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GOA MARRIOTT RESORT (PART OF MARRIOTT INTERNATIONAL)

About Marriott International


Was founded by J Willard Marriott, in 1927 when he setup a 9-seater root beer stand also serving hot food called THE HOT SHOPPE. In 1929, Hot Shoppe was officially incorporated as Hot Shoppes. In 1937 Marriott ventured into Airline catering. In 1966 the company entered overseas. In November 1967, its name was changed to the Marriott Corporation (Marriott).

Contd..

Marriott acquire several companies in the 80s. Today, Marriott International is one of the Worlds leading operator and franchisor of a broad portfolio of hotels and related lodging facilities. Currently has over 3150 Hotels spread over more than 75 countries. Has 19 brands including Courtyard, Renaissance, Lake side Chalet, JW Marriott. Marriott has around 18 properties in India.

Awards for Excellence


Marriott International has been consistently winning awards in recognition of their policies as below: Black Enterprise magazine named Marriott one of the 40 Best Companies for Diversity for the sixth consecutive year. Marriott was ranked fourth on Indias Top 25 Companies to Work For list. The list is produced by Great Place to Work Institute as a special supplement in the leading business daily newspaper in India, The Economic Times.

Alliance for Workplace Excellence awarded Marriott International its "2010 Workplace Excellence and Health & Wellness Trailblazer Award Marriott International has been named by the National Association for Female Executives to its list of 2010 Top 50 Companies for Executive Women. Marriott ranked in the top 10 and was the only lodging company named on the list. DiversityInc ranked Marriott International seventh on its list of Top 50 Companies for Diversity.

FORTUNE magazine named Marriott one of the World's Most Admired Companies and was ranked the most admired company in the lodging industry for the 11th consecutive year. Also, FORTUNE magazine recognized Marriott International as an All Star, one of 13 companies to earn 100 Best Companies To Work For honours since 1998.

The Marriott global workforce mirrors the communities where people live and work every day. Marriott's 137,000 employees hail from dozens of nations, speak more than 50 languages and work under the Marriott banner in 70 countries and territories around the world. We pride ourselves selves on embracing the unique talents, perspectives and backgrounds of our employeesour greatest asset. For more than 80 years, Marriott's "spirit to serve" philosophy continues to be the core of our businesstaking care of the customer begins with taking care of our employees. Our goal is to attract, develop and retain a dynamic workforce. We invite you too.

Core Values & Culture


There is a "Marriott Way." It's about serving the associates, the customer, and the community. Marriott's fundamental beliefs are enduring and the keys to its continued success. It's the Marriott experience. We do whatever it takes to provide our associates with the utmost opportunities and our customers with superior service.

The Marriott Way


Marriott's history of taking care of its employees dated back to its early days, when its founder, JW Marriott, counselled the company's employees individually on their personal problems at his first hotel. He valued their presence, kept them posted about the latest happenings in Marriott and gave them excellent training. JW Marriott always ensured that employees who joined the company felt themselves a part of the Marriott family. He made managers responsible for the satisfaction of their subordinates. JW Marriott was always conscious of the fact that in the hospitality industry, providing the best service to customers was paramount...

The HR Practices
Apart from providing a competitive pay package, Marriott strived to give its employees a good work life. The company gave equal importance to nonmonetary factors such as work-life balance, good leadership, better growth opportunities, a friendly work environment and training. Employees stayed longer with Marriott as they were happy with these non-monetary factors and thought them more important. Marriott's culture and guiding principles had a significant influence on the company's HR practices including manpower planning, recruitment and selection; training and development, employee retention and welfare initiatives and grievance redress.

The Goa Marriott


Situated in the heart of the capital city of Panaji. It is a 5 star deluxe hotel with 178 guestrooms, including standard rooms, sea-facing rooms and suites. Though it is a resort, since it is situated within the city, it has a full-fledged business centre and conference facilities.

It has 7 conference rroms, including the Grand Ballroom which has a capacity of 1200. It has 5 restaurants which include: i) Wan Hou (Chinese speciality rest.) ii) Simply Fish (Poolside seafood rest.) iii) The Cake shop( Pasteries n cakes)

The Goa Marriott also has its own inhouse discotheque Ozone, A casino Gold finger.

The Departments/Divisions
Rooms Divisio n
Front Office Housekeeping

Non RevenueProducing Department s


Service

Food & Beverage Division

Producti on

HR

Finance & Accounti ng

Sales & Marketin g

Maintenan ce

Loss & Protection Dept. (Security)

General Manager
Director of Operations
Executive Chef Director of HR Front Office Manager Director of Sales & Marketing Director of Maintenance Director of Loss Prevention & Security

Director of F&B Service

Executive House keeper

Director of Finance

The Polices & Practices


Abstract: This examines Marriott International's (Marriott) various innovative HR practices, which earned it the reputation of being 'the best place to work' in the hospitality industry. It describes Marriott's 'Spirit to Serve' culture and the company's HR philosophy which guided its various HR initiatives. It gives an overview of the best practices employed by the company in the recruitment, selection, training and development of employees. It also details the employee retention strategies and grievance redressal system at Marriott. Finally, the case reviews the benefits reaped by the company because of its employee friendly HR practices

Issues: Understand the role of an organizational philosophy and culture in the development of human resource policies in a multinational organization. Get insights into the HR best practices of a large global service organization. Understand the role of employee development programs for retaining employees and improving organizational productivity. Appreciate the benefits that accrue to an organization through the use of employee-friendly policies.

The Benefits Reaped


Marriott's efforts over the decades to develop an employee-friendly work place earned it widespread recognition in the hospitality industry. The awards it received for 'the best place to work' were testimony. The company reaped benefits like higher employee satisfaction and less turnover. Employee satisfaction could be gauged from the 2003 Associate Opinion Survey, in which 90% of employees surveyed expressed great pride in working for Marriott...

Manpower Planning, Recruitment & Selection


Marriott attached a lot of importance to manpower planning. it started right from entry level and went through to higher positions. Every unit of Marriott (division or department) prepared its expansion plans over the next couple of years, and, in the process, decided on the number of entry level and managerial employees required for the expansion. Details on the number of new units planned in the given time frame (two to five years), a rough picture of the likely organization structure, the time required to develop employees who could take managerial positions, current availability of employees within Marriott and the necessity to recruit externally - all these were determined during the planning process...

Training & Development


Once the right candidates were recruited, it was important to get them accustomed to the company's unique work environment. Training and development played a key role here. These programs varied between frontline employees and managerial personnel. Over time, training programs evolved from classroom- based teaching to interactive multimedia training. Fresh recruits went through an eight-hour initial training session, during which they were given an overview of Marriott and their individual roles. A unique feature was that senior hotel employees served lunch at the first session. During the three- month training period which followed, a mentor, addressed as 'buddy' was allotted to each recruit. The mentor guided the trainee. All trainees attended refresher sessions after the first and second months. On the final day of training, recruits enjoyed a sumptuous feast at a Marriott hotel...

Staff Retention & Welfare Initiatives


Retaining employees in the hospitality industry was vital as the cost of recruiting and training new employees was very high. Marriott operated in an industry where every day counted and weekends and holidays generated more business than weekdays. Customer service had to be provided on a 24/7/365 basis. The implication was that employees had to go through a hectic work schedule; an average work week lasted more than 50 hours. With the increasing work load due to rising customers in the late-1990s, several key managers at Marriott left. They wanted to devote more time to their personal lives and their jobs at Marriott were not helping the cause. Facing this challenge, Marriott launched a new program called Management Flexibility in February 2000 on a pilot basis at three of its hotels. The aim was to assist Marriott's managers in balancing their professional and personal lives, without negatively affecting customer service or the company's financials...

Grievance Redressal System


By the mid-1990s, Marriott had a comprehensive complaint resolution system in place, known as the Guarantee of Fair Treatment (GFT), to ensure that employee grievances were addressed. Under GFT, complaints passed through successive stages in Marriott's hierarchy, starting with the immediate superior, depending on whether or not the said employee was happy with the redress response given at each stage. However, given the decentralized nature of Marriott's operations, and with managers handling several tasks, resolution of complaints through GFT did not quite produce the desired results. It, therefore, decided to try new methods of complaint resolution while continuing with GFT. These methods included mediation, a toll-free hotline and peer-review...

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