High and Wield - complete solution

Name: High and Wield - complete solution
Address: Jaipur, 302033, IN
Telephone: 7062565544

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High and Wield - complete solution

Helping to wield your potential. Skilled at turning concept in to fully functional.

An experienced hotel professional specializing in new hotel openings, operational setup, OTA optimization, and kitchen planning. High & Wield HR Solutions is the fastest growing HR Consulting & Manpower Outsourcing Company providing a wide range of staffing solutions to its clients . We bring in the right combination of expertise facilitating organizations to acquire temporary and permanent staff

, enhancing productivity , quality and reducing employment cost. At High & Wield HR Solutions we target the most underdeveloped segment of the market that is the SME and fresher's as they are the future, which we think and world will follow as anybody can serve the best but few see an opportunity in the rest.

20/08/2026

A Hotel P&L (Profit & Loss) Report should show revenue, departmental costs, operating expenses, GOP, and net profit in a clear monthly and YTD format.

1. Standard Hotel P&L Format

Particulars, Current Month, Budget, Variance, YTD Actual, YTD Budget

A. REVENUE

Rooms Revenue

F&B Revenue

Banquet Revenue

Other Operating Revenue

Total Revenue

B. DEPARTMENTAL EXPENSES

Rooms Department Expense

F&B Department Expense

Banquet Expense

Other Department Expense

Total Departmental Expenses

Departmental Profit

C. UNDISTRIBUTED OPERATING EXPENSES

Administrative & General

Sales & Marketing

Repairs & Maintenance

Utilities

IT / Systems

Security

Total Undistributed Expenses

GOP – Gross Operating Profit

GOP %

D. FIXED / NON-OPERATING COSTS

Management Fee

Rent / Lease

Insurance

Property Tax

Interest & Finance Cost

Depreciation

Total Fixed/Non-Operating Cost

NET PROFIT / LOSS

Net Profit %

2. Rooms Department P&L

Particulars, Amount

Room Revenue ₹

OTA Commission ₹

Travel Agent Commission ₹

Room Supplies ₹

Guest Amenities ₹

Laundry / Linen ₹

Housekeeping Supplies ₹

Rooms Payroll ₹

Other Rooms Expenses ₹

Total Rooms Expenses ₹

Rooms Department Profit ₹

Rooms Profit % %

3. F&B Department P&L

Particulars, Amount

Restaurant Revenue ₹

Banquet Revenue ₹

Room Service Revenue ₹

Bar Revenue ₹

Total F&B Revenue ₹

Food Cost ₹

Beverage Cost ₹

Kitchen Payroll ₹

Service Payroll ₹

Gas / Fuel ₹

Crockery & Cutlery ₹

Cleaning Supplies ₹

Breakage ₹

Other F&B Expenses ₹

Total F&B Expenses ₹

F&B Department Profit ₹

F&B Profit % %

4. Key Hotel P&L KPIs

Track these alongside the P&L:

· Occupancy %

· ADR / ARR

· RevPAR

· Room Revenue

· F&B Revenue

· Total Revenue

· Payroll %

· Food Cost %

· Beverage Cost %

· OTA Commission %

· Utility Cost %

· GOP

· GOP %

· EBITDA

· Net Profit

· Net Profit %

· Revenue per Available Room

· Revenue per Employee

5. Recommended Management P&L

For your hotel consultancy work, I would recommend using three P&L views every month:

1. Daily Flash P&L → quick operational control

2. Monthly P&L → actual vs budget vs previous year

3. YTD P&L → overall financial performance and trend

18/08/2026

YOUR HOTEL HAS POTENTIAL. WE HELP YOU UNLOCK IT.

At High & Wield Hospitality, we don’t just consult — we transform hotel ideas into profitable, guest-focused businesses.

From Pre-Opening & Hotel Setup to Operations, SOPs, OTA Optimization, Revenue Growth, Sales Strategy, Menu Engineering, Staffing & Training, we provide practical solutions designed for real hospitality challenges.

✨ PLAN. RUN. WOW. GROW.

We help Hotels, Resorts & Restaurants achieve:
📈 Higher Revenue
😊 Happier Guests
🏆 Stronger Brand Positioning
⚙️ Efficient Operations
🌱 Sustainable Long-Term Growth

With 16+ years of hospitality industry experience, our approach is simple — strategy that speaks, operations that deliver, and experiences that stay.

🤝 Your Vision. Our Expertise. Extraordinary Results.

📞 7062565544
📧 [email protected]
📸 Instagram:
📘 Facebook: High and Wield
💼 LinkedIn: nawal-prajapati-08630642

High & Wield Hospitality — Partner. Plan. Perform. Prosper.

18/08/2026

Director of Rooms – Duties & Responsibilities

The Director of Rooms is responsible for the overall performance.

1.Rooms Division Leadership

·Lead and manage the complete Rooms Division.

·Set departmental goals, standards, and performance targets.

·Ensure smooth coordination between FO, Housekeeping,Reservations, Engineering, Security, and F&B.

·Develop and implement hotel SOPs and service standards.

·Conduct regular departmental meetings and briefings.

2.FO Management

· Supervise check-in, check-out, reservations, room assignment, and guest requests.

· Monitor lobby operations and ensure professional guest handling.

·Ensure accurate room status and inventory.

·Control VIP arrivals, group arrivals, early check-ins, and late check-outs.

·Handle escalated guest complaints and service recovery.

3. Housekeeping Management

·Ensure rooms and public areas meet hotel cleanliness standards.

·Monitor room inspection procedures.

·Coordinate room readiness with FO.

·Control linen, amenities, uniforms, and housekeeping supplies.

·Monitor room turnaround time and out-of-order rooms.

·Ensure preventive maintenance issues are reported and followed up.

4.Revenue & Occ.

·Work closely with the Revenue Manager/GM to maximize room revenue.

·Monitor Occ., ADR, RevPAR, room revenue, cancellations, and no-shows.

·Review room rates and inventory availability.

·Identify opportunities for upselling rooms and additional services.

·Monitor OTA performance and online room availability.

5.Guest Experience

·Ensure consistently high guest satisfaction.

·Monitor guest feedback from Google, OTAs, social media, and internal feedback systems.

·Establish service recovery procedures.

·Personally handle important/VIP guests and serious complaints.

·Improve guest journey from reservation to departure.

6.Financial Responsibilities

·Prepare and control the Rooms Division budget.

·Monitor departmental expenses and payroll.

·Control operating supplies and minimize wastage.

·Analyze monthly departmental P&L.

·Improve profitability without compromising service quality.

7.Team Management

·Recruit, train, coach, and evaluate Rooms Division employees.

·Prepare manpower plans and duty rosters.

·Conduct performance reviews.

·Develop supervisors and future department heads.

·Maintain discipline, grooming, attendance, and professional standards.

8. Quality & Compliance

·Conduct regular room and operational audits.

·Ensure compliance with hotel policies and statutory requirements.

·Maintain health, safety, fire, and security standards.

·Ensure guest privacy and confidentiality.

·Maintain proper documentation and departmental records.

9. Interdepartmental Coordination

The Director of Rooms should maintain strong coordination with:

Front Office ↔ Housekeeping ↔ Engineering ↔ F&B ↔ Sales ↔ Revenue ↔ Security ↔ Accounts

Especially during:

·High occ.

·VIP arrivals

·Group check-ins

·Banquets/events

·Room maintenance issues

·Guest complaints

·Peak seasons

10. Key KPIs to Monitor

16/08/2026

Kitchen Audit Checklist

Use this checklist for daily, weekly, and monthly kitchen audits to control food quality, hygiene, wastage, cost, and safety.

1. Food Safety & Hygiene

· Wearing clean uniform, apron, cap/hairnet and gloves where required

· Personal hygiene and handwashing practices followed

· No jewellery, watches or loose items during food preparation

· Staff health and illness reporting monitored

· Raw and cooked food kept separately

· Cutting boards/knives properly segregated

· Food covered and labelled

· FIFO/FEFO followed

· Expired or spoiled food removed immediately

· Food stored at appropriate temperatures

· Cross-contamination controls in place

2. Receiving & Storage

· Receiving area clean and pest-free

· Incoming food checked for quality, quantity and temperature

· Purchase specifications followed

· Refrigerator/freezer temperatures recorded

· Dry-store temperature and humidity monitored

· Food stored off the floor

· Chemicals stored separately from food

· All opened products properly sealed

· Date labels applied

· FIFO/FEFO followed consistently

3. Kitchen Cleanliness

· Floors clean and dry

· Walls and ceilings clean

· Worktables sanitized

· Cooking equipment cleaned

· Exhaust hood and filters clean

· Chimney/duct cleaning schedule maintained

· Sinks clean and unclogged

· Drains clean and free-flowing

· Garbage bins covered and cleaned

· Cleaning chemicals properly labelled

4. Food Preparation

· Standard recipes available

· Portion sizes controlled

· Recipe quantities followed

· Food preparation done hygienically

· Temperature of cooked food checked

· Taste and quality checked before service

· Separate utensils used for raw and cooked food

· Prepared food properly covered

· Excess preparation minimized

5. Cooking & Food Quality

· Cooking temperature appropriate

· Food not overcooked/undercooked

· Oil quality checked

· Oil reused according to hotel policy

· Salt/spice levels consistent

· Presentation standards followed

· Standard portion maintained

· Food tasting/quality control conducted

Wait for part two:-

14/08/2026

Business Plan Vs Budget Vs Forecast Vs Earnings in Hotel Industry

Illustrative comparison of the purpose and time horizon of business planning, budgeting, forecasting and earnings.

1. Business Plan — Where do we want to go?

Usually prepared for 3–5 years.

It defines the overall commercial strategy of the hotel:

· Hotel positioning and target market

· Room inventory and facilities

· Target occupancy and ADR

· Revenue strategy

· Sales & marketing strategy

· Staffing structure

· CAPEX requirements

· Profitability objectives

· Competitive positioning

Example:

A new 50-room hotel plans to achieve 65% occupancy and ₹4,000 ADR within 3 years.

2. Budget — What do we plan to achieve this year?

Usually prepared for the next financial year, broken down monthly.

The budget converts the business plan into specific financial targets.

The budget becomes the hotel's financial benchmark.

3. Forecast — Where are we likely to finish?

A forecast is updated regularly—often monthly, weekly, or even daily.

It uses actual performance + future bookings + market trends.

Example:

Budget for August:

· Occupancy: 65%

· ADR: ₹4,000

· Revenue: ₹52 lakh

But by August 15:

· Actual occupancy: 61%

· Pickup is weak

· Competitors have reduced rates

Management may forecast:

· Occupancy: 58%

· ADR: ₹3,800

· Expected revenue: ₹47 lakh

So the forecast says:

"Based on what we know today, this is where we are likely to end."

4. Earnings — What did we actually make?

Earnings are the actual financial results generated by the hotel.

Important measures include:

· Room Revenue

· F&B Revenue

· Total Revenue

· GOP

· EBITDA

· NOI

· Net Profit

· GOP Margin

· EBITDA Margin

For example:

Budget: ₹52 lakh revenue

Forecast: ₹47 lakh

Actual Earnings: ₹45 lakh

The difference tells management how well the hotel performed against expectations.

The easiest way to remember

Business Plan → Budget → Forecast → Actual Earnings

Concept

Main Question

Time Horizon

Business Plan

Where are we going?

3–5 years

Budget

What do we intend to achieve?

1 year

Forecast

Where are we likely to finish?

Current year/month

Earnings

What actually happened?

Actual/Past

Hotel Revenue Manager's perspective

For a Revenue Manager, the relationship is particularly important:

Business Plan

↓

Sets occupancy, ADR & revenue strategy

Budget

↓

Sets monthly revenue targets

Forecast

↓

Updates expected occupancy, ADR, RevPAR & revenue

Actual Earnings

↓

Measures actual performance

Variance Analysis

↓

Explains Budget vs Forecast vs Actual

Corrective Action

↓

Pricing + promotions + distribution + sales strategy

Simple example

Suppose a 50-room hotel has:

· Budget Occupancy = 65%

· Budget ADR = ₹4,000

· Budget Room Revenue ≈ ₹4.75 Cr annually

During the year, the hotel forecasts only 60% occupancy and ₹3,800 ADR.

Management can then take action before the year ends—increase corporate sales, improve OTA visibility, adjust pricing, create packages, target groups/weddings, or control expenses.

12/08/2026

Part:- 2 Of Hotel HR Policy – Leave & Salary Calculation

6. Important: Paid Leave vs LWP

If an employee has approved paid leave:

No salary deduction should be made for those paid leave days.

Example:

Salary = ₹30,000

Paid leave = 2 days

Salary = ₹30,000

But if the employee has exhausted paid leave and takes 2 days LWP:

₹30,000 ÷ 30 × 2 = ₹2,000

Salary payable = ₹28,000, before other applicable deductions.

7. Attendance and Salary

A hotel should maintain a monthly attendance sheet containing:

· Present (P)

· Weekly Off (WO)

· CL

· SL

· EL/PL

· Holiday (H)

· LWP/Absent (A)

· Half Day (HD)

· Late Coming

· Early Leaving

· Overtime

Payroll should be prepared from the approved attendance register, not simply from biometric punches.

8. Half-Day Calculation

If the hotel's policy treats an unauthorized half-day as unpaid:

Half-Day Deduction = Per-Day Salary ÷ 2

Example:

Monthly salary = ₹30,000

Daily salary = ₹1,000

Half-day deduction:

₹1,000 ÷ 2 = ₹500

9. Late Coming Policy

A practical hotel policy can be:

· 1–2 occasional late arrivals: counselling/warning depending on circumstances.

· Repeated late coming: written warning.

· Persistent late coming: disciplinary action according to company policy.

· Salary deduction should not be arbitrary; any deduction must comply with applicable wage laws and the hotel's documented policy.

10. Absence Without Information

If an employee does not report for duty and does not obtain approval:

Absent Without Permission / LWP

The hotel can record the day as unauthorized absence and take disciplinary action according to its policy and applicable law.

A practical procedure:

Day 1: Contact employee

Repeated absence: Written warning/show-cause process

Continued absence: HR disciplinary procedure

11. Salary Structure

A hotel salary structure can include:

Gross Salary = Basic + Allowances

Possible components:

· Basic Salary

· HRA

· Conveyance/Transport Allowance

· Special Allowance

· Other applicable allowances

· Incentives/service charge, where applicable

Then applicable statutory deductions may include items such as:

· EPF

· ESI

· Professional Tax, where applicable

· TDS, where applicable

· Other lawful deductions

Net Salary = Gross Earnings − Applicable Deductions

12. Hotel Payroll Cut-Off

A hotel should establish a fixed payroll cycle.

Example:

Attendance Period: 1st–30th/31st

Attendance Closing: Last working day of month

Payroll Preparation: 1st–3rd

Salary Processing: 5th–7th

The exact salary payment date should comply with applicable wage-payment requirements.

Hotel HR Rule

Leave is counted according to the employee's approved leave entitlement and roster. Weekly offs are treated separately from leave. Paid leave does not result in salary deduction. Unauthorized absence or approved LWP can result in salary deduction based on the hotel's approved salary-divisor method and applicable law. All attendance, leave and payroll calculations must be documented and applied consistently.

08/08/2026

Main Elements of Hotel Security
Hotel security is about protecting guests, employees, property, information, and hotel operations while maintaining a safe and welcoming environment. For a hotel, the 5 most critical security priorities are Guest Safety, Fire & Life Safety, Access Control, CCTV/Surveillance, and Emergency Response.

🔐 1. Physical Security
Security guards and security posts
CCTV surveillance
Controlled entry and exit points
Proper lighting in public and service areas
Parking and vehicle monitoring
Emergency exits and access control
👤 2. Guest Security
Guest identification and registration
Key/card access control
Visitor management
Protection of guest belongings
Lost & Found procedures
Handling suspicious persons or activities
🚨 3. Fire & Life Safety
Fire alarms and smoke detectors
Fire extinguishers and hydrants
Emergency exits and evacuation routes
Regular fire drills
Emergency lighting
Staff fire-safety training
🔑 4. Access Control
Electronic room locks
Restricted access to back-of-house areas
Master-key control
Employee ID cards
Access records for sensitive areas such as stores, offices and cash rooms
💰 5. Cash & Property Security
Cash handling and safe procedures
Cashier controls
Protection of hotel assets
Inventory and store security
Prevention of theft and pilferage
💻 6. Information & Cyber Security
Protection of guest personal information
Secure PMS and payment systems
Password and user-access controls
Protection of CCTV and digital records
Staff awareness about phishing and data theft
👨‍💼 7. Employee Security
Employee identification
Staff entrance monitoring
Background verification where appropriate
Workplace safety procedures
Incident reporting
Prevention of workplace violence and harassment
🆘 8. Emergency & Crisis Management
Hotels should have clear procedures for:
Medical emergencies
Fire
Theft
Violence
Natural disasters
Bomb threats/suspicious packages
Missing persons or children
Power or utility failures
📋 9. Security Procedures & Documentation
Important records include:
Daily security logbook
Incident reports
Key-control register
Visitor register
Lost & Found register
Fire inspection records
CCTV monitoring records
Emergency contact list
👮 10. Security Team & Training
A strong security system depends on trained employees who understand:
Observe → Prevent → Respond → Report → Follow-up

07/08/2026

Difference Between Left Service and Right Service in Restaurants

Left Service

Right Service

Food is generally served from the guest's left side.

Beverages, plated dishes, and clearing are generally done from the guest's right side.

Used mainly for silver service, French service, and when serving from platters.

Used mainly for American service (pre-plated meals), drinks, and table clearing.

The server uses the left hand (or appropriate technique) to present and serve food from a platter.

The server usually uses the right hand to place or remove plates and pour beverages.

Suitable when guests serve themselves from a platter or when food is portioned at the table.

Suitable for pre-plated meals brought directly from the kitchen.

Less common in casual dining; more common in fine-dining restaurants.

The standard method in most restaurants, hotels, cafés, and banquets.

General Service Rules

· 🍽️ Serve food from the left when using platters or silver service.

· 🍷 Serve beverages from the right whenever possible.

· 🍽️ Place pre-plated dishes from the right.

· 🍽️ Clear used plates, cutlery, and glasses from the right.

· 🚫 Avoid reaching across a guest whenever possible.

· 😊 Always approach quietly and politely, saying "Excuse me" if needed.

Easy Way to Remember

· Left = Large Platters / Silver Service

· Right = Plates, Drinks & Clearing

This standard helps ensure smooth service, minimizes disturbance to guests, and maintains professional dining etiquette.

06/08/2026

or a hotel buffet, maintaining the correct food temperature is essential for food safety and guest satisfaction.
Food Type Safe Holding Temperature
Hot Food Above 60°C (140°F)
Cold Food Below 5°C (41°F) (ideally 4°C/40°F or lower)
Hot Buffet Items (60°C or above)
Soups
Curries
Rice
Pasta
Grilled chicken
Vegetables
Dal
Equipment: Chafing dishes, bain-marie, steam tables, or hot holding cabinets.
Cold Buffet Items (5°C or below)
Salads
Yogurt
Desserts
Cut fruits
Cheese
Cold cuts
Equipment: Ice beds, refrigerated display counters, or chilled serving trays.
Best Practices
Check and record buffet temperatures every 2 hours.
Replenish food in small batches rather than topping up old food.
Discard perishable food left in the temperature danger zone (5°C–60°C / 41°F–140°F) for more than 2 hours (or 1 hour if the ambient temperature exceeds 32°C/90°F).
These temperature guidelines are widely recommended for safe buffet service and help reduce the risk of foodborne illness.

04/08/2026

How Hotel Staff Politics Effects Hotel Operations and Revenue:-

Staff politics can quietly damage a hotel's performance. Even when occupancy is high, internal conflicts reduce service quality, lower employee morale, and ultimately hurt revenue.Staff politics doesn't just affect employee relationships—it directly impacts guest satisfaction, online reputation, occupancy, employee retention, and hotel profitability.

1. Poor Guest Experience

· Employees refuse to cooperate with each other

· Delays in room readiness, check-in, room service, and guest requests

· Inconsistent service standards

Impact: Negative reviews, lower guest satisfaction, fewer repeat guests

2. Low Employee Productivity

· More time spent on gossip and conflicts than on guest service

· Employees avoid helping colleagues

· Reduced teamwork during busy periods

Impact: Slower operations and lower efficiency

3. High Staff Turnover

· Good employees leave because of an unhealthy work environment

· Increased recruitment and training costs

Impact: Higher operating expenses and service inconsistency

4. Communication Breakdown

· Important guest requests are not passed between departments

· Housekeeping, Front Office, F&B, and Maintenance stop working as one team

Impact: More guest complaints and operational mistakes

5. Reduced Revenue Opportunities

· Staff become less motivated to upsell rooms, dining, or other services

· Cross-selling opportunities are missed

Impact: Lower ADR, lower ancillary revenue, and reduced profitability

6. Increased Errors

· Wrong reservations

· Billing mistakes

· Missed wake-up calls

· Incorrect room allocation

Impact: Compensation costs, refunds, and damaged reputation

7. Weak Leadership

· Managers spend more time resolving conflicts than improving operations

· Focus shifts from business growth to employee disputes

Impact: Slower decision-making and reduced operational improvement

8. Damage to Hotel Reputation

· Guests notice employee arguments or poor attitudes

· Negative online reviews spread quickly

Impact: Lower occupancy and weaker RevPAR over time.

Financial Impact Example (30-Room Hotel)

Without Politics With Staff Politics

Occupancy 70% 60%

Guest Rating 4.6★ 3.9★

Repeat Guests 30% 18%

Staff Turnover 10% 35%

Monthly Room Revenue ₹8.19 Lakh ₹7.02 Lakh

Guest Complaints Low High

A drop in occupancy caused by poor guest experiences can significantly reduce monthly room revenue, even before considering the cost of higher staff turnover and service recovery

How Management Can Prevent Staff Politics

· Build a culture of teamwork and accountability

· Set clear SOPs and job responsibilities

· Recognize performance based on results, not favoritism

· Hold regular departmental meetings

· Address conflicts immediately and fairly

· Train supervisors in communication and leadership

· Encourage transparent feedback through HR or management

· Reward collaboration, guest satisfaction, and positive behavior

Address

Jaipur
302033

Telephone

7062565544

Website

http://www.highandwield.in/, http://www.highandwield.com/

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