Welcome to
Shangri‐La hotel, Toronto
SHANGRI‐LA HOTELS & RESORTS ‐ History
Hong Kong‐based Shangri‐La Hotels and Resorts is Asia Pacific’s leading luxury hotel group and regarded
as one of the world's finest hotel ownership and management companies. Shangri‐La Hotels and Resorts
is the trade name of Shangri‐La Asia Limited management arm.
The Kuok Group, a diversified and dynamic business conglomerate with origins in Malaysia, has a major
equity holding in Shangri‐La Asia, which is listed on the Hong Kong Stock Exchange. Established by
Robert Kuok, the group’s business operations span a range of activities and a number of countries. In
addition to hotels, the group’s portfolio also includes commodity trading, real estate, beverages,
logistics, newspaper publishing, shipping, edible oil refining and plantations.
Inspired by the legendary land featured in James Hilton’s novel Lost Horizon published in 1933, the
name Shangri‐La encapsulates the serenity and service for which Shangri‐La is renowned worldwide. The
group has three brands: Shangri‐La, Kerry and Hotel Jen hotels. Shangri‐La properties are primarily five‐
star deluxe city centre and resort hotels with the majority of the city centre hotels having over 500 guest
rooms, whereas the resort properties tend to be slightly smaller. Introduced in 1989, Traders is a mid‐
market brand of mid‐priced city centre hotels consisting of nine hotels in Beijing, Changzhou, Dubai,
Kuala Lumpur, Manila, Penang, Singapore, Shenyang and Yangon.
Shangri‐La’s tradition of service excellence started with the opening of the Shangri‐La Hotel, Singapore
in 1971. The hotel’s 15 acres of landscaped gardens, beautifully appointed guest rooms and gracious
Asian style set a new standard for hotel excellence, which to this day continues to guide the group’s
design features.
Training is Shangri‐La's top priority and significant resources are allocated annually to ensure Colleagues
have the skills and knowledge to be the best in their fields. This has earned the group international
awards and recognition from guests, prestigious magazines as well as industry partners and made
Shangri‐La one of the preferred hotel employers, with over 35,000 people serving guests with the
philosophy “Shangri‐La hospitality from a caring family.”
Hong Kong‐based Shangri‐La Hotels and Resorts currently owns and/or manages properties under the
Shangri‐La, Kerry and Hotel Jen brands. Shangri‐La hotels are five‐star deluxe properties featuring
extensive luxury facilities and services. Shangri‐La hotels are located in Australia, Canada, mainland
China, Fiji, France, Hong Kong, India, Indonesia, Japan, Malaysia, Maldives, Philippines, Singapore,
Sultanate of Oman, Taiwan, Thailand and the United Arab Emirates.
The group has a substantial development pipeline with upcoming projects in Canada, mainland China,
India, Malaysia, Mongolia, Philippines, Qatar, Sri Lanka, Turkey and United Kingdom.
Shangri‐La also operates its own dedicated regional sales and marketing offices: Hong Kong, Beijing,
Shanghai, Guangzhou, Singapore, Tokyo, London, Los Angeles, New York, Sydney, Melbourne and Dubai.
The group is linked to 29 frequent flyer programs and has its own frequent guest recognition program –
Golden Circle. The Golden Circle program has been acknowledged as being one of the best in the
industry with over one million current members.
GOLDEN CIRCLE MEMBERSHIP
Golden Circle is our recognition and rewards program for guests, who chose to come back to us again
and again in their travels.
Guests are rewarded with Golden Circle Award Points (GC Award Points) whenever they stay, dine or
relax in CHI, The Spa (specific hotels). These can be redeemed towards accommodation, dining and spa
at any participating Shangri‐La hotel or resorts, Hotel Jen, or Kerry hotel. The GC Award Points can also
be converted to Airline Miles on a participating Airline Partner of the guest’s choice.
Benefits include priority check‐in; complimentary partner stays with breakfast, room upgrades and
more. Because guests are part of our family, we will know their individual preferences.
The program has three levels: Gold, Jade and Diamond, with members receiving increasing recognition
as they move from one level to the next.
OUR BRAND, VISION AND CORE VALUES – “The Shangri‐La way”
SHANGRI‐LA HOTEL, TORONTO
Our Manifesto
A heart‐warming family
We are family. We share something powerful – our genuine care and respect for others. This belief
shapes us. It shapes the way we treat all people with selfless sincerity and thoughtful courtesy,
understanding needs and sharing feelings. It shapes the way we transform our gracious and enchanting
Asian manner to authentic experiences straight from the heart. Our strength lies beyond our
harmonious surroundings and hideaway locations. It lies in our core values that guide us to treat each
and everyone with humour, as kin, as family.
In our family you will find tranquility, sincerity and something a great deal rarer – our special kind of
hospitality, hospitality from the heart.
Guiding Principles
1. We will ensure that leadership drives for results.
2. We will make guest loyalty a key driver of our business.
3. We will enable decision making at guest contact point.
4. We will be committed to the financial success of our own unit and of our company.
5. We will create an environment where our Colleagues may achieve their personal and career
goals.
6. We will demonstrate honesty, care and integrity in all our relationships.
7. We will ensure our policies and processes are guest and Colleague friendly.
8. We will remain deeply committed to our social responsibility by making positive contribution to
our communities, environment, Colleagues, guests and business partners.
Universal Core Practices
1. We will be well groomed and dressed, with clean, neat uniform and nametags.
2. We will answer telephone calls within three rings in a courteous and pleasant manner.
Telephone calls are not screened.
3. We will speak to guests and one another in an attentive, sincere, courteous and composed
manner.
4. We will acknowledge guests and Colleagues with eye contact and smile using their names
whenever necessary and possible.
5. We will be knowledgeable about hotel services and facilities to convey to guests.
6. We will carefully listen and take ownership of guest requests, replying in a helpful and sincere
manner.
7. We will graciously escort guests where they want to go or use an open palm gesture when giving
directions.
8. We will report, record, resolve all guest‐related issues, take ownership and communicate them
appropriately, in a timely manner.
9. We will ensure the safety, security and privacy of our guests and Colleagues. We respect the
confidentiality of guest names, room numbers, preferences and behaviors.
10. When in guest corridors, we will provide salutation and step back gracefully in order to allow
guests to pass by.
11. We will respect the environment by ensuring our surroundings are always clean and safe.
SHANGRI‐LA HOTEL, TORONTO – The Hotel, the Building, the Owners
The Asian‐inspired hospitality of Shangri‐La comes to life in Toronto. It is the first Asian‐luxury hotel
brand for Canada’s largest metropolis and the second hotel in North America for the group, joining
Shangri‐La Hotel, Vancouver which opened in January of 2009.
Located on University Avenue ‐ Toronto’s ceremonial boulevard ‐ at Adelaide, the hotel sits at the
crossroads to the city’s business and entertainment districts.
Within a five‐block radius of the hotel: the performance centre for the Canadian Opera Company and
the National Ballet of Canada, the headquarters for Canada’s five major banks, Consulates, leading
research hospitals, the city’s live theatre district and the Toronto International Film Festival (TIFF)
headquarters – making it ideally suited to serve the business, entertainment and leisure markets.
The 202‐room hotel occupies the first 17 floors of the 66 storey or 214.5 meters (704 feet) building,
placing it in the top 15 of Canada’s tallest buildings. Glass attracts and reflects natural light inside and
outside the hotel, while light stone and fabrics are mixed with dark wood and Asian design motifs to
dramatic effect within public and guest room spaces with cutting‐edge architectural design by renowned
local architect James K.M. Cheng.
Shangri‐La hotel, Toronto is the anchor of a new project by Vancouver‐based developers, Westbank and
the Peterson Group: Canada’s leading residential developers. Together, Westbank and Peterson have
developed or have under development $5 billion in projects made up of more than 1.4 million square
meters (15 million square feet) of residential, retail, office and public art and garden space.
Mr. Ian Gillespie Mr. Avtar Bains Dr. Benjamin Yeung
CEO President Majority Owner of SLV & SLTO
Westbank Premise Properties Ltd Peterson Investment Group
Also part of the multi‐purpose complex, known as Living Shangri‐La, Toronto, Momofuku, an
independent restaurant operation by acclaimed New York chef David Chang; an independently operated
spa, Miraj Hamman Spa by Caudalie, Paris, located on the hotel’s 5th floor, adjacent to the health and
fitness centre; a hair styling salon; Soho House, a private members‐club housed in the revitalized
historic red‐brick Bishop’s Block, which is one of the oldest remaining buildings in Toronto; and 395
residential units which begin on the 18th floor.
Fronting the hotel’s University Avenue entrance, and complementing Toronto’s more than 200 city‐
owned public art installations is a sculpture by Chinese artist, Zhang Huan, considered to be one of
China’s most influential contemporary artists. The sculpture, ‘Rising’ was commissioned by the
developers in collaboration with the Art Gallery of Ontario.
SHANGRI‐LA HOTEL, TORONTO – Executive Committee
Ron Pellerine Phillip Wong
General Manager Area Director of Revenue
Julian Darisse Eliane Joller
Michelle Beattie Director of Operations Director of Finance
Area Director of Human Resources
Christopher Ashby Eugenio Asencio
Area Director of Sales & Marketing Chief Engineer
Malcolm Webster
Executive Chef
Welcome to the Shangri‐La hotel, Toronto
188 University Avenue Toronto, Ontario M5H 0A3
Tel: 647‐788‐8888 / Fax: 647‐788‐8889 / Email: slto@shangri‐la.com
HOTEL INFORMATION
Property Information:
17 floors, 153 guest rooms, 49 suites
3 Specialty Suites
Owner’s Suite
Shangri‐La Suite
Check‐in and Check‐out:
Check‐in – 3:00PM
Check‐out – 12:00PM
Guest Room Features: Floor heating in bathroom suites
TV’s in the bathroom
Electronic in‐room locker Floor to ceiling windows
Free Wi‐Fi access Separate glass enclosed shower
Minibar Separate toilet room
Satellite television Deep soaking tubs
iPod docking station L’Occitane & Acqua di Parma
Nespresso Coffee and tea making bathroom amenities
Data ports
24‐hour in‐room dining
Accessibility Guest Room Features:
21 accessible rooms with King Size beds featuring:
Secondary and lowered peep hole Fire alarm light
Pocket door Door knocker light*
Additional space for wheelchair Alarm bed shaker*
Roll‐in shower with bath bench Telephone amplifier*
Grab bars by toilet Lowered sinks, racks, closet railings,
room controls
*upon request
Banquet & Conference Rooms:
Over 14, 000 sq. ft. of banquet space, 8 meeting rooms
42‐seat screening room
Outdoor terrace
LEISURE
Health Club Operating Hours:
283 sq. m including yoga studio Fitness Facility – 24‐hours
Indoor swimming pool and whirlpool Pool – 6:00AM‐11:00PM
Infrared sauna Whirlpool – 6:00AM ‐10:00PM
Miraj Spa by Caudalie Operating Hours:
9 spa treatment rooms Monday‐Saturday – 9:00AM‐9:00PM
Sunday – 9:00AM‐7:00PM
DINING
bosk Operating Hours:
Signature restaurant, Asian inspired, Breakfast
distinctly Canadian modern cuisine Mon‐Fri – 7:00AM‐10:30AM
Sat‐Sun – 7:00AM‐11:00AM
Seats up to 80 guests Lunch
Private Dining Room available Mon‐Fri – 11:30AM‐2:00PM
Dress code is business casual Brunch
Sat‐Sun – 11:30AM‐2:00PM
Dinner
Mon‐Sat – 5:30PM‐10:00PM
Sun – closed
Lobby Lounge & Bar Operating Hours:
90 seat Lobby Lounge offer an Asian‐ Mon‐Wed – 8:00AM‐1:00AM
inspired menu and a selection of Thu‐Sat – 8:00AM‐2:00AM
over 68 kinds of tea Sun – 9:00AM‐12midnight
Entertainment each evening High Tea Service
Dress code is business casual Mon‐Sun – 2:00PM‐5:00PM
In‐room dining 24‐hours
Patio Seasonal
Momofuku Operating Hours:
Noodle Bar – casual, quick Lunch & Dinner
Daisho – family style Lunch, Dinner & Brunch
Shoto – 10‐course tasting menu Dinner only
Naiki Dinner only
Milk Bar Daily from 11:30AM
*more information visit www.momofuku.com
FLOOR PLAN Level 2
Executive Offices
P2 level
Level 3
P2 Parking level Banquet rooms
Engineering Office Screening room
P1 level Banquet Office
Pastry Kitchen
P1 Parking Level Banquet Kitchen
Colleague entrance
Security Office Level 5
Lotus Lounge (Staff Cafeteria) Health Club
Change Rooms Miraj Spa by Caudalie
Housekeeping Office
Lobby level
Front desk reception and Concierge
Lobby Lounge & Bar
Bosk restaurant Sunday, Monday and Holidays
Level 6 to 17 Lunch 11:00AM – 2:00PM
Dinner 4:00PM – 6:30PM
Guest rooms
LOTUS LOUNGE Address and Contact
Hours
Tuesday to Saturday 610 Bay Street – 416‐971‐9452
Lunch 11:00AM – 2:00PM
Dinner 4:00PM – 8:00PM 65 Front Street West – 416‐392‐2489
2 Eireann Quay – 416‐203‐6942
TRANSPORTATION INFORMATION 6301 Silver Dar Drive – 416‐247‐7678
Subway station
Osgoode (University and Queen St.)
St. Andrews (University and King St.)
Bus Station
Toronto Coach Terminal
Train Station
Union Station
Airport
Billy Bishop
Toronto Pearson
SHANGRI‐LA HOTEL, TORONTO – Unique Points of Interest
Tea Wall
The Tea Wall stands in the Lobby Lounge
presenting 75 hand‐picked teas from around the
world displayed in antique and contemporary
ceramic Chinese containers and teapots.
Wine Wall
The Wine Wall is located in bosk restaurant. It
offers one of Toronto’s most extensive wine lists,
assembled by the hotel’s Sommelier, featuring
more than 700 international labels and rare
vintages.
Champagne Wall
The Champagne Wall, located in the Lobby
Lounge, features only the finest selection of
champagne and sparkling wines curated by the
hotel’s Sommelier. It stocks an extensive selection
of champagne labels from the most prominent
champagne houses including Perrier Jouet,
Billecart Salmon and rare champagnes such as the
1998 Henriot Cuvee des Enchanteleurs.
Bee Wall
The Bee Wall installation on the third floor Garden
Terrace aids the community by providing plenty of
bees to pollinate the downtown area gardens and
parks. The honey harvested will provide the
culinary team with local and sustainable honey for
use in the hotel’s kitchen and food and beverage
outlets. We are have brewed our very own
Shangri‐la home harvested b‐wall honey lager!
Uniforms
The Lobby Lounge wardrobe is created by a
Canadian clothing label VAWK. It is an infusion of
Asian Canadian luxury design with Asian Luxury
hospitality and ambience embodied by Shangri‐La
hotel, Toronto.
The Rising
On May 5, 2012, Zhang Huan, one of China’s most
influential contemporary artists, unveiled a
permanent public sculpture entitles Rising, in fron
of the University Avenue entrance to the hotel.
Rising is Zhang Huan’s first public art commission
in Canada, and its unveiling inaugurated the new
66‐storey glass structure. The polished stainless
steel work was commissioned in partnership with
the Art Gallery of Ontario.
Bicycles
10 custom‐made Simcoe bicycles arrived at SLTO
in the summer of 2015. Guests are able to sign out
bicycles free of charge from our Concierge Team. A
Unique slogan is printed on each bicycle which
reads “Through this ride, freedom”.
House Car
With the introduction of these two luxurious
vehicles, we will re‐introduce our signature
licence plates as well – SLTO 8 (A8) and SLTO
888 (Q7).
Audi 8 Seating capacity has increased (Q7 – 6+driver,
A8 – 4+driver);
Luggage capacity has increased;
We are the only hotel in Toronto with this
combination;
Hotel transportation bookings will continue to
process via our Hotel Concierge team and is
Audi Q7 based on availability.
Lobby Lounge Dresses
Famed vintage collector William Banks‐Blaney has
provided four extraordinary ensembles from
designers Yves Saint Laurent, Christian Dior,
Roberto Capucci, and Bob Mackie. Each dress
demonstrates a unique perspective on elegant
evening wear from eras throughout 20th century
fashion, including an evening gown and statement
cape created by Yves Saint Laurent which featured
in his retirement runway show, and a the
legendary golden gown Bob Mackie created for
Sharon Stone to wear in Martin Scorsese’s film
“Casino.”
Health Club
The Health Club pool was awarded as one of the
best pools in the world by Conde Nast Traveller in
2013. The health centre’s centerpiece is the 20
meter (64‐foot) lap pool encased in a glass and
stone‐tile cube, and topped with skylights that
bring the outdoors in. Bronze, caramel and white
mosaic tiles surround the top of the pool.
VOICE OF CHANGE
Purpose
Voice of Change is a monthly meeting, which is held with a representative from each department. The
committee is used to ensure effective communication on issues relating to Colleague relations,
operational challenges, services ideas to improve the workplace and the service to our guests and our
corporate social responsibility initiatives including environment, community initiates. This is a
mandatory meeting and all representatives are paid to attend.
Mission
Our mission as the Voice of Change is to facilitate improvement, and create growth, making a positive
difference within the workplace. Our commitment to creating positive impact on our environment, our
community and our colleagues will be the essence of our financial success, and we will strive to enlighten
our global community through the actions of our family.
Meetings
Meetings are held monthly, every 3rd Thursday of the month. Minutes of the meetings are distributed to
all members and the department heads, for follow up.
Committee Members
The meeting is led by Michelle Beattie – Director of Human Resources. The Committee consists of one
representative from each department, chosen by the colleagues of that department.
Voice of Change Meeting Dates 2018
Thursday, January 18, 2018
Thursday, February 15, 2018
Thursday, March 15, 2018
Thursday, April 19, 2018
Thursday, May 17, 2018
Thursday, June 21, 2018
Thursday, July 19, 2018
Thursday, August 16, 2018
Thursday, September 20, 2018
Thursday, October 18, 2018
Thursday, November 15, 2018
Thursday, December 20, 2018
PAYROLL
Manager Payroll Responsibilities:
‐ Approve department timecards daily before 11:30AM. Should the Manager in charge of
approving payroll be away, another manager in the department should be put in charge. It is
important to approve the timecards on time to ensure colleague’s wages are processed correctly
and that there are no delays in processing payroll.
‐ Track new colleague’s probation hours. Once the colleague reaches 480 hours, complete the
CAF to indicate the colleague has passed probation and will begin receiving the full wage.
‐ Submit all approved CAFs to HR on the Thursday before pay period ending.
The Heath Labour Management System is a tool the company has invested in to help manage our labour
expenses. In order for this tool to provide useful information the actual labour from ADP must be
uploaded. This task of uploading the actual labour cannot be completed unless all time cards are
approved.
Payroll Reminders and Tips:
‐ All colleague absences (other than Stat holidays, which are automatically calculated by the
system) should be entered in ADP and must have a completed and approved CAF.
‐ No absences should be entered in ADP without having completed a corresponding CAF.
‐ "Shang Day" earnings code is used to report the absence for a Shang day for a colleague’s
anniversary. This code may also be used to record an absence for a Citizenship day with an
entry in the NOTES field advising as such.
Hourly Colleague Timecards
‐ An explanation should be entered in the NOTES field for any colleagues that have incurred
overtime.
‐ Absences that are entered in the system must be entered with an in and out time in order for
the system to calculate the absence hours.
‐ Absence hours for vacation days, Shang Day etc. must not exceed 8 hours.
Salary Colleague Timecards
‐ All salary timecards for a pay period should have 10 days entered and 4 days off unless there are
extra days worked.
‐ Any salary colleagues that work more than 5 days in the week must have the 6th and 7th day
entered with an earning code of "OTHER". An explanation must be entered in the NOTES field
with the reason for the extra day(s) worked.
‐ Any lieu days taken must be entered using the "PTO" earnings code and with an in and out
punch so that the hours and daily total equals 8. An explanation must be entered in the NOTES
field with the reason for the lieu day.
Approval of timecards on a STAT holiday
‐ ADP will automatically calculate the stat owed to all colleagues on a STAT holiday. The
calculation for the stat by ADP will appear on the colleague’s timecard as STAT HOLIDAY.
o This entry by ADP should not be modified or deleted for any active colleague as the stat
pay is calculated based on Employment Standards for the province of employment.
‐ Hourly colleagues will be paid out for the holiday when it takes place. The hours worked will be
paid out according to employment standards that are built into the ADP system.
‐ No entries should ever be made in ADP using the STAT HOLIDAY pay codes. This code is only
entered in the system by ADP when the system automatically calculates the stat pay.
All salaried colleagues that work the stat holiday must be coded as follows.
‐ The line with the in and out punch for the hours worked on the stat must be coded as
“OTHER”. In the Earnings Code field click on the search option and select OTHER. Then click on
save and calculate.
o By entering OTHER in the Earnings Code field this indicates that the colleague is owed a
lieu day for working on the stat holiday.
**NOTE: When the lieu day is taken for working on the stat it must be entered with the Earnings Code
as PTO and a note in the notes field indicating the reason for the lieu day. When a colleague takes a lieu
day for the stat it must never be entered as earning coded STAT Holiday. The STAT Holiday earning code
will only ever be used by ADP when the system performs its automatic calculation.
If the stat holiday takes place on a salaried colleague’s day off and they worked 5 days in the week, the
6th and/or 7th day in that week must be coded as OTHER in the earnings code field. On their pay
statement the colleague will be paid for the stat holiday in this pay period. By entering OTHER in the
earnings code field on the 6thand/or 7th day in the week will flag that the colleague is owed a lieu day.
When the lieu day is taken it must be coded as PTO with a note in the notes field indicating the reason
for the lieu day.
Paid Holidays and Days Off
Paid Holidays Paid Days Off (full time colleagues only)
New Year’s Day Shangri‐La Day – anniversary date with SLTO
Family Day Birthday
Good Friday 2 Personal Days
Victoria Day Sick Leave – 5 days per calendar year
Canada Day Bereavement Leave – up to 5 days (death of spouse, son,
Civic Holiday daughter, father, mother, brother or sister)
Labor Day
Thanksgiving Day
Christmas Day
Boxing Day
Forms
Colleague Action Form (CAF)
‐ Must be completed for:
o New Hires
o Department/Position/Salary changes (i.e. Passing of probation)
o Colleague Absences
‐ Submitted to Human Resources for appropriate signatures then forward to Payroll
Colleague Separation Form
‐ Must be completed for:
o Resignations
o Termination
o Transfers
o Layoffs
o Job abandonment
Colleague Information Change Form
‐ Form to be completed when colleague’s information regarding Name Change, Family Status,
Address, Phone Number, Email, Social Insurance Number (SIN), and Bank Account Information
changed. Once completed, the form should be submitted to Human Resources for processing.
**Forms may be found on the Common Drive – September2016 – Human Resources – FORMS for staff
use
Processed by Payroll: _____________________
Colleague Action Form Attached:
COLLEAGUE INFORMATION CHANGE FORM
Please print clearly and sign the bottom of this form in ink. Fill out the following form when
changing your personal information. Be sure to include proof of changes with this form.
CURRENT EMPLOYEE INFORMATION: Department:
Last Name: Position:
First Name:
1. EMPLOYEE NAME CHANGE:
Effective Date: (DD/MM/YY) ______________________
From: To:
____________________________ _____________________________
2. ADDRESS CHANGE:
Effective Date: (DD/MM/YY) _______________________
From: To: ____________________________
_________________________ ____________________________
_________________________ ____________________________
_________________________ ____________________________
_________________________ ____________________________
3. PHONE NUMBER CHANGE:
From: ( ) - To: ( ) -___________________
4. EMERGENCY CONTACT CHANGE:
From: To:
Name: _________________________ _____________________________
Tel. Number: ____________________ _____________________________
5. E-MAIL ADDRESS CHANGE:
From: _________________________ To: ____________________________
6. SOCIAL INSURANCE NUMBER CHANGE:
Effective Date: (DD/MM/YY) _______________________
From: __________________________ To: ____________________________
7. BANK ACCOUNT INFORMATION CHANGE:
Please attach new Void Cheque or Account Information Form stamped by your bank.
*** Employee Signature
_________________________________ Date: _____________________
COLLEAGUE INFORMATION CHANGE FORM
Please print clearly and sign the bottom of this form in ink. Fill out the following form when
changing your personal information. Be sure to include proof of changes with this form.
CURRENT EMPLOYEE INFORMATION: Department:
Last Name: Position:
First Name:
1. EMPLOYEE NAME CHANGE:
Effective Date: (DD/MM/YY) ______________________
From: To:
____________________________ _____________________________
2. ADDRESS CHANGE:
Effective Date: (DD/MM/YY) _______________________
From: To: ____________________________
_________________________ ____________________________
_________________________ ____________________________
_________________________ ____________________________
_________________________ ____________________________
3. PHONE NUMBER CHANGE:
From: ( ) - To: ( ) -___________________
4. EMERGENCY CONTACT CHANGE:
From: To:
Name: _________________________ _____________________________
Tel. Number: ____________________ _____________________________
5. E-MAIL ADDRESS CHANGE:
From: _________________________ To: ____________________________
6. SOCIAL INSURANCE NUMBER CHANGE:
Effective Date: (DD/MM/YY) _______________________
From: __________________________ To: ____________________________
7. BANK ACCOUNT INFORMATION CHANGE:
Please attach new Void Cheque or Account Information Form stamped by your bank.
*** Employee Signature
_________________________________ Date: _____________________
PAYROLL – New Colleagues & Probation
Probation Period
Colleagues’ employment is subject to a probation period of 480 working hours from the start of his/her
initial employment with the Employer, during which time he/she will be paid 80% of the Base Wages.
(Probation period for salaried colleagues is 90 days.) During this time, colleagues’ employment may be
terminated by the Employer for any reason without cause and without notice or pay in lieu (the
“Probation Period”), subject to a payment in lieu of minimum notice of termination pursuant to the
Ontario Employment Standards Act, 2000. Upon completion of the probationary period the colleague
will receive 100% of his/her Base Wages.
Manager Responsibilities
To ensure our new colleagues receive correct pay, it is the manager’s responsibility to:
1. Run the Probation Hours Tracking Report (ideally each pay period) to see who is coming close to
reaching 480 hours
2. Monitor and decide if the new colleague will be passing probation (if not, termination should be
done around 400‐420 hours)
3. Once 480 hours is reached (or close to), raise a CAF to indicate the change from probationary
wage to full wage
4. Complete the Probationary Performance Review
Forms
Hourly 30‐90 Day Probation Review
To be completed for all Level 5 ‐ hourly colleagues
Salaried Probation Review
To be completed for all Level 1‐4 – salaried colleagues
**Forms may be found on the Common Drive – September2016 – Human Resources – FORMS for staff
use
SHANGRI‐LA HOTEL, TORONTO
Hourly Colleague 30 - 90 Day Probation Review
____ Safe Work Checklist must be Attached ____ Training Checklist Must be Attached
Colleague Name: Division:
Current Position Reviewer Name:
Date of Review
Date of Hire
Rating Scale: Please use the following scale to rate the Colleague on the factors listed below.
Number Description Explanation
5 Outstanding Colleague is a top achiever and always goes above and beyond the standards of the behaviour.
4 Exceeds Expectations CColleague goes above and beyond the standards of the behaviour some of tfhe time, and alwf ays meets the standards of the
3 Meets Expectations Colleague always meets the standards of the behaviour. Consistently satisfies the requirements of the job.
2 Needs Improvement Colleague meets the standards of the behaviour some of the time.
1 Unacceptable Colleague fails to meet the standardsf of theCbehaviour most of the time.
C ff
Category Performance Characteristic Shangri-La Behavior Rating
Always greets Guests and Colleagues with a smile.
Understands and Follows Shangri-La's Owns Problems and solves them.
Core Values and Guiding Principles
Business Effectiveness Looks the part - is always well groomed and meets the standard each and every day.
Delivers Shangri-La quality service to guests and co-Colleagues.
Job Knowledge / Skills Adheres to job specific competencies.
Job Quality Understands all responsibilities and duties.
Able to complete tasks and assignments with little supervision.
Knows where to get information and asks for help if needed.
Is quick and efficient in performing daily tasks.
Organises, plans and prioritises work in a stress tolerant manner.
Accurately performs job duties consistently.
Is thorough, takes full ownership and follows-up to finish tasks.
Takes initiative to solve problems.
Makes guests/ Co-Colleagues feel welcome.
Interpersonal Guest/ Internal Customer Service Resolves complaints quickly; follows-up to ensure satisfaction.
Effectiveness Professional with guests/ co-Colleagues.
Personal Effective Communication and Teamwork Utilises professional verbal and written skills. Communication is clear and meets its objective for the
Work Ethic tCaorgmemt auundicieantecsewell with others.
Maintains constructive and positive relationships with colleagues and guests.
Manages conflict; is a team player.
Treats others with respect.
Consistently reports to work and scheduled meetings on- time.
Handles change and innovation in a positive way and is results orientated.
Always looks to improve the efficiency of the operation and reduce waste.
Makes safety and security the number one priority
Follows Safety/Environment and other Follows and adheres to company policies and procedures including Discrimination Harassment,
Company Policies
PEethrifcosrmTsimalel wanodrkAwttiethnidnasnacfeetyPugbuliidceHlienaelsth. Environmental and any others that apply
Overall
Rating
Reviewer’s Comments:
New Hire: Retain Do Not Retain Extend
Return to previous position
Position Change Promote
PROBATION PERIOD HAS BEEN EXTENDED TO:
Colleague's Comments:
Required Signatures: Please PRINT and sign/date the appropriate section Service Executive
Colleague Director of HR
Reviewer
Shangri‐La Hotel Toronto
Leadership Probationary Review
____ Safe Work Checklist must be Attached ____ Training Checklist Must be Attached
Colleague Name: Division:
Current Position Reviewer Name:
Date of Review
Date of Hire
Rating Scale: Please use the following scale to rate the Colleague on the factors listed below.
Number Description Explanation
5 Outstanding Colleague is a top achiever and always goes above and beyond the standards of the behaviour. Can be counted on to deliver exceptional results in the competency without fail, a majority of
the time.
Colleague goes above and beyond the standards of the behaviour some of the time, and always meets the standards of the behaviour.
4 Exceeds Expectations
3 Meets Expectations Colleague always meets the standards of the behaviour. Consistently satisfies the requirements of the job.
2 Needs Improvement Colleague meets the standards of the behaviour some of the time. Improvement is required in this area for the Colleague to succeed.
1 Unacceptable Colleague fails to meet the standards of the behaviour most of the time. Colleague requires an unreasonable amount of direction from direct supervisor. Immediate improvement is required by
the Colleague.
Directions: Enter the rating number that best describes the Colleague’s current performance. Use the comments section to provide
examples and support of your rating and to provide specific ways in which the Colleague can improve in the future.
Performance Characteristic Rating Remarks
Business Effectiveness Understands and Follows Shangri-
La's Core Values and Guiding
Principles- 5 Star Grooming
Job Knowledge/ Skills
Job Quality
Guest/ Internal Customer Service
Interpersonal Communication and Teamwork
Effectiveness
Work Ethic
Personal Effectiveness
Follows Safety, Environment and
other Company Policies
Leadership & Colleague Development
Professional Leadership
Effectiveness
Management of the Operation
(This is not an average of all the scores, but your overall rating on the performance)
Overall Rating:
Reviewer’s Comments:
List two specific, agreed-upon developmental objectives and identify the date the activities should be completed Target Completion Date:
Objective #1 Target Completion Date:
Objective #2
New Hire: Retain Do Not Retain Extend
Return to previous position
Position Change Promote
PROBATION PERIOD HAS BEEN EXTENDED TO:
Colleague's Comments:
Required Signatures: Please PRINT and sign/date the appropriate section
Colleague* Date Service Executive Date
Director HR Date
Reviewer Date
Performance Improvement Notice (PIN)
‐Guide‐
Part of the Performance Improvement Notice (PIN) program is to ensure a
colleague is given every reasonable opportunity to positively respond to
performance problems that may arise in the workplace. The appropriate response
to a problem is guided by your common sense and discretion; however generally,
the process should start with a verbal discussion to ensure the colleague is aware
of expectations.
General guideline of issuing a PIN:
1. Identify the performance issues/concern.
2. Conduct a verbal discussion with the colleague – who, what, where, when,
why. Show compassion and understanding, the colleague should not feel
threatened. The purpose of the discussion is to understand the cause/root
of the problem.
3. Advise the colleague that due to the nature of the performance issue (ex.
2nd time it has occurred and no improvement has been made, or DR3
related) a PIN will be placed in his/her file.
4. Consult HR to learn of any prior PINs issued in the last 12 months.
5. Complete the PIN form documenting what happened, the performance
issue and expectations for improvement.
6. Forward the completed PIN form to the Director of Human Resources for
review and approval.
7. Once approved, meet with the Colleague and present the PIN.
8. Allow time for discussion and have the Colleague make any comments.
9. Sign and date the PIN and forward to HR for Colleague’s file.
FIRST NAME: PERFORMANCE IMPROVEMENT NOTICE
(PIN)
LAST NAME:
DEPARTMENT: POSITION:
PIN BEING ISSUED: PRIOR RECORD (issued in the last 12 months – consult HR)
RECRUITING PROCEDURES – FLOW CHART
HR receives
signed Job Req
HR post position
internally
External Internal
Applicants Applicants
HR screen Dept. Head/HR
applicants interview
Dept. Manager Yes No
conduct 1st Offer
interview Dept. Manager
decline
Yes No
candidate
HR conduct Regret and file
2nd interview
Yes No
Level 1 conduct Regret and file
final interview
Yes No
References Regret and file
No ‐ regret and
file
Yes ‐ offer
RECRUITMENT
1. If an existing position becomes vacant or there is a demonstrated need for a new addition to the
team, the Department Manager shall identify the workforce need in the department considering
budget, workforce plan and timeline.
2. Department Manager shall complete the “Colleague Requisition Form” and have it approved by
the Director of Finance and the General Manager. The recruitment process will not begin until
the signed form is returned to Human Resources.
3. Human Resources will post the open position internally for 7 days. All Internal Candidates will be
interviewed with the Department Manager and Human Resources. Should the internal
candidate have the right skills and qualifications, the position will be offered to him/her.
4. If there are no internal applicants or the internal applicants do not qualify for the open position,
Human Resources will post the position externally on TMS and/or HCareers (as required).
5. Department Manager will conduct the first interview.
6. Human Resources will conduct the second interview.
7. Level 1 – Executive Team member will conduct the final interview.
8. Human Resources and/or Department Manager will check the references.
9. If successful, Human Resources will prepare an employment offer and present it to the
candidate, confirming the start date. If unsuccessful, Human Resources will send a regret letter.
Forms
Colleague Requisition Form
‐ Form to be completed by the Department Manager to indicate the need to increase staff levels,
whether it is an addition or replacement of a colleague. Authorization from the Director of
Finance and General Manager must be obtained and returned to Human Resources before
position is posted internally/externally.
Internal Job Application
‐ Should a colleague be interested in open position, he/she must complete this form and submit it
to Human Resources. The colleague will be contacted to schedule an interview.
Interview Assessment Form
‐ To be completed for all Level 3‐5 interviews
Application for Employment
‐ To be completed by all candidates being interviewed
**Forms may be found on the Common Drive – September2016 – Human Resources – FORMS for staff
use
CONDUCTING INTERVIEW ‐ TIPS
1. Prepare for the Interview
a. Determine job requirements
i. Technical skills required – task skills, specialties, knowledge
ii. Performance skills required – interpersonal, behavioural, disposition
b. Review applicant data
i. Carefully review each applicants written application
ii. Sort resumes into 3 categories – appears qualified, required clarification, not
qualified
iii. Look for gaps in employment history, frequent changes, errors
c. Review questions in the Interview Assessment Form
i. The purpose is to obtain information about the applicant’s previous
behaviour/experience
ii. Avoid closed‐ended questions – Yes/No
iii. Focus on open ended questions – give me an example of a time…
2. Conduct the Interview
a. Hold the interview in a comfortable environment free of interruption
b. Set a time limit
c. Use the prepared questions
d. Gain behavioural examples
e. Allow for silence
f. See contrary evidence (if they give a bad answer, ask the same question in a different
way)
g. Don’t jump to conclusion
h. 20/80 rule – talk 20% of the time, listen 80%
i. listen to the applicants answers
j. Make eye contact
k. Use non‐verbal cues to encourage the candidate
l. Don’t be over supportive
m. Avoid asking questions with no measurable answers
n. Remember that the purpose is to learn as much as possible about the applicant
3. Close the Interview
a. Give an opportunity to ask questions
b. If the applicant is unqualified, end the interview graciously ensuring you gave the
applicant opportunity to present his or her skills fully
c. If the applicant is qualified, take the time to review expectations, work conditions and
all aspects of the job (desirable/undesirable)
4. After the Interview
a. Ensure you have completed the Interview Assessment Form
b. Qualified applicants should be forwarded to the next step
*What not to ask in an interview:
Direct questions asking the applicant about their birthplace, age, birth date, religion, marital status,
children, sexual orientation, views on politics, disabilities
INTERNAL JOB APPLICATION
Name:____________________Phone #:___________________E-mail:___________________
Current Position:____________________________________Start Date:_________________
Position Applying for:__________________________________________________________
Please attach an updated resume that supports your application
Reasons why you believe you are suitable for this job:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Name the skills and knowledge that you believe will make you an asset to this position:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
_______________ _____________ ___________________ ____________
Colleague Signature Date Department Manager Date
___________________
Division Head
Human Resources Department to Complete
Passed Probation: Y N Disciplinary Action in the last 6 Months: Y N
INTERVIEW ASSESSMENT FORM (LEVEL 3 – 5)
Candidate Name: Home Country:
Position Applied: Notice Period:
Position Shortlisted: Current Salary:
Reference(s):
Excellent Very Meets Needs Inadequate
1st Interview Good Standard Improvement Performance
5
Competency 4 3 2 1
Customer Focus
Team Work
Ethics and Values
Cultural Competency
Comments:
Recommendation:
Interviewed by: Pass for 2nd Interview Does not Pass
Date:
2nd Interview
Interviewer Name: Signature:
Competency
Excellent Very Meets Needs Inadequate
Execution 5 Good Standard Improvement Performance
4 3 2 1
Innovation & Change
Self Management
Leadership (For Level 3 only)
Comments:
Recommendation: Pass for 3rd Interview Does not Pass
Interviewed by: Does not Pass
Does not Pass
Date: Interviewer Name: Signature:
3rd Interview
Comments:
Recommendation: Pass for Final Interview
Date: Interviewer Name: Signature:
Final Interview (General Manager/ Resident Manager)
Result: Hire
Date: Interviewer Name: Signature:
Page 1 of 1
INTERVIEW ASSESSMENT FORM (LEVEL 3 – 5)
1st Interview
Preparation Checklist
1. Use the competency‐based interview skills to gather the candidate’s past behavior (Situation‐Solution‐Outcome).
2. Ask 1 or 2 questions from each competency to generate past performance from the candidate.
3. Start the interview by asking 2 simple introductory questions:
- Please give an overview of your current job role and responsibilities?
- What are the reasons for leaving the last / current position?
CUSTOMER FOCUS Understands and anticipates customers’ needs and strives to meet those needs
Strives to deliver high quality service / products and achieve high customer satisfaction
Builds and maintains strong and positive relationships with customers
1. Describe one of your job duties which helps to provide excellent guest / customer service?
2. Tell me about a time when you resolved a guest / customer complaint?
What was the complaint? What did you do? What was the outcome?
3. Describe a time when you have exceeded a guest’s expectations.
What was the circumstance? What did you do? What was the outcome?
Situation:
Solution:
Outcome:
TEAM WORK Respect the view of others
Cooperating with other to achieve common goals / results
Willing to do more to achieve common goals / results
1. Tell me about a time when a colleague asked you for help.
What was the circumstance? What did you do? What was the outcome?
2. Please describe a time when you compromised for the benefits of the team.
What was the compromise? What did you do? What was the outcome?
3. Describe a time when you have encountered conflict in your team.
How did the conflict arise? What did you do? What was the outcome?
Situation:
Solution:
Outcome:
Page 2 of 2
ETHICS AND VALUES INTERVIEW ASSESSMENT FORM (LEVEL 3 – 5)
1st Interview
Fully embraces and stands by Shangri‐La core values and culture
Is always objective and fair
1. Please give me an example of a time when you needed to show empathy / sympathy to a colleague or guest.
What was the situation? How did you show empathy / sympathy? How did the colleague / guest react?
2. Tell me about a situation when you went beyond the call of duty?
What was the situation? What did you do? What was the outcome?
3. Tell me about a time when you saw a colleague doing something dishonest?
What was the situation? What did you do? What was the outcome?
Situation:
Solution:
Outcome:
CULTURAL COMPETENCY Demonstrates respect for different cultures, beliefs, traditions & behavior
Works effectively with people from different countries & cultural backgrounds
1. Please describe a time when you successfully adapted to a new working environment?
What was the situation? How did you adapt to it? What was the outcome?
2. Tell me about a time when you have worked with someone from different cultural background.
Who were they? What were the differences? What was the outcome?
3. Please give me an example how you respect cultural difference when you perform your job duties?
Situation: Areas for Development
Solution:
Outcome:
OVERALL COMMENTS
Strengths
Page 3 of 3
INTERVIEW ASSESSMENT FORM (LEVEL 3 – 5)
2nd Interview
Preparation Checklist
1. Use the competency‐based interview skills to gather the candidate’s past behavior (Situation‐Solution‐Outcome).
2. Ask 1 or 2 questions from each competency to generate past performance from the candidate.
3. Start the interview by asking 2 simple introductory questions:
- Why are you keen to join Shangri‐La Hotels and Resorts?
- What attract you to apply for this position?
EXECUTION Quality consistently up to required standard
Efficient in the delivery of service
Attention to details
1. Please describe your routine activities at work? How do you ensure your work is completed efficiently?
2. Please describe a time when you were able to achieve more than expected.
What was the circumstance? What did you do? What was the final achievement?
3. Tell me about a time when you had conflicting priorities.
What were the priorities? How did you handle it? What was the outcome?
Situation:
Solution:
Outcome:
INNOVATION & Ability to challenge status quo and make suggestion
CHANGE Ability and willingness to accept change
Ability to think “out of the box”
1. Please describe a time when you learnt a new procedure at work?
What did you have to learn? Do you use the new procedure?
2. Give me an example of new idea / suggestion you have made to your manager.
What was the idea / suggestion? What did you do? What was the outcome?
3. Tell me about a situation when you challenged a traditional approach at work.
What was the traditional approach? Why did you challenge it? What did you do? What was the end result?
Situation:
Solution:
Outcome:
Page 4 of 4
INTERVIEW ASSESSMENT FORM (LEVEL 3 – 5)
2nd Interview
SELF MANAGEMENT Always deliver as committed; Taking initiative and organized
Attendance / punctuality
Ability / willingness to learn and accept additional responsibility
1. Describe a project / task you were responsible for implementing?
What was the project / task? How did you implement the project / task? What was the outcome?
2. Tell me about a time when you are assigned duties which is not part of your job responsibilities?
3. Tell me about a time when you received negative feedback at work? How did you handle it? What did you change?
Situation:
Solution:
Outcome:
LEADERSHIP Generate profitable business strategies and motivate the team in the desired direction
(For Level 3 only) Commit to organizational norms, operating principles and philosophies
Make decisions with available information and empower people
1. What initiatives do you use to keep your team motivated?
2. What are some examples of things you have done in your role to support the implementation of your company’s values?
3. Describe a tough decision you have made recently.
What was the circumstance? How did you come up the decision? What has happened after making the decision?
Situation:
Solution:
Outcome:
Areas for Development
OVERALL COMMENTS
Strengths
Page 5 of 5
RECOGNITION – Customer Delight Program
What is Customer Delight Program (CDP)?
The Customer Delight Program is a colleague recognition program that shows appreciation and awards
colleagues who go the “extra mile” in order to delight our guests.
How does the program work?
Colleagues receive stars when they go above and beyond for our guests and fellow colleagues. There are
several ways colleagues can earn stars.
RECOGNITION – Customer Delight Program
There are three levels of recognition – Silver, Gold and Diamond. Stars must be collected in order to
move up the different levels and to redeem for rewards. The goal of every colleague should be to
become a Diamond Star. Every Diamond Star is a true role model of service excellence who exemplifies
the core values and creates engaging experiences straight from the heart to delight our guests. At the
end of the year, the top 5 Diamond Star colleagues will be entered into a draw to win a very special
prize!
What do you do with the stars?
The program runs throughout the whole calendar year and starts afresh every January. Colleagues may
redeem their stars for rewards in Human Resources every July 1st and/or January 31st. All stars earned
must be redeemed by January 31st of the following year. Stars not redeemed by this date will be
forfeited.
Star Reward Items
1 Star $5 Gift Card (from selected establishments)
5 Stars $25 Gift Card (from selected establishments)
8 Stars $50 Gift Card (from selected establishments)
15 Stars Lobby Lounge High Tea for 2 persons
25 Stars Dinner in bosk for 2 persons
30 Stars Paid Day Off
Selected Establishments (subject to change)
Tim Hortons Petro‐Canada The Home Depot Winners
Shoppers Drug Mart Starbucks Coffee Walmart Canada Indigo
Cadillac Fairview LCBO Dollarama Canadian Tire
HEALTH & SAFETY
Everyone in the workplace, from the employer to the newest worker, has different but important duties
to keep the workplace safe. Because employers have the most authority in the workplace, they have the
greatest responsibility for health and safety. Supervisors are next in line. Since supervisors’ jobs involve
taking direction from the employer and giving direction to the people they supervise, it’s important that
YOU understand the health and safety responsibilities of everyone in the workplace.
As a supervisor, you are a crucial part of your workplace’s Internal Responsibility System. This is a very
important concept for workplace health and safety.
The number of people in Ontario who suffer a work‐related illness or injury each year would fill the seats
of a dozen big hockey arenas. New and young workers in Ontario are four times more likely to get hurt
during the first month on the job than at any other time. They often aren’t told about or understand the
hazards of the job. They don’t know what to expect from their employer and supervisor. Sometimes
they aren’t sure what questions to ask; sometimes they don’t even know who to ask. That’s where you
come in. It’s a big challenge, but it’s also a big opportunity to make a difference.
Employers must:
Make sure workers know about hazards and dangers by providing information, instruction and
supervision on how to work safely
Make sure supervisors know what is required to protect workers’ health and safety on the job
Create workplace health and safety policies and procedures
Make sure everyone follows the law and the workplace health and safety policies and
procedures
Make sure workers wear and use the right protective equipment
Do everything reasonable in the circumstances to protect workers from being hurt or getting a
work‐related illness.
Supervisors must:
Tell workers about hazards and dangers, and respond to their concerns
Show workers how to work safely, and make sure they follow the law and workplace health and
safety policies and procedures
Make sure workers wear and use the right protective equipment
Do everything reasonable in the circumstances to protect workers from being hurt or getting a
work‐related illness.
Workers must:
Follow the law and workplace health and safety policies and procedures
Wear and use the protective equipment required by their employer
Work and act in a way that won’t hurt themselves or anyone else
Report any hazards or injuries to their supervisor
JOINT HEALTH & SAFETY COMMITTEE
Purpose
Shangri‐La hotel, Toronto is committed to providing a healthy and safe work environment for its
workers, vendors and contractors, and to preventing occupational illness and injury. The Hotel will
promote and maintain safe working conditions through an active safety program and through it Joint
Health & Safety Committee.
All department heads, managers and supervisors are responsible for ensuring that their Colleagues learn
to recognize, understand and eliminate or control safety and health hazards to him/her, fellow
Colleagues and control loss or damage to Shangri‐La Hotel, Toronto property and equipment.
Meetings
Meetings are held monthly, last Wednesday of the month. Minutes of the meetings are distributed to all
members and the department heads, for follow up, and posted on the Health & Safety Board on P1.
Committee Members
The Committee consists of management and non‐management representative from each department,
chosen by the colleagues of that department.
Current Members Meeting Dates in 2018
Non‐Management January 31, 2018
Co‐Chair *Rosario February 28, 2018
Banquets Joydeep March 28, 2018
Front Desk Paulina April 25, 2018
F&B Eugene May 30, 2018
F&B Tenzing June 27, 2018
Stewarding Stephen July 25, 2018
Engineering Arnel August 29, 2018
September 26, 2018
October 31, 2018
Management December 19, 2018
Co‐Chair Fotis
Co‐Chair Michelle
Human Resources *Svetlana
Human Resources Joachim
Culinary Gary
*JHSC certified member
Shangri‐La
Toronto
Leaders Guide for Injuries
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7. Supervisor Sign‐Off Sheet
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Safe Work Practices /
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