PPT Hospitality Administration, Housekeeping department

HOSPITALITY
ADMINISTRATION
3 . 2 I N T E R - D E PA RT M E N TA L C O O R D I N AT I O N A N D
C O M M U N I C AT I O N
3 . 3 I N T E R R E L AT I O N W I T H P E R S O N N E L D E PA RT M E N T:
I M P O RT M E N T A N D F U N C T I O N S
3 . 4 M A N P O W E R P L A N N I N G , R E C R U T M E N T,
T R A I N I N G A N D A P P R A I S A L S
SUBMITED BY
ARYANANDA V B
II nd MSC. DFSM

INTRODUCTION
• No individual department in any hotel can work in isolation. The
housekeeping department, is just one of the department in a hotel
working towards the satisfaction of the guests, and each department
is dependent on others for information and services if its work is to
be accomplished effectively. Within the rooms division,
housekeeping primarily coordinates with the front-office and
maintenance. Amongst all co-ordination relationships in hotels, the
most important one is that between the front-office, housekeeping
and maintenance. Hotels depend on these three departments to create
an image.
7 / 3 1 / 2 0 2 4 S A M P L E F O O T E R T E X T 2

INTER-DEPARTMENTAL COORDINATION AND COMMUNICATION
Housekeeping Department can coordinate with:
• Front-Office
• Food & Beverage Department
• Stores
• Purchase Department
• Personnel Department/ Human resource department
• Sales and Marketing Department
• Maintenance Department
• Security Department

COORDINATION WITH FRONT OFFICE
1. To ensure efficient rooming of guests, both housekeeping and
front office must inform each other of changes in a room’s status.
Knowing whether a room is occupied, vacant, on change, out of
order (OOO), under repair, or similar for proper room
management
2. There should be coordination to clean front office public areas
3. There must be coordination between housekeeping and front
office department to share information on occupancy levels which
helps to forecast occupancy for the year and makes it easier to
draw up a budget, establish par stock levels and estimate required
staff strength.

4. There should be coordination know about the daily room report and housekeeping
discrepancy report.
5. It also helps to gear renovations and spring cleaning to low occupancy periods there by
preventing loss of revenue.
6. The housekeeping and front office department also coordinate with each other for other
important information which require special attention like
7. VIPs in house: this information is essential so that the staff can take a little extra care and
keener precautions in cleaning and supervising VIP rooms.
8. Groups in the house: the group rooming list must be provided before the group’s arrival to
the housekeeping as groups tends to move together in terms of arrival, departure, sightseeing
tours and meals. Their rooms need to be readied together in view of strict time parameters.
Group rooming lists enable the hk department to organize their work and have the group’s
room ready on time.

9. Crews in the house: Sometimes the arrival of a crew and the departure of another
crew from the same airline may overlap. In such circumstances, it is important for
the allotted rooms to be cleaned within a short period of time. Thus for this there
should be a effective coordination between front office and housekeeping.
10. Flowers: sometimes the management extends its compliments to a guest with a
special gesture of a flower arrangement in the room as recognition of the
importance of a person. This requirement of flower arrangements for certain guests
is conveyed to housekeeping by the front office on a daily basis.
11. Apart from the above communications the front office needs to depend on
housekeeping for the provision of clean uniforms to its staff.

COORDINATION WITH FOOD AND BEVERAGE
DEPARTMENT
1. The coordination of housekeeping with the restaurants and banquet
halls is mainly concerned with the provision of linen and uniforms.
2. On his/her part the restaurant manager should ensure that the time set
for the exchange of linen must be maintained and linen should not be
lost or misused.
3. There should be coordination to maintain minibar in guest rooms.
4. The housekeeping should be well informed about the forthcoming
banquet function in advance so that housekeeping will arrange
everything to organize that function.

5. House- keeping may also have to arrange for flower decorations for
banquets.
6. The coordination between the two departments becomes particularly
necessary in collection of trays from the guest corridors which are
collected from the room, placement of fruit basket in special rooms.
7. In many hotels housekeeping also looks after pest control in
restaurants, kitchens, and stores attached to them. Special cleaning of
these areas call for coordination with the housekeeping department.
8. Both the restaurant and kitchen staff requires clean uniforms on a
daily basis, for which too they need to coordinate with housekeeping.

COORDINATION WITH STORE
1. Coordination with stores ensures the availability of day-to –day
necessities of housekeeping.
2. Larger hotels have a store attached to the housekeeping
department that stocks linen, supplies and so on.
3. Smaller hotels may stock them in the general store, except for
linen, which is sent to the housekeeping department on purchase.
4. Communication with stores is by way of a requisition form,
which housekeeping sends to when it requires certain items. The
requisition form is called as store requisition form.

COORDINATION WITH PURCHASE DEPARTMENT
1. The purchase department procures out –of –stock items for housekeeping, such
as guest supplies and amenities, stationery, linen, cleaning materials and
equipments etc.
2. Housekeeping should convey their requirements to purchase by way of advance
notice in the form of a purchase requisition.

COORDINATION WITH PERSONNEL DEPARTMENT/HUMAN
RESOURCE DEPARTMENT
1. Housekeeping coordinates with the personnel department for following reason
2. Acquisition: human resource planning, recruitment, selection and induction/
socialization.
3. Maintenance: compensation management e.g. pay/ salary, wages, over time,
medical treatment etc.
4. Motivation: performance appraisal system, reward management system and
training and development.

COORDINATIONWITH SALES AND MARKETING
DEPARTMENT
1. There should be effective coordination between sales and marketing department and
housekeeping to supply promotional items in guest rooms and other areas of hotel.
2. The sales and marketing department informs housekeeping of the occupancy forecast for
the entire year, which is broken up month wise. This enables housekeeping to budget for
the necessary expenses .
3. An important contribution of the housekeeping staff to hotel sales is ensuring that repeat
business is obtained by providing the level of cleanliness and service that meets or exceeds
guest expectations.

4. The sales and marketing team also have to depend on housekeeping for their
uniforms.
5. Two things are certain in the hotel business: no matter how many guests a
salesperson brings in the door, if housekeeping does not execute its function with
excellence the guests will not be coming back.
6. Vice versa, no matter how well- kept the rooms, if the sales staff does not bring
potential guests to the hotel, occupancy falls.

COORDINATION WITH MAINTENANCE DEPARTMENT
1. The housekeeping department depends on maintenance to keep things in order.
2. While carrying out their scheduled work, housekeeping employees may find
some deficiencies in the hotel facilities, such as faulty electrical plugs, dripping
faucets, leaking pipes or malfunctioning air-conditioning units etc.
3. A need for urgent repairs is reported to maintenance over telephone and these
requests are usually taken into action immediately.
4. There are various heads under which maintenance work is done they are:

5. Electrical work: air conditioning and heating; fused bulbs , lights and lamps that
are not functioning ; defective plugs and plug points ; short circuits; and faulty
geysers , refrigerators , and minibar fall under this category.
6. Boiler work: this is necessary to maintain a supply of hot water to guestroom.
7. Mechanical work: this entails repair or replacement of any faulty equipment,
such as vacuum cleaners, ice-cube machines, and so on.
8. Plumbing work: this deals with faulty faucets (taps), showers, drainage systems,
water closets, and so on.
9. Carpentry work: broken of shaky furniture; mirrors and cupboards in less than
peak condition, and fresh woodwork are all part of this.

COORDINATION WITH SECURITY DEPARTMENT
1. The coordination here is mainly concerned with the prevention of fire and thefts and the
safekeeping of keys and lost property.
2. Housekeeping personnel should also report anything of a suspicious nature or movement
in hotel immediately to the security staff.
3. Housekeeping have to coordinate if they see any anti-social activities in the guest room
such as gambling, smuggling and so on.
4. The security department is responsible for conducting training sessions on handling
emergency situations for the staff. e.g they conduct fire drill to train staff to gear up in a
fire emergency.

INTERRELATIONSHIP WITH PERSONNEL DEPARTMENT
Housekeeping coordinates with the personnel department for the following reason .
Acquisition: human resource planning, recruitment, selection, and induction/
socialization.
Maintenance: compensation management e.g. pay/ salary, wages, overtime,
medical treatment etc.
Motivation: performance appraisal system, reward management system and
training and development

IMPORTANCE OF HOUSEKEEPING DEPARTMENT
• Do not focus only one service.
• Guest satisfaction.
• Care and comfort.
• Deals with many situation.
• Communication between front office and housekeeping department.
• Revenue

FUNCTIONS OF HOUSEKEEPING DEPARTMENT
A Hotel Housekeeping Department Has Four Main
Functions;
Cleaning and Maintenance.
Training of its personnel.
Requisition and Control of necessary supplies and
equipment.
Paper work- schedules and report

CLEANING AND MAINTENANCE
 Primary function of housekeeping department.
 The cleaning and daily maintenance of the areas under its supervision.
 Areas generally included are;
 Guest rooms
 Halls and corridors
 Lobby
 Public rooms and restaurants
 Offices (hotel personnel)
 Stairways Stores,
 concessions and other leased area

Cleaning Rooms and Public Areas
Housekeeping department cleans the rooms and toilets and wash basins in the room.
Apart from cleaning the guest rooms, housekeeping department is also responsible
for cleaning floor, terraces, elevators etc.
Bed making
A guest requires a comfortable bed to take rest, relax and enjoy.
Linen Management
One of the important jobs of the Housekeeping Department is clothes and linen
management. This involves all functions from purchase of linen to laundering,
storage, supplies and to condemnation of this department.

 Laundry Service
It is the job of the Housekeeping Department to ensure clean and hygienic washing
of all the linen items, and then distributing them to different areas of the hotel.
 Key Control
Key control is one of the major jobs of the housekeeping department. The room
keys have to be handled efficiently and safely before and after letting the room.
 Safety and Security
The Housekeeping Department is responsible for maintaining a peaceful atmosphere
in the hotel. If the guests and staff always fear for their safety and the safety of their
belongings, the atmosphere will be very tense.

Interior Decoration
Interior decoration is the art of creating a pl atmosphere in the
living room with the addition of a complex of furnishings, art,
and crafts, appropriately combined to achieve a planned result
or design. These arts and crafts have to be well maintained by
the housekeeping department.
 Room Maintenance
Good housekeeping department is just as responsible for the
hotel's maintenance as an engineering department. In an ideal
environment, the housekeeping staff and managers should act
as the eyes and ears of the engineering department. If damaged
or broken items are not reported, they can't be fixed.

TRAINING OF ITS PERSONNEL
• Numerically, the housekeeping department is the largest department in a hotel.
• It will comprises 75 percent or more of the total permanent staff.
• Housekeeping department also has more unskilled workers on its staff than has
any other department.
• At one time or another, all come into a direct personal contact with guests. This
point up the second major responsibility of the housekeeping department.

REQUISITION AND CONTROL
o The third major function of housekeeping is requisitioning, storage and control of
many operating supplies required for the daily routine of the department.
o The items in the guest rooms must be replenished each day to maintain the par, or
standard, set by management.
o The maids and housemen need adequate supplies and proper equipment (rags,
pails, carpet sweepers, hand and floor vacuums, and so on) in good working order
to clean and service the guest room, corridors, and other public area of the hotel.

PAPER WORK
• Paper work associated with the department.
• Record keeping for the proper control of payroll, number of employee involved.
• Calculate total payroll cost and handling all other paper works rgarding in this
particular department.

ADDITIONAL FUNCTIONS
 Providing clean comfortable and safe surrounding
 Obtaining optimal room sale
 Fulfilling guest's preferences
 Creating appealing and desirable room
 Developing effective cleaning practices
 Maintaining property's interior
 Ensure all products are replenished
 Store cleaning equipment correctly and safely after use
 Ensure all rubbish and waste is disposed of safely
 Ensure correct procedures are undertaken when using machinery and faults
reported to the appropriate person

MANPOWER PLANNING
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:
• The exact number of staff required to be on duty at any given occupancy.
• That staff working hours are as per their employment contract.
• That regular off-days are availed for enhancing productivity.
• Knowledge of which employees are present on the premises in instances of
emergencies.
• 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 labor
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 labor 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.

RECRUITING, SELECTING, HIRING, ORIENTING, AND
TRAINING RECRUITING EMPLOYEES
• Recruitment involves identifying sources of labour, reviewing job descriptions and
specifications, publicizing job vacancies, and inviting job applications to fill
vacancies.
• The process is initiated by the executive housekeeper in keeping with the guidelines
and procedures met by the human resource department.
• Internal sources Opportunities arising from internal sources should be thoroughly
examined before scouting for external sources. Internal sourcing encourages growth
within the organisation and prevents stagnation and discontentment among the staff.
• Internal sourcing is advantageous to the executive housekeeper also, since the
manager thus gets employees who have already proven themselves and are familiar
with the property. Internal sourcing involves promotions and transfers.

PROMOTIONS
• It is essential that the executive housekeeper identifies employees who could be
promoted to the next level, training and grooming them for the promotion.
• This is referred to as succession planning.
• Possibilities for promotion enhance the morale and productivity of
employees.Transfers Interdepartmental transfers are an option that makes
employees more flexible.
• Employees can be then accommodated in any department when need arises.
• Keeping transfers as an option calls for cross-training, so that employees can
learn the duties of more than one position.

o External source : External sourcing is necessary for entry-level jobs and whenever
creative inputs from external candidates need to be used at specific positions.
o Colleges and high schools: Qualified candidates can be recruited through various hotel
management colleges across the country. For some lower-rung positions, high-school
students looking for job openings may be recruited.
o Employment bureaus: These bureaus maintain a database of people looking for jobs.
When contacted, the bureaus match the skills required for the vacant position with the
skills of candidates listed with them.
o Networking and recommendations: Personal contacts of friends, co-workers, or
subordinates may also be a potential source of labour. Personal contacts and
recommendations are a major source of recruitment in the hotel industry.
o Advertising : Along with tapping the above sources, most hotels place advertisements in
newspapers and industry publications.

SELECTING EMPLOYEES :
The process of selection involves screening application forms and resumes,
interviewing, and evaluating. Selection is a process of identifying and hiring people
whose probability of success in the job at hand is maximum and who are likely to
stay long enough with the organization to add to its development.
HIRING EMPLOYEES
Once suitable candidates are identified and the references checked, the human
resource department extends the job offer to them at the earliest. Medical
examinations must be undergone by the selected candidates. Finally, identification
cards, time-in swipe cards, and relevant forms need to be collected by the new
employees. The executive housekeeper must also inform other employees about the
identity and position of the new employee and prepare them to extend their co
operation to the team member .

ORIENTING EMPLOYEES
With the hiring process over, the new employees are now on the payroll of the establishment. The
newcomers need to be introduced to people and be familiarized with the environment in which they
are to work. This is done through an orientation or induction programme. Orientation is the guided
adjustment of a new employee form part of the orientation programme:
• The history of the organization
• General policies and practices of the organization
• Departments; their location and function
• Staff benefits; location of staff toilets, locker rooms, restrooms, staff mess, and so on .
• Safety regulations and other procedures
• Organizational hierarchy, defining the employee’s position and reporting relationships.
The orientation may take place through formal methods- using film slides, demonstrations, and
lectures-or informal methods. Most hotels have a training department, which takes care of the
orientation programme in general.

TRAINING EMPLOYEES
• Training is the overall enhancement of human ability by developing knowledge,
skills, attitude and behaviour in order to achieve individual goals.
• Training relates not only to new employees, but is an ongoing process for the
entire team. Training is effective only when the knowledge gained is applied at
work and tested for usefulness.
• The steps in planning a training programme are presented below.
• The first step in training is to assess the need for training in the department. The
second step is to identify areas in which training is required and list them
according to priority.
• The third step is to determine what type of training is needed in each area. The
fourth step is to plan the training programmes and set time periods for
implementing them. The fifth step is to evaluate the programme.

The benefits of training are as follows :
• New employees learn in a comfortable atmosphere
• New employees understand the importance of the job and the expectations to be met
• Existing employees improve their work performance
• The incidence of accidents is reduced and safety is enhanced
• Employees are motivated and their job satisfaction improves
• Employees and overall productivity improves
• Employee turnover is reduced
• Standards and quality of work improve
• Supervision improves

TYPES OF TRAINING
Training may be of various types. They are as follows:
Induction training : Induction training 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.
Refresher training : This is carried out when an old employee has to be re-trained to refresh his/her
memory.
On-the-job training : This type of training takes place while a trainee is working on a daily schedule.
The trainee in this case is under the guidance of a trainer or a buddy. As part of on-the- job training in
housekeeping, the new employee may be instructed in topics such as
• The use and care of equipment
• The use and storage of cleaning agents
• Setting up of the room attendant’s cart and
• Linen, laundry, and uniform-handling procedure.

Off-the-job training : Off-the-job training takes place away from work, in a
classroom, by means of workshops, demonstrations, lectures, discussions, seminars,
audio-visual presentations, case studies, and roleplaying. Some topics for
instructions may be .
Controlling expenses
Ways to meet standards
Demonstration of new equipment
Stress management

APPRAISALS
Performance Appraisal:
Definition:
A process of evaluating an employee s performance on the job in terms of its
requirement. Appraisal Procedure Involves:
1. Setting work standards
2. Assessing the employee s actual performance relative to these standards
3. Providing feedback to the employee with the aim of motivating that person to
eliminate performance deficiencies or to continue to perform above par.

The main 5 objectives of Performance appraisal are:
1. To assist management in promotion, demotion, and transfer problems.
2. To improve job performance.
3. To increase analytical abilities of supervisors.
4. To reveal areas where training is needed.
5. To prevent grievances.

CONCLUSION
In conclusion, the interrelationship between the personnel department and the housekeeping
department is pivotal for the smooth functioning and success of an organization. This
collaboration is marked by several key aspects:In summary, the synergy between the personnel
department and the housekeeping department enhances operational efficiency, employee
satisfaction, and overall organizational success. This interdepartmental collaboration ensures
that the housekeeping department functions optimally, contributing to a clean, safe, and
welcoming environment for both employees and clients.
Maintaining high standards of cleanliness and housekeeping is an on-going and never ending
job, and will only happen if we have a detailed schedule of the tasks that need to be done, a
clearly room status and best room cleaning procedure. Not just that, they have to alert on room
inspections and reports. As a conclusion, every staff has to understand the importance of
maintaining these high standards each and every day.

THANK YOU..........

PPT Hospitality Administration, Housekeeping department

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