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21 Apr, 2011

F&B, Front Office Managers Lead Surge In Indian Hotel Salaries

NEW DELHI — Food & beverage directors at first class and luxury hotels in India have seen their salaries surge 43% between 2007/8 and 2010/11. In the mid-scale and budget hotels, front office managers have led the pack with 75% pay-scale increases in the same period.

Those are among the findings of the 2011 Hospitality Compensation Exchange (HCE) India Hotel Salary Survey report released on 19 April by the consulting company HVS. It forecast that this year will witness salary increases in the range of 12-15% with the “maximum increase” being commmanded by heads of Sales and Marketing, Human Resources, and Culinary positions.

Now in its third edition, the salary survey is designed to provide hotel owners and operators with current and credible information concerning salary trends and “to attract and retain talent through equitable compensation practices.” The latest 2011 survey includes data from 200 hotels in the country reporting on 40 key positions from the executive committee to line managers. According to HVS, the data was provided by the individual hotels directly and covers only for those positions and criteria for which at least five participating hotels provided data.

Said the report, “As the global economy recovers and companies return to pre-recessionary hiring levels, the 2011 HCE India Hotel Salary Survey shows that inspite of witnessing difficult times, compensation levels in the year 2010/11 are comparable to those in the buoyant year 2007/08 when disproportionate salary increases were observed throughout the industry.

“The position of Director Food & Beverage has seen the maximum increase in median salary reflecting that Food & Beverage as a function continues to be critical to increasing bottom line profitability. This increase may also be attributed to the emergence of quality standalone restaurants and food chains that are recruiting hotel professionals at extremely competitive packages.

The emergence of new hotel brands in the country has increased the war for talent and is showing in the significant increase in salary levels for the Director Sales & Marketing position. Salaries of hotel Chief Engineers have also witnessed a significant rise owing to development companies hiring this position to help them set up their Technical Services divisions in India

In the Mid Scale and Budget segments the positions of Front Office Manager and Executive Chef have witnessed the highest increase which can be attributed primarily to the emergence of branded hotels in the midscale and budget segment across cities in India that emphasize on creating and maintaining minimal staffing and hire for positions that require multiple skills for multi-tasking.

Said the report, “We forecast that the year 2011/12 will witness salary increases in the range of 12-15%. We believe that the functional heads of Sales and Marketing, Human Resources, and Culinary positions will see the maximum increase.”

It said this may be attributed to any one or a combination of the following:

++ Sales and Marketing will play an even more critical role in defining the bottom-line profitability, thereby, driving higher revenue margins.

++ Human Resource delivery will play a decisive role in creating effective talent management strategies aimed at reducing employee turnover as well as attracting and retaining top talent.

++ Culinary positions will play a critical role in retaining the hotel’s cutting edge in the segment over competition from high-end standalone restaurants which have led to an increase in the market value of top talent in the kitchen.

“Finally, to reiterate, a sustained focus on employee engagement and retention will be a key driver for maintenance of brand consistency and customer satisfaction, which in turn dominates the bottom line and offers organizations a competitive edge,” the report said.

The full report is for sale but an executive summary with some graphs and charts has been posted FREE OF CHARGE here.

Persuadable Research Survey Finds 25% of Employees Not Satisfied with Boss

Overland Park, KS (PRWEB) April 13, 2011 — According to a recent survey conducted by Persuadable Research Corporation, 25% of respondents are not satisfied with their current boss. While this does not represent a majority of workers, it does represent one out of four people who wish they had it better. For these people, many reasons were cited for either not being happy with their bosses or their jobs.

When asked to elaborate as to why some felt that his or her boss was not qualified to hold his or her position, many respondents stated that their boss lacked people skills. Beyond that, some felt their boss didn’t have enough experience. A smaller number simply thought their boss wasn’t intelligent enough or educated enough to be in charge. Additionally, 55% strongly agree that a good boss should understand group dynamics.

There are definitely some do’s and don’ts when it comes to being a good boss. Some claimed that their boss would take credit for other’s work. Perhaps, worse than that, 11% felt their boss acted unethically, 16% displayed favoritism and another 16% didn’t take responsibility for problems. A significant number, 14%, said their boss plays politics in the workplace. Lastly, 12% stated that their boss belittles them in front of others. The same number, 12%, cite their boss for the main reason for actually disliking their job. Indeed, there is room for improvement.

Employee Surveys are an excellent way to take the pulse of the company according to a large majority of respondents. However, an overwhelming 79% felt that a third party research company should be in charge of the surveys to promote employee honesty and the accuracy of data. In fact, 48% believed that employees would not give their honest opinion on an internally managed survey. Also, around 2 in 5 feel that employees just want to make their divisions or departments look better via an employee survey. This reiterates the need for employee surveys to be conducted by a professional market research company that can capture the true feelings of employees and account for biases, if any.

It seems that if businesses want to improve employee morale and quite possibly increase productivity, an employee survey may be just what the doctor ordered. However, that survey would have to be done with sincerity and conducted by an outside company for employees to fully trust the data, according to the Persuadable Research survey. Moreover, results would need to be acted upon in a professional and careful way to inspire confidence among employees. Sharing the data and creating an action plan can be rewarding for employees and will reinforce their desire to engage in future surveys.

For more information, pls click here Online Market Research.

Today’s Relocating Workers Expect Employers to Find Jobs for Their Husbands or Wives, Too

San Jose, California (Vocus/PRWEB) April 18, 2011 — Today, about two-thirds of families with school-age children rely on dual incomes, according to the U.S. Census Bureau. That means when one spouse is offered a job requiring relocation, it’s often a mixed blessing. While the husband or wife may have an opportunity for a new position with higher pay, the so-called “trailing spouse” can be left jobless in an unfamiliar city, with no connections or prospects.

“In an economy that remains tenuous, a candidate is more likely to reject an opportunity for fear that their partner won’t be able to find a job,” said Sanjay Sathe, founder and CEO of RiseSmart, a provider of next-generation outplacement and recruitment solutions. “We’re finding that more employers are having a difficult time hiring their first choice for key positions, and as a result they are taking a closer look at their relocation packages. Offering outplacement assistance for spouses is often the best way to overcome candidate concerns.”

A full 40 percent of employers say the spouse’s employment “almost always” or “frequently” affects a candidate’s relocation decision, according to a 2010 survey by Atlas Van Lines.

The same survey reports that about one fifth of U.S. companies, and a third of companies with more than 5,000 employees, currently offer outplacement help to spouses. Sathe said he expects these figures to grow as more candidates demand this benefit as part of their relocation packages.

Sathe added that offering spousal outplacement can serve not only to attract talent, but also to retain it, because the sooner both partners establish roots in their new community, the more likely it is that the relocation will succeed and that the candidate will stay for the long term.

“This only happens, of course, if the outplacement program succeeds in finding the spouse a job,” Sathe said. “That’s why it’s so important for employers to choose an outplacement solution with a proven track record. RiseSmart’s Transition Concierge, for example, places jobseekers in new jobs about twice as fast as the national average – a truly meaningful benefit for candidates and their spouses.“