Staffing is the process of deciding the no.

of people required to perform the prescribed duties

efficiently
STAFFING OF HOUSEKEEPING DEPARTMENT:-
The real activators of any plan are the employees who carry out the necessary work procedures.
How many and what type is needed will depend upon:
1. Size and characteristics of the over-all task.
2. The desired quality of performance-cleaning standards.
3. The amount of work an employee can be expected to do in a given time.
The estimated time required for various cleaning tasks is intended only as a starting point.
Realistic work standards must be based on the characteristics of the individual establishment and
the abilities of its employees.
Planning of effective scheduling for HK staff:
The major factor governing it is the ROOM SALES FORECAST. This is a complain issue that
intern depends upon several factors.
a) Confirmed reservations
b) Group/convention booking
c) Past sales record
d) Current eco., Pol. Situations of destine
e) Special local events.
f) Holidays
g) Weather conditions.
These aspects help to predict the room sales occupancy for a limited future time & HKP adjusts
the staff accordingly.
The staff induction and the performance of the recruited staff depend upon:
1. Size & characteristic of on organization or firm.
2. Amount of work to be done.
3. Characteristic of operation i.e. easy or too detailed structure, environment, A/c or not
(dusty + mouldy), size of rooms.
4. Fluctuating work load i.e. balance b/w payable and casual staff (never overstaff or
under staff.)
DONOT give your maids a daily room quota of 16 rooms because that is the standard set by the
hotels.
DO estimate the average time required for cleaning a room in your operation, consider room
size and furnishings, allow for unavoidable interruptions, evaluate the abilities of your average
employee.
CALLULATING WORK LOAD:
Throughout the hospitality industry, wide variations in work load (From day to day, week to week
and month to month) are the rule rather than the exception. Failure to adjust staff size to these
variations curtails operating efficiency.
OVERSTAFFING send labour cost soaring, make staff lazy.
UNDERSTAFFING result is in poor service and guest dissatisfaction. Both are wasteful.
Effective Scheduling for the housekeeping department begins with the ROOMS OCCUPANCY
FORECAST which may be prepared by the Front Office Manager of by a Forecasting Committee.
Its validity depends upon their skill in weighing such factors as:
1. Confirmed reservations.
2. Convention Booking
3. Past sales records.
4. Current economic conditions
5. Special local events.
6. Holidays.
7. weather.
This forecast may predict the room occupancy for the next day, next three days or for an entire
week or year. In any event, is gives the housekeeper advance notice of expected work loads.
WHAT IS A STAFFING TABLE?
A staffing table is a chart that tells how many employees are needed for a forecasted occupancy.
It is based on the work production standards of the individual establishment.
e.g. HKP staff for a 350 room property having
1 Indian restaurant, 1 Ex. Club, 1 spl. Restaurant, 2 bars, 1 coffee shop, 1 pool, 1 health club, 8
floors.
FLOORS REL
.
PUBLIC
AREAS
UNIF
.
DES
K
TOTA
L
M E N M E N M E N
Ex. HKPR 1
Asst.
HKPR
1 1
Floor
suprvsr.
4 1 1 1 1
Linen &
uniform in
charge
1
Flower
decorator
1
Rooms &
cloak room
att.
25 9 6 1 1 1
H/M &
cloak room
att.
9 2 4 8 9 1 2
Wash crew 3
Spl. polish 2
Head H/M 1 1
Key personnel for example floor supervisor, public area Super-visor a linen Uniform room
supervisor and head houseman must be on duty every day. The room maid, night and day
cleaners are also needed because public spaces must be serviced regardless or the occupancy.
HOUSE KEEPING
In a standard hotel the daily work standard for maids is 14 rooms. The manner in which extra
rooms (those left over when the number of occupied rooms is not on exact multiple of 14) are
handled will vary with the individual establishment and will be dependent upon such factors as
labor supply, union rules, and company police. The housekeeper may schedule one more maid
for the full day and utilize her spare hours on some periodical cleaning project, or she may call
maid on a part-time basic. Only in a genuine emergency will she resort to overtime.
c
THE HOUSEKEEPER WORK SHEET
The planning of maid assignments is facilitated by the use of a work sheet which lists rooms by
number and provides space for noting room states assignment.
SPECIAL SCHEDULING PROBLEMS
Limiting Factors: No supervisor has an entirely free hand in the scheduling or work hours for she
must always comply with regulations laid down .
Company policy in which top management defines the work week, sets vacation periods, and
designates paid holiday.
Labor contracts - this in unforced operations, superseds company policy in the above matters.
Labor laws may vary from state to state but are generally most explicit in regards to the number
of hours that may be worked by women and minors.
Relief Scheduling Because the hospitality industry operates seven days of every week, it is
always necessary to do some relief scheduling. With the six day work week, it was common
practice to have one relief worker cover the days off for six regular employees.
The five day work week which is rapidly becoming the standard offers distinct scheduling
regular workers leaves one work day still not covered:
PART TIME EMPLOYEES
House wives sometimes welcome the opportunity to work a few days each week;
Able bodies retired also to seek limited employment.
SPECIAL TRAINING
Intensive training can be giver to certain workers to equip them for `relief assignments in more
than one category.
VACATIONS AND HOLIDAYS
Vacations should be scheduled well in advance to enable the employees to make his personal
plans. As far as their consistent with operating efficiency, he should be given a choice in the
matter However, Seniority, seasonal demands and conventions must receive first consideration.
In most operations, vacations, scheduling follows these three general rules:
1. Vacation time is based on the work week, not on a calendar week.
2. It is not accumulative earned vacation time for one year cannot be saved and added
to next years, but this policy is according If a paid holiday falls within and employees
vacation period he is mot entitled to one extra day of vacation.
3. The possibility of scheduling spilt vacation should not over looked, Some employee refer
to enjoy one week of winter vacation and one of summer fun. Other find that a week
rest every six month is being beneficial to their physical well being Many managements
consider this an advantageous arrangement as it spreads vacation expense throughout
the fiscal year. Other prefer to concentrate vacation time is the summer because of
seasonal slump.
4. Paid holidays are designated either by company policy of union contract. Those most
frequently named are New Year, Independence Day, Gandhi Jayanti, Holi, Dushera,
Diwali, Janamastmi, Id, and Guru Nanaks Birthday. Careful scheduling is particularly
important on these special days for employees required to work usually receive double
duty pay only 26
th
, Jan.
STAFFING & ROSTERING
A Standard Room is between 200 and 300 sq. feet.
Example: Suite rooms will by times STD rooms. So if
A suit room is 5 times STD room it will be taken as 5 credits for staffing purpose.
So if a STD room is say 250 sq. feet than another STD
room of 750 sq. feet is 3X250 sq. feet.
Staffing
Number of employees I standard room size
required for cleaning rooms
Turn down service Based on number of minutes per room. E.g.
6 min/room.
Vacation Based on number of employees and the
a mount of time
Day Off How many relievers are required
On the following four pages there are example on staffing guides Corporate Human
Resources will be conducting a time and motion study to verify these gauges.
Staffing guide
Example: Hotel: XYZ.
Date: ______________
Total rooms: 300 Total credits: 328
House
Position(credits)
328 31
2
29
5
27
9
26
2
24
6
23
0
21
3
19
7
18
0
16
4
14
8
13
1
11 98
Occupancy 100
%
95
%
90
%
85
%
80
%
75
%
70
%
65
%
60
%
55
%
50
%
45
%
40
%
35
%
30%
Position
Executive
Housekeeper
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Asst.Manager 2 2 2 2 2 2 2 2 2 2 2 1 1 1 1
Desk Coordinator
AM
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Desk Coordinator
PM
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Desk Coordinator
Night
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Hk Supervisor AM 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3
Hk Supervisor PM 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Hk Supervisor
Night
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Hk Attendant AM 17.
9
17.
01
16
.1
1
15
.2
2
14
.3
2
13
.4
3
12
.5
3
11
.6
4
10
.7
4
9.8
5
8.9
5
8.0
6
7.1
6
6.2
7
5.3
7
Hk Attendant PM 8 7.6
0
7.
20
6.
80
6.
40
6.
00
5.
60
5.
20
4.
80
4.4
0
4.0
0
3.6
0
3.2
0
2.8
0
2.4
0
Hk Attendant 6 5.7
0
5.
40
5.
10
4.
80
4.
50
4.
20
3.
90
3.
60
3.0
0
3.0
0
2.7
0
2.4
0
2.1
0
1.8
0
Corridor
Hk Attendant 2 2 2 2 2 2 2 2 2 2 2 1 1 1 1
Hkpublic
washrooms
6 6 6 6 6 6 6 6 6 6 6 4 4 4 4
PublicArea
Attendant
30 30 30 30 30 30 30 30 30 30 30 30 30 30 30
Back Area
Attendant
5 5 5 5 5 5 5 5 5 5 5 5 4 4 4
Uniform Room Att. 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
Shampoo 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Chandelier Cleaner 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Florist 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3
Line Room
Attendant
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Seamstress 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
TOTAL 93.9
92.3
1
90.
7
89.1 87.5 85.9 84.3 81.7
80.
1
78.5576.9
63.3
6
60.7659.1756.57
Relievers 13.
5
13.
5
13.
5
13.
5
13.
5
13.
5
13.
5
13.
5
13.
5
13.
5
13
.5
0 0 0 0
Vacation Relievers 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.
5
0 0 0 0
GRAND TOTAL
114.
9
113.31
111
.7
110.
1
108.
5
106.
9
105.
3
102.
7
101.1
99.
55
97.9
63.3
6
60.76
59.
17
56.57
Public Area figures are NOT based on occupancy since
Restaurants and Banquet functions are usual during low room occupancy.
Housekeeping Supervisors are based on100 room
section provided the Housekeeping Attendants that are empowered. If not empowered sections
should consist of 50 rooms.
Executive Housekeeper
Assistant Mangers 2
Total Housekeeping Supervisors required 8
Each Housekeeping Attendant does 15
Rooms
Total credits is the hotel 328
Total attendants required (328/15) 21.9
Actual requirement for Morning=21.9 room attendants. However , Since the afternoon shift arrives
at12:30, the afternoon attendants who are primarily doing turn down after 4:30 p.m There are8
afternoon attendants (see below) who do only 7.5 credit per room attendant, which is equivalent
of 4 attendant since each room attendant is suppose to do15 credits. Thus, the actual staffing for
morning shift becomes 21.9-4=17.9 room attendants.
Turn down Service 6 mins per room
Attendants required 8(6x328)=
1968 mins./60=32.8 hrs/4hrs/atts=8.2 atts
These Attendants do not only do turn down rooms. They also do other duties like check out ects
Turndown is being done between 5 p.m and 9 p.m,=4hrs.The rest of the time i.e. 4 hrs they are
doing the other duties assigned which is making the balance rooms from the morning shift@ 7.5
rooms per rooms attendant.
.
Guest floor corridors, pantries and service
areas, and fire staircases which can be
handed by one attendant. 4000/5000 (4500 appr.)sq.ft.
E.g.
Total square feet area 27000 sq.ft.
Attendants required (27000/4500)=6
Public Areas square Feet 90000
Attendants required 30 (@3000 sq. ft/att.)
Back Areas 15000
Attendants required 5 (@ 3000 sq. ft/att.)
Public Area/Wash Room att.am/pm (32 hrs for gents=32/8hrs/att=4)+2
women=6)
Attendant required 6
Preparing rooms at night
Attendant required 2@ 30 rooms/night)
TOTAL Attendant 74.9
Relievers 13.5(74.9/6=12.5+1 Supervisor)
Vacation Relievers 7.5(88.4/12)
(74.9+13.5=88.4)
TOTAL STAF 106.9(74.9+13.5=88.4)
Shampooing attendant (Public Area & rooms) 1
Chandeliers, Mattress Cleaning, Periodical Work 1
Florists 3
Uniform Room Attendant 2
Seamstress 1
GRAND TOTAL STAFF 114.9
Note:
Complementary/ day use rooms we must have credit for.