Job Analysis
The proper start to a recruitment effort is to perform a job analysis, to document the actual or intended requirement of the job to be performed. This information is captured in a job description and provides the recruitment effort with the boundaries and objectives of the search. Oftentimes a company will have job descriptions that represent a historical collection of tasks performed in the past. These job descriptions need to be reviewed or updated prior to a recruitment effort to reflect present day requirements. Starting a recruitment process with an accurate job analysis and job description ensures the recruitment effort starts off on a proper track for success.

Sourcing
Sourcing involves 1) advertising, a common part of the recruiting process, often encompassing multiple media, such as the internet, general newspapers, job ad newspapers, professional publications, window advertisements, job centers, and campus graduate recruitment programs; and 2) recruiting research, which is the proactive identification of relevant talent who may not respond to job postings and other recruitment advertising methods done in #1. This initial research for so-called passive prospects, also called name-generation, results in a list of prospects who can then be contacted to solicit interest, obtain a resume/CV, and be screened.

Screening & Selection
Suitability for a job is typically assessed by looking for skills, e.g. communication, professional skills, and computer skills. Qualifications may be shown through résumés, job applications, interviews, educational or professional experience, the testimony of references, or in-house testing. Other resume screening criteria may include length of service, job titles and length of time at a job.

On boarding
On boarding is a term which describes the process of helping new employees become productive members of an organization. A well-planned introduction helps new employees become fully operational quickly and is often integrated with a new company and environment. On boarding is included in the recruitment process for retention purposes.

An ideal kitchen is the soul of the food and beverage business. Conventionally, a good workflow in a kitchen means that materials and staff will move smoothly from the stores through preparation areas into cooking sections and then to the servery and the guest tables. Similarly, dirties will move back from the guest tables to wash up and back to the servery.

Errors committed in planning and purchasing specifications prove extremely later. A poorly planned kitchen results in high payroll, slow production, unhappy kitchen staff and dissatisfied guests.
Ideally kitchen should be planned according to the menu envisaged. This will allow proper equipment selection, spacing, determining of capacity and use of every square inch of space.

Back of the house space including the kitchen varies with both the menu size and type of operation. There are no set rules or ratio for reference. However, in full scale restaurant, five square feet per seat is a good guideline. The first step in kitchen planning is a flow chart, which eliminates bottlenecks for service and production.

Design management aims at preparing free movement for the kitchen professionals to carry out their task in an easy manner. The layout should allocate space to various areas with respect to its importance in a kitchen and most importantly, should make sense to chefs.

Developing a qualified, successful and tasty menu which takes nutritional aspects into account is an important step in planning a profitable business.

A menu has to be more than a “list of food.” A growing number of guests want to be able to choose tasty meals that are healthier and provide vitamins, minerals and fibers they need to be healthy.

It is important to pay attention to portion size, recipe management, cost control and hold theme related specialty days to alleviate menu fatigue.

Every kitchen is the pride of the hotel and areas under food production must function well to achieve its potential for success.

All members of the food production should have adequate knowledge of food safety principles.

Food safety training should be conducted at all levels. The training must include specific employee tasks, sanitation, health and hygiene, monitoring procedures, all part ofon-going program.

Overall Functioning & Management of the Hotel/Resort:

• We will appreciate if there is no involvement and interferences regarding the running of the hotel or resort.
• We may require a few changes to be done in the building according to our requirements which shall be communicated after a thorough visit to the hotel.
• All our prescribed standards and specifications needs to be followed by the hotel.
• We shall be responsible to appoint a well-trained marketing team to handle the marketing aspect and expansion of business, publicity, etc.
• All direct and indirect costs like salaries and wages, pension funds, gratuity, raw material costs, energy bills, licensing fees, investment cost, cost of structuring and de-structuring etc. shall be borne by the owners. We shall recruit appropriate staff for easy functioning of the resort, the salary of which shall be borne by the Hotel.

Set up fees would include the following:

• Cost of marketing set up, staffing at our Delhi office.
• Supervision and administration of the various functions listed above up to opening of the hotel.
• Transportation and accommodation of our staff to and fro from Delhi to your hotel until the opening.
• After set up of the hotel and commencement of business a % of revenue shall be shared from the total sale of the hotel.