week in Westin Hotel. In Fortune, the General Manager meets the new employee on the last day of orientation, while in Westin the General Manager welcomes the new employee along with the head of the departments. All the formalities are done on the first day in Oberoi and Fortune while it is done on the second day in Westin. Therefore proper orientation and training of employees is one part of human resource management. Providing a thorough orientation ensures a satisfying work experience for both the employer and employee. The employer should assess the employee's skill level, identify what the learner should be able to do, and develop strategies in training the employee. The employer uses a systematic approach (prepare, tell, show, do, and review). Well planned and conducted orientation and training takes time and effort on both the 62

part of the employer and employee; however, the far-reaching benefits result in positive, productive and motivated individuals.

RECOMMENDATIONS:
After carrying out the project, I came out at the following recommendations that might be helpful for the company in order to make the new employee orientation the best: During orientation process ice breakers activities should be introduced as it helps in breaking the ice among all the new employees. In Westin and Fortune the new employees meets the General Manager of the organization. This should be done in Oberoi as well as it helps in familiarizing the new employees with the key people of an organization. There should be assigned a particular day for all the formalities such as Medical, Uniform, Locker as it not waste much of the time of both the new employees and the organization.

Hold weekly update meetings for department heads to share progress and ideas and discussion of the problems faced by the new employee at workplace.

According to me the employees should made to sign a bond which states that they cannot leave the organization before eight months of joining which will reduce the cost of recruitment and training of those employees and will save time in recruitment.

63

BIBLIOGRAPHY
Internet: http://www.uonbi.ac.ke/sites/default/files/staff/StaffInductionBook.pdf http://www.citeman.com/11385-orientation-%e2%80%93-an-excellentway-to-welcome.html#ixzz1xO5XiSKp http://www.agcnetworks.com/industry/hospitality/hospital-industry-inindia.htm http://en.wikipedia.org/wiki/Orientation http://www.ehow.com/info_8603210_implications-using-newemployeeorientation.html

Reports: Know Your Hotel Oberoi Manuals HR Policy Handbook

64

Annexure
NEW EMPLOYEE TRAINING CYCLE

Name: Age: Department:

1. Did you find the induction process useful? Yes No

2. Have you been made aware of the following policies, procedures and services? Did you know and understand them? Please tick as necessary.

Not at all aware

Aware of this
65

Completely

but need more information

The organizations mission statement? The structure of the organization? The aims and objectives of the organization? The organizations health and safety procedures

understand

3. How was the information imparted during your induction? Very Good Good Average Bad

4. Did you understand your job responsibilities? Yes No

5. How was the queries handled by different departments? Very Good Good Average Bad

6. How was the material provided during orientation program? 66

Very Good Good Average Bad

7. How was the induction carried by different departments? Very Good Good Average Bad

8. Do you think that the property show round helps in understanding the working of an organization? Yes No

9. According to you the orientation program helps in decreasing the employee turnover rate? Agree Disagree

10. Are you satisfied with the overall induction program? Yes No

11. Additional Comments :

67

68

THANK YOU FOR YOUR FEEDBACK!!!

69