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Published by svetlana.volkova, 2019-11-18 14:56:40

HR Review - updated Nov 18, 2019

HR Review - merged Nov 18

 

 

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 – 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

Vacant
General Manager

Michelle Beattie Resident Manager Eliane Joller
Area Director of Human Resources Luiz Abdo Director of Finance

Malcolm Webster Vacant Eugenio Asencio
Executive Chef Area Director of Sales & Marketing Chief Engineer

 
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: 

19 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  Operating Hours:
Health Club  Fitness Facility – 24‐hours
 283 sq. m including yoga studio  Pool – 6:00AM‐11:00PM 
 Indoor swimming pool and whirlpool  Whirlpool – 6:00AM ‐10:00PM   
 Infrared sauna  Operating Hours:
Miraj Spa by Caudalie Monday‐Saturday – 9:00AM‐9:00PM 
 9 spa treatment rooms  Sunday – 9:00AM‐7:00PM 

  Operating Hours:
DINING  Breakfast
bosk Mon‐Fri – 7:00AM‐10:30AM 
 Signature restaurant, Asian inspired,  Sat‐Sun – 7:00AM‐11:00AM 
Lunch 
distinctly Canadian modern cuisine  Mon‐Fri – 11:30AM‐1:45PM 
 Seats up to 80 guests  Brunch 
 Private Dining Room available  Sat‐Sun – 12:00AM‐1:45PM 
 Dress code is business casual  Dinner 
Mon‐Sat – 5:30PM‐9:45PM 
Lobby Lounge & Bar Sun – closed  
 90 seat Lobby Lounge offers light  Patio *summer only* 
Mon‐Sat – 11:45am till last call 
fare sharable menu and bespoke  Operating Hours:
cocktails   Mon‐Wed – 8:00AM‐1:00AM
 Entertainment each evening  Thu‐Sat – 8:00AM‐2:00AM 
 Dress code is business casual  Sun – 9:00AM‐12midnight 
In‐room dining  Afternoon Tea Service 
Patio Mon‐Sun – 12:00PM‐5:00PM 
Momofuku  24‐hours
 Noodle Bar – casual, quick ramen  Seasonal
noodle soups  Operating Hours:
 Kojin‐ Fire grilled Colombian and  Lunch & Dinner
local inspired sharable   Dinner   
     
    
LOTUS LOUNGE    
Hours of Operation
Lunch Dinner
Monday to Sunday – 11:00AM‐2:00PM  Monday – 4:00‐7:00PM 
  Tuesday to Saturday – 4:00PM‐ 8:00PM 
  Sunday – 4:00‐6:30PM 

SHANGRI-LA HOTEL, TORONTO – Unique Points of Interest

Tea Wall
The Tea Wall stands in our event space on the 3rd floor,
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.

Bee Wall The Rising
The Bee Wall installation on the third floor Garden Terrace On May 5, 2012, Zhang Huan, one of China’s most
aids the community by providing plenty of bees to influential contemporary artists, unveiled a permanent
pollinate the downtown area gardens and parks. The public sculpture entitles Rising, in front of the University
honey harvested will provide the culinary team with local Avenue entrance to the hotel. Rising is Zhang Huan’s first
and sustainable honey for use in the hotel’s kitchen and public art commission in Canada, and its unveiling
food and beverage outlets. We are have brewed our very inaugurated the new 66-storey glass structure. The
own Shangri-la home harvested b-wall honey lager! 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”

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.

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.

Lobby Lounge Dresses
The 5 dresses exhibited at Shangri-La Hotel, Toronto are
iconic and historic works of art by the greatest designers of
the 20th century. Selected for more than just their visual
beauty, each dress is also representative of the designer’s
signature style and the time in which they were created.
Every dress has been sourced and curated for Shangri La
by fashion expert Mr. William Banks-Blaney of London,
founder of William Vintage.

The Fazioli
A Fazioli piano, handcrafted specifically for Shangri-La
Hotel, Toronto in Italy, is a ‘one-of-a-kind’ example of
master craftsmanship, finished in white oak. Fazioli pianos
require more than 2,000 hours to be crafted by hand over
a period of 11 months. Founder, Paolo Fazioli, started
making pianos in 1979. Both a pianist and an engineer, he
set out to combine his knowledge to create what are
widely regarded as the finest pianos made. The Fazioli
piano located in our Lobby Lounge is engraved with the
first verse of the song, My Old Man, which was written by
Canadian singer and songwriter, Joni Mitchell.

Gweilo Light by Partisans
Located in the Reception Desk area, this is a Gweilo light
by PARTISANS and was the star of the Interior Design Show
a couple years ago. Gweilo is a Cantonese word that
means “white ghost” and for internal knowledge, ours is
worth approximately $4,000-$5,000 CAD.

Mercedes-Benz Metris Passenger Van
SLTO’s brand new house cars feature:

• 2 Ergonomic seat (sleeping position, massage option)
• 2 Jump on seat facing the others passengers
• Multimedia access (Internet, TV, Music, IPad)
• Refresher cabinet (water and towel)
• Privacy screen (passenger / driver)
House car service is available for transfer complimentary
within the downtown core, first come first serve, and
between the hotel and airport.

 

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 – Area 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 2019 

 

Thursday, January 17, 2019 

Thursday, February 21, 2019 

Thursday, March 21, 2019 

Thursday, April 18, 2019 

Thursday, May 16, 2019 

Thursday, June 20, 2019 

Thursday, July 18, 2019 

Thursday, August 15, 2019 

Thursday, September 19, 2019 

Thursday, October 17, 2019 

Thursday, November 21, 2019 

Thursday, December 19, 2019 

 

 

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: 

  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: _____________________

 

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 

PAYROLL – New Colleagues & Probation

Probation Period

Hourly Colleagues
- 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.

Salary Colleagues
- Colleagues’ employment is subject to a probation period of 90 days from the start of his/her
initial employment with the Employer. 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.

Manager Responsibilities

To ensure our new hourly 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

Salary 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 

COLLEAGUE REQUISITION FORM

POSITION: _________________________________

DEPARTMENT: ______________________________

DATE REQUIRED: ____________________________

Addition to Staff: □ OR Replacement: □

If Addition, please explain:
_________________________________________________________________________________________
_________________________________________________________________________________________

If Replacement, who is being replaced? _____________________________________________

□ Salaried □ Full Time Hourly □ On Call □ Contract

Hours: From: _______ am To: _______ am
pm pm
□ Split Shifts
□ Rotating Shifts □ Weekends Involved

Salary: $_______________ /year □Service Manager (L3)

Management Level: □Service Executive (L1) □Senior Service Manager (L2)
□Service Leader (L4) □Team Lead (L5) □Service Associate (L5)

List any special qualifications or experience required:
_________________________________________________________________________________________
_________________________________________________________________________________________
AUTHORIZATIONS:

__________________ __________________ __________________ ___________________
Dept. Manager Division Head Director of Finance General Manager

HUMAN RESOURCES DEPT. USE ONLY:

BUDGET: ______________________________
ACTUAL: _______________________________

Interviewed: _________________________________ ___________________________________
_________________________________ ___________________________________
_________________________________ ___________________________________

Name of New Colleague: _______________________ Date Hired: __________________________

        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) 

10 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 

 

  Processed by Payroll: _____________________

Colleague Action Form  Attached: 

 

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    2019 Meeting Dates 

Non‐Management    January 30, 2019 

Co‐Chair  *Rosario    February 27, 2019 

Banquets  Joydeep    March 27, 2019 

Front Desk  Willow    April 24, 2019 

F&B  Megan    May 29, 2019 

F&B  Alfie    June 26, 2019 

Stewarding  Phiona    July 31, 2019 

Engineering  Arnel    August 28, 2019 

Culinary  Tom    September 25, 2019 

Reservations  Alisha    October 30, 2019 

Health Club  Debi    November 27, 2019 

Management    December 18, 2019 

Co‐Chair  Robert    

Co‐Chair  Michelle     

Culinary  Isaac     

Housekeeping  Anna     

Human Resources  *Svetlana      

Human Resources  Joachim     

Security  Chris     

Stewarding  Rabie     

*JHSC certified member 

 

2018‐05‐17

Shangri‐La hotel,
Toronto

Leaders Guide for Injuries

Guiding Principle #1

We will ensure that leadership
drives for results.

1

2018‐05‐17

Training Review

1. Workplace Safety & Insurance Board
2. Safe Work Practices/Environment
3. Reporting All Injuries to Security
4. What to do when a colleague reports an injury during 

working hours
5. What to do when a colleague reports an injury during non 

working hours.
6. Training for all Supervisors
7. Supervisor Sign‐Off Sheet

Workplace Safety & Insurance Board

 Workplace Safety and Insurance Act, 1997 – Ontario law 
which was created to:

 Promote safe and healthy workplaces
 Help workers who are injured or ill at work return to work quickly 

and safely
 Provide compensation benefits (money to replace lost wages) while 

they are off work

 Workplace Safety and Insurance Board (WSIB) provides 
insurance in case of injuries

 Makes all employers who operate in Ontario pay premiums for this 
insurance
 Premiums increase when a colleague misses work due to an 
injury (lost days) = $$$

 Workers who receive compensation benefits cannot sue their 
employer for losses related to the injury

2

2018‐05‐17

Safe Work Practices / Environment

• It is the responsibility of every Supervisor to ensure that all 
colleagues work in a safe environment and practice safe work 
practices

• How can this be accomplished?
 Training (use of materials, tools etc..)
 Ensuring colleagues have the tools to complete the job. (Inspect the 
tools to ensure they work)
 Reviewing MSDS
 Wearing Personal Protective Equipment (PPE) (safety glasses, dust 
masks)
 Reporting all deficiencies immediately
 Monitoring colleagues and correcting any unsafe work practices. 
(safe lifting, use of tools without guards) 
 Advising colleagues to report all injuries, no matter how minor, to 
their supervisor and security immediately

Reporting All Injuries to Security

 It is very critical that all injuries are reported to security, no matter 
how minor they are

 Security will:

 Assess the injury
 Provide first aid, if required
 Document the injury
 Issue Dear Colleague/Doctor letter
 Inform management 

 This is very vital as the hotel is obligated to report injuries to WSIB 
within 72 hours (this is completed by Human Resources)

3

2018‐05‐17

Working Hours… when a Colleague reports an injury

Scenario #1: Beyoncé is walking down the stairs carrying  a vacuum. She doesn’t 
notice that one of the steps is wet. She slips and falls, injuring her right foot. 
She  is in a lot of pain and cannot put any pressure on her foot.

Supervisor Responsibilities:

1. Bring Beyoncé to the Security Office to report the injury

 Not reporting the injury immediately can result in the injury escalating
 If the injury is deemed minor or no medical attention is required the colleague 

may return to regular duties

2. Arrange for transportation, if medical attention is required

 If the injury is serious and the colleague is in a lot of pain (i.e. broken foot), a 
supervisor must accompany the colleague to the doctor/emergency (i.e. GM, HR, 
Department Leader/Manager)

 Option 1 is the house car. If the house car is not available, arrange for a taxi

Working Hours… when a Colleague reports an injury

Supervisor Responsibilities cont’d:

3. Offer Beyoncé modified duties on her next scheduled shift, within 
the doctor’s restrictions, regardless of the severity of the injury or the 
medical documents

 If unsure what to offer, consult with HR

4. Adjust ADP‐payroll to ensure Beyoncé receives full wages on the day 
of the injury, if she was sent to seek medical attention

 the injured colleague should not be sent home unless it is their wish to do so

4

2018‐05‐17

Working Hours… when a Colleague reports an injury

Supervisor Responsibilities cont’d:

5. Follow up with Beyoncé to see how she is doing and update Human 
Resources

6. Inform Beyoncé, if she calls in sick on her next scheduled shift due 
to the injury, that we are able to accommodate and have modified 
duties available for her within the doctor’s restrictions

 declining modified duties may affect the colleague’s WSIB claim

7. Notify Human Resources immediately via email

Non‐Working Hours… when a Colleague reports an injury

Scenario #2: Drake calls in sick for his 3:00PM shift. He lets his supervisor know that 
at the end of his shift last night he injured his left hand.

Supervisor Responsibilities:

1. Investigate and retrieve as much information as possible:

 What happened?
 Did you report the injury to anyone? Why not?
 Were there any witnesses?
 Did you seek medical attention? If yes:

 Did the doctor provide you with any paperwork (i.e. Functional Abilities Form or Form 8‐
Health Professionals Report)?

 What do the work restrictions state? Can you send a copy?

5

2018‐05‐17

Non‐Working Hours… when a Colleague reports an injury

Supervisor Responsibilities cont’d:
2. Offer Drake modified duties

 This means having Drake still come in for his scheduled shift and perform modified 
duties, within the restrictions stated on the medical forms

3. Inform Human Resources and Security via email

 Declining modified duties may affect the Drake’s WSIB claim

4. Ensure Drake reports the injury to Security, as soon as the he attends 
the property
5. Submit all medical paperwork obtained from Drake to Human 
Resources

Supervisor’s Training

• The Ministry of Labour requires all supervisors to receive 
training. Each supervisor must ensure to complete the 
following training on the Ministry of Labour’s website.  The 
certificate must then be given to Human Resources.

http://www.labour.gov.on.ca/english/hs/elearn/supervisor/

6

2018‐05‐17

Universal Core Practice #9

We will ensure the safety, security and
privacy of our guests and colleagues. We
respect the confidentiality of guest names,
room number, preferences and behaviours.

Supervisor Sign‐Off Sheet

I have  had an opportunity to review, ask questions and discuss 
the attached training presentation with reference to “Leader’s 

Guide to Injuries” and will ensure to follow the attached 
protocol. I understand that this is a component of my duties and 
responsibilities as a Supervisor at the Shangri‐La hotel, Toronto. 

• Name:________________________
• Department:___________________
• Date:_________________________
• Signature:_____________________

7

 

SHANGRI‐LA HOTEL, TORONTO – Email and Telephone Etiquette 

 
Email 

‐ Internal and external communication 
 
 
Dear _(name)___, 
 
 
Kind regards, 
____ (your name)____ 
 
 
 
Telephone 

 
A polite reminder for answering external and internal calls in different departments: 
 
 
Answering Your Direct Line ‐ Internal 
“Good morning/afternoon/evening, Department, <name> speaking, how may I assist you?” 
e.g. Good morning, Housekeeping, Bob speaking, how may I assist you? 
 
 
Answering Your Direct Line ‐ External 
“Good morning/afternoon/evening, Shangri‐La hotel, Toronto, <name> speaking, how may I assist you?” 
e.g. Good morning, Shangri‐La hotel, Toronto, Julian speaking, how may I assist you? 
 
 
Voicemail Message 
“You have reached <name> at Shangri‐La hotel, Toronto. I am either on the line or away from my desk at 
the moment.  If you would like to leave your name and number, I will return your call as soon as I 
can.  Thank you.” 

 


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