Welcome to Human Resources of South Sinai Region GM Meeting 15.01.201 3 By Moustafa Salama

1. Welcome to Human Resources of South Sinai Region GM Meeting 15.01.2013 By Moustafa Salama Regional Director of Human Resources

2. South Sinai Region Total Hotels 13 . Total Number of Rooms 2813 . YTD team Members, 2012. 1938 Room Ratio. 0.7 . with YTD Occupancy 60 %

3. Hotels of South Sinai Region

4. Agenda Human Resources Achievement 2012 . Human Resources Challenges . Human Resources Strategy Year 2013.

5. Human Resources Achievement 2012 Career Path and Career Motivation . Unify the work structure of the HR in Sinai region. Team members satisfaction program. Environmental Activities.

6. Career Path and Career Motivation

7. Unify the work structure of the Human Resources in the Region . • Unify the filing system. Unify Hiring Procedures. Unify the forms of the performance appraisals review for all level. Unify the job description for all Level . Unify the induction program for newcomers . • Unify the Check reference form . • Unify the turnover analysis. • Unify Exit interview form.

8. Team members Satisfaction Program . Staff outing of the employees of the month in Sinai region . Employee of the month award. Monthly Team members Birthday Party . Hero of the day . Yearly Staff Party .

9. Environmental Activities The human resources department participated in Green Star program , Travel life and ISO 14001 , Organize the clean up day for the region and the most of The HR in the Hotels in south Sinai region is environment Coordinator of the hotel.

10. Human Resources Challenges . Employees Turnover . • Steward salary problem . • Competitions . • Staff house condition .

11. Staff Turnover What the employees turnover will tell us ? Employees turnover represent a significant cost in terms of recruiting, hiring , resignation and training new team members . analyzing turnover information can minimize these cost . Employee turnover does more than reduce service quality and it damages employees moral . Turnover Rate . From 10 % till 20 % Considered Ideal . From 20 till 35 % Considered Average . Higher than 35 % indicates real problem .

12. Employees Turnover 2011 Vs 2012

13. Turnover 2012

14. Classification of Employees Turnover Per Service period Total 1287

15. Turnover Per Reasons

16. Steward chronic salary problem • Turnover Per Department

17. Steward chronic salary problem • Classification of Stewarding Turnover and Shortage. • Lack of the total income due to the low business; Stewarding shortage became a major problem in all hotels in South Sinai . • Add to that , • Nature of stewarding work, The nature of the stewarding work gives a chance to work other manual work. With more salary and less commitment . • Treatment . • Total working of hours .

18. South Sinai Steward Surveys • Hotels provides Packages Salary

19. South Sinai Steward Surveys • Hotels provides Salary plus 12 %Salary

20. South Sinai Steward Surveys • Comparison within Sinai Region Market

21. Opportunities • Work Supporter system it is important to welcome the newcomers of the stewarding Department . • Some of the excellence in the treatment, • Provide the Stewarding tools in good condition . • Reduce the total working hours . • Career Path for Stewarding with clear training plan for transfer to other department HK , kitchen ,FB and Engineering after 1year

22. Human Resources Challenges . Competitors Compensations • Privileges • Career What the Competitors Offer ? Jaz Hotels, Resorts & Cruises Supervisory & Sub Departments Co . Workers & Supervisory Ex .DH Level & Sub Department Heads

23. Staff house condition What we need for staff housing ? Why ? What we need? To Follow and controlling the Schedule of Cleanliness . Maintenance , Maintenance team for each hotel some hotel doesn’t have. Pest control . Awareness for our members how to keep your rooms clean. (Activate Best room Competitions) .

24. Staff house condition Why? To keep the assets in top running condition . Team member’s satisfactions . Hygiene for team members and it will pay back for hotel operation. Will be strong point to attract good new members.

25. Human Resources Strategy Year 2013. Our Objective We want our company to be an attractive employer where people do not work for a job – but for a company with values".

26. Human Resources Strategy Year 2013. Yearly performance appraisal process . Systematic departmental induction program for all newcomers as well as for transfer and promotions. Recruiting and selection for new hiring , priority for our team members in company . Team Members Satisfaction Program . Monitoring the implementation of Human Recourses standards as well as the Staff Facilities.

27. Human Resources Strategy Year 2013. Yearly performance appraisal process to evaluate and analyse the performance results of managers and potentials at all levels of the Region (top-down). Performance appraisal provides employees with recognition for their work efforts . Provide a way for staff to express their views about any aspect of their job . • Enhance communication between supervisors and their staff. • Goals of the previous yearly appraisal are looked at to see if they have been met. Feedback on performance allows both staff and management to keep track of how they are going. Performance appraisal offers an excellent opportunity for a supervisor and team members to recognize and agree upon individual training and development needs. . • 'If we can't measure it, we can't manage it'.

28. Human Resources Strategy Year 2013. Systematic Departmental induction program for all newcomers as well as for transfer and promotions. is based on the Work Supporter System (Godfather) . The Work Supporter is normally an employee at the same level with seniority and lots of experience as well as a fair ability on communication skills, About two “work supporters” should be available in all departments to be ready to introduce new employees carefully. The program helps to integrate the new members quickly and will be the basis for a long-term relationship. This induction starts at the first working day and secures that all necessary information is provided to give the employee the best possible image of the company, to motivate the employee to become an active .

29. Human Resources Strategy Year 2013. Recruiting and selection for new hiring , priority for our team members in company . Standards established for job evaluation, control of employment requisitions, recruiting, interviewing, reference checking, pre-employment medical questionnaire, testing, application and résumé control, extending job offers/rejections, and the processing and orientation of new employees. Activate the vacant positions list on monthly basis . Summer trainees of Faculties of Tourism and Hotels .

30. Human Resources Strategy Year 2013. Team Members Satisfaction Program . Example Social Activities

31. Human Resources Strategy Year 2013. Monitoring the implementation of Human Resources standards as well as the Staff Facilities. Through three different sources: • Internal Audits & coaching • Exit Interview System . • Human Resources Training .

32. Thank you for your attention