965 Endorse checks ‘for deposit only’ Enter check details in a way to prevent easy alteration Maintain a check register and review checks against it regularly but at varying (unpredictable) intervals Mutilate voided checks before disposing of them Use a cash register to keep a record of cash sales Balance cash tills daily or more regularly according to the amount of cash handled Balance cash at the end of each shift where another employee is taking over transactions Post cash receipts to appropriate journals promptly Deposit cash receipts regularly to minimize the amount on hand Reconcile bank accounts monthly and give check related duties to separate employees e.g. reconciliation, check authorization, mail opening, writing deposit slips, banking Separate duties for cash disbursement and purchases from the approval process Conduct audits on a varying (unpredictable) schedule and do not warn employees of the date Impose a limit on the amount of petty cash held and the money value limit of petty cash purchases Require that petty cash reimbursement requests be for pre-approved purchases only and supported by approved types of documentation Keep petty cash in a secure repository Require a second signatory for petty cash disbursement Periodically have petty cash audited by a person separate from the person who pays out from petty cash RECEIPT OF GOODS Inspect goods for condition at time of receipt Check goods against order before approving payment Use pre-numbered receiving dockets Pass invoices to accounts for payment promptly Develop and document a procedure for dealing with partial receipt and claims for damaged goods PAYROLL
966 Maintain security over payroll system passwords and change them regularly Review bank account deposits to ensure that each pay goes to a different bank account Separate payroll preparation, disbursement and distribution duties Check payroll budgeted figure against payroll actual figure and investigate variations Maintain accurate employee attendance records Reconcile salesperson’s commission records with their records of sales Maintain complete and accurate payroll records for holiday and sick leave entitlements and leave used Use direct bank deposits for pays Ensure that more than one person can process the payroll Separate the duties of personnel records management and payroll Develop and document a policy on allowable payroll deductions and who can authorize them Maintain security over attendance recording systems Periodically review the payroll register against actual employees COMPETENT AND ETHICAL EMPLOYEES Develop a competency based hiring policy Run reference checks on job applicants to ensure they do have the essential qualifications and skill level required by the position Ensure new employees are adequately trained in routines and procedures Provide adequate employee supervision Implement a performance management system Provide clear job description and role responsibility documentation for employees Develop lines of communication with employees such as suggestion boxes, team meetings etc. Bond employees who deal with sensitive information Provide employees with a copy of the internal control system policy explaining its value to the business and the consequences of non-compliance
967 Cost Controllers Checklist Are all entertainment checks summarised daily & signed by GM & Financial Controller Are all menus costed with costed recipes? Are Bar Point of Sale displays visible to guests? Are reasons suggested for all major negative variances? Are spirit bottles labelled with unique code for each outlet? Are the beverage credits listed separately by category? Are the beverage stock issues for outlets issued based on Micros consumption? Are the main restaurants' actual costs compared with the potential cost at least once a month? Are written justifications received from outlets for monthly shortages? Cost Control Do two independent people sign manual inventory sheets? Does the flash cost list all credits separately by category? Does the flash cost specify the day and month to date cost for the Hotel? Does the outlet food-cost specify the amount of kitchen transfers unallocated? Is a beverage surplus/deficit calculation performed on all items monthly? Is a beverage surplus/deficit calculation performed on fast moving items daily? Is a hydrometer used for spot-checks? Is at least one random spot check on each outlet performed once per month? Is it circulated to the GM/DOF/F&B/CHEF? Is the flash food cost produced at least every 2 days? Is the report distributed to all outlet managers? Is there a commentary page describing the possible reasons? Is there a market survey of the top 30 items performed once per month Is there a monthly sales mix produced for all outlets? Is there a monthly variance report produced for all outlets? Is there a sales / cost mix report at least once a month for main restaurants? Institute a confidentiality guaranteed employee feedback mechanism
968 Is there a variance report for all outlets produced every day? Is there an outlet food cost produced every Week for main restaurants? Is there at least one random inventory spot check performed every month? Is total F&B revenue in Fidelio reconciled to Micros daily? Select 1 Bar and observe that bar checks are presented by barmen rather than requesting cash in advance? Select 1 day from previous month and confirm that Z readings performed in each outlet & on each CC POS? Select 5-days from the previous month and confirm that the F & B Manager review Voids & Discounts? Select at random 2 outlets confirm that meals prepared only when order printed on kitchen printer? Select one day from the previous month and confirm covers are recorded in Micros? Select one day from the previous month and confirm that guests sign outlet checks? Inventories Are monthly stock-takes performed for all stores? Are the stock-sheets used pre-printed? Do the stock-sheets only print the item code/name & do not print the stock balance? Are stock counts written & signed on every page by two persons? Are printed stock sheets produced with valuations that support the manual sheets? Do two independent people sign manual inventory sheets? Stores Select 5-days from previous month and confirm that goods received are supported by a purchase order or market list? Select 5-days from the previous month and confirm that there is a daily receiving report produced? Is there an expiry list report produced at least once per month ? Is there a slow moving items report produced at least once per month? Are goods rejected returned to vendor with credit note issued? Are issues for storeroom supported by approved stock requisition?
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971
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974 Cash Remittance Envelope
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Drop Deposit Box Log Book
977
978 Human Resources Human resource is the main asset of an organization through which it achieves its objective. Selection of right person for right job needs to follow the human resource process. Any flaw in this procedure may cause the worst loss to an organization creating it a challenge for the organization. Human resource management process is as follows Functions/Policies of Human Resources Department: Manpower Planning and Selection 1. Ensure there is optimal manning of all positions to maximize profitability. 2. To provide employee with job enrichment and responsibility in their work assignments and utilize the potential of an individual to the fullest. 3. Provide scope for growth and development. 4. All manpower requirements are to be sanctioned by the Hotel Management. 5. Salary slabs/grades are a must. 6. Proper sanctions to be taken for filing new requirements, including for filling replacement vacancies. Recruitment and Selection 1. Proper process to be followed to ensure the timely availability of high quality manpower at minimal cost. Human Resource Planning Staffing Development And Evaluation Compensation Maintenance
979 2. To employ strictly professional methods in recruitment like personal interviews. 3. Manpower requirement Advertisement to be released only through HRD. 4. If walk-in interviews, then HR personnel will conduct preliminary rounds. 5. Assess the personal details and technical skills. 6. Verify the references. 7. Short-list the best candidates. 8. Short listed candidates to be interviewed by the Department Heads and final candidate to be selected. 9. Head of HRD/General Manager & Managing Director/see selected candidates before appointment to the respective post. 10. No person below the legal minimum age is considered for selection. Remuneration 1. To offer a competitive salary in order to attract and retain the best talent in the Hotel Industry. 2. Qualifications and experience form the basis for salary fixation of new entrants. Induction 1. The impressions that a new employee forms during his/her first few days in the organization plays a vital role in determining the overall feeling that he/she develops towards the organization and time duration which employees would get to know their colleagues. 2. The first part of induction would be generic and would be applicable to all employees irrespective of functional specialty. It would consist an exposure to the organization’s genesis, its mission, objectives, policies, and work systems. 3. The second part of individual requirements specific to a particular role or function in order to facilitate effectiveness on the job. 4. Induction program for new employees are designed by management and coordinated by HRD. Lockers 1. Staff will be provided lockers to place uniforms, clothing and necessary belongings.
980 2. Lockers to be locked to be locked by the staff using the locker. 3. Any thing missing form the lockers will not be the responsible of the management. Staff Canteens 1. Workers/Staff are provided facility of canteens to have their breakfast, lunch and dinner. 2. Management provides food. 3. Strict timings to be followed by the staff. 4. Canteen discipline (area, dinning manner, etc.) to be maintained. Performance Management 1. Performance and potential is analyzed by means of an objective and fair Performance and potential appraisal system. 2. The head of the department must set the base of the performance and potential appraisal system. 3. The organization expects its employees to extend every effort possible to convert their performance and potential into a reality. Working hours 1. The organization has fixed working hours based on the customer’s convenience. 2. Working time will vary from department to department based on shift. 3. Weekly off will also differ from department to department. 4. The management and respective head of the department will fix information as to work timings and weekly off. Over Time 1. Staff may be required to work over- time only when there is really a need and not as per the wish of the staff. 2. OT approval has to be taken the concerned head of department with the consent of the Hotel Management. 3. OT may be compensated in form of cash or compensatory leave.
981 4. OT is tabulated only if the hours worked exceeds 2 hours after the duty hours. Holidays/Leave 1. Each employee will be given weekly off (not necessary Sunday due to customer convenience and nature of business). 2. It will help in rejuvenate oneself and take rest. 3. Public holidays will be declared every year. Not all employees can avail this facility due to the nature of business. Compensatory off to be given for the employees, as they could not avail the public holiday. 4. The list of holidays will be put on the notice board. 5. Employees’ entitlement of causal, sick and Privilege leave will be as per the Organization’s norms. 6. Leave in advance on a prorata basis is granted only in deserving cases based on the merits of each case. 7. Leave taken (SL/CL/PL) to be intimated to HRD through leave form to avoid loss of pay. Permissions 1. To help employees attend to urgent and unexpected personal work. 2. Employees are given permission for not more than 2 hours and more than 4 occasions in a month o attend to their work subjective to the approval of Head Department. 3. Entries to be filled in the permission cards and suitable approvals taken. 4. Cards to be filed to HRD at the end of the month to avoid loss of working hours. Medical Facilities 1. Medical entitlements are given to workers/ staff through National Insurance for which the staff and management contribute monthly for the welfare of staff 2. Non-Regular staff can avail sick leave subject to providing the medical certificate.
982 Resignation 1. Normally management fixes notice period based on the grades. 2. It is done to prevent disruption of work. 3. Before final settlement, staff will have to return the uniform, lockers, identity badges (if any) and other facility provided by the organization. 4. Terminal payment on account of exigencies of work during the notice period. An exit interview will be conduced by the Head of HRD to take a feedback from the staff who wishes to resign, to elicit frank opinions about the organization and its personnel policies and also to seek suggestions for improvements.
983 Human Resources Manager Duties and Responsibilities ¾ Ensures that key education and training courses are delivered at the hotel in accordance with standards. ¾ Conducts employee orientation and management training as necessary. ¾ Coaches’ managers on effective ways to motivate employees, communicate performance expectations, discuss employee performance and recognize exemplary service. ¾ Counsel’s managers and employees on effective ways to address and resolve employment related issues. ¾ Encourages recognition of employee contribution by coordinating a hotelwide recognition programs. ¾ Coordinates participation by employees in the benefit plan; seeks opportunities to market existing benefits and supplement with locally provided benefits as appropriate. ¾ Seeks opportunities to improve the customer experience by seeking customer feedback and reviewing management reports and developing strategies to improve department and hotel services ¾ Recruits and selects qualified candidates. ¾ Assist and advise company managers about Human Resources issues. ¾ Guide and manages the overall provision of Human Resources services, policies, and programs for the entire company.
984 MANNING CHART This Manning Chart will indicate the minimum and optimum no. of people required for mobilizing and for a comfortable operating situation of a Hotel. MANPOWER MANNING CHART Sr. No. Category No. of Post Minimum Level Optimum level Salary Grade Remarks 1 Executive (Hotel Service) 2 Executive (Food Prodn) 3 Executive(Housekeeping) 4 Executive( F&B Service) 5 Executive (Maintenance) 6 Continental Cook 7 Asst. Cook 8 A.C. Mechanic 9 Captain 10 Steward 11 Housekeeping Supervisor 12 Laundry Man 13 Cashier 14 Accounts Assistant 15 Receptionist 16 Gardener 17 Life Guard 18 Plumber 19 Electrician 20 Bar Man 21 Bar Tender 22 Pest Control Attendant 23 Personnel Assistant 24 Storekeeper 25 Security 26 Driver 27 Others (Specify) 28 Total Manpower Requirement ___________ ________________ General Manager Human Resources Manager
985 New Hire Checklist Employee Name: Position: Date Hired: Location: Paperwork Required Employment Application Interview Rating Form Emergency Notification Sheet Employee Information Sheet Job Description Driver’s License Copy Social Security Card Copy Uniform Agreement Employee Handbook – Signed Receipt Uniform/Equipment – Signed Receipt Training Manual – Signed Receipt Employee Permits (liquor card, health permit, food safety certification, if applicable) . Handouts/Other Items Concept Statement Employee Handbook Employee Training Manual Job Description Uniform Issued Equipment Issued Issue Employee Number - # Issue Employee Time Card Medical Insurance Handbook & Signup Forms
986 Hotel Discipline Policy Purpose: To establish rules pertaining to employee conduct, performance, and responsibilities so that all personnel can conduct themselves according to certain rules of good behavior and good conduct. The purpose of these rules is not to restrict the rights of anyone, but rather to help people work together harmoniously according to the standards we have established for efficient and courteous service for our customers. Reasonable rules concerning personal conduct of employees are necessary if the facility is to function safely and effectively. You will be kept informed of department rules and changes to those rules by your supervisor or department head. The company believes that you want to, and will, do a good job if you know what is required to perform your job properly. Your supervisor is responsible for ensuring that you know what is expected of you in your job. Further, it is company policy that employees be given ample opportunity to improve in their job performance. Policy: Degrees of discipline are generally progressive and are used to ensure that the employee has the opportunity to correct his or her performance. There is no set standard of how many oral warnings must be given prior to a written warning or how many written warnings must precede termination. Factors to be considered are: • how many different offenses are involved • the seriousness of the offense • the time interval and employee response to prior disciplinary action(s) • previous work history of the employee Exceptions: For serious offenses, such as fighting, theft, insubordination, threats of violence, the sale or possession of drugs or abuse of alcohol on company property, etc., termination may be the first and only disciplinary step taken. Any step or steps of the disciplinary process may be skipped at the discretion of [company name] after investigation and analysis of the total situation, past practice, and circumstances.
987 In general, several oral warnings should, at the next infraction, be followed by a written warning, followed at the next infraction by discharge. This is especially true in those cases where the time interval between offenses is short and the employee demonstrates a poor desire to improve his/her performance. Penalties for Specific Offenses Penalties for group 1: • First offense: Oral or written reprimand • Second offense: Suspension or termination Penalties for group 2: • First offense: Suspension or termination Group 1: Offenses include: • knowingly filling out time sheet of another employee • having one's sheet filled out by another employee, or unauthorized altering of a time sheet • being tardy habitually without reasonable cause • being absent without notification or excuse • leaving your job or your regular working place during working hours for any reason without authorization from your supervisor, except for lunch, rest periods and going to the restrooms • disorderly conduct on company property • immoral conduct or indecency on company property • leaving work before end of shift or not being ready to go to work at the start of shift • interfering with the work of other employees • inefficiency or lack of application of effort on the job • violations of company policies outlined in sections of this policy manual • contributing to unsanitary conditions or poor housekeeping • imperiling the safety of other employees
988 • malicious gossip and/or the spreading of rumors Group 2: Offenses include: • gambling on company property • possession of narcotics, or consuming narcotics on company property • reporting for work in an intoxicated condition • responsibility for instigating fighting on company property • dishonesty or removal of another employee's property or company property without permission • willful destruction of company property • insubordination (Refusal to perform service connected with an employee's immediate supervisor or refusal to obey any reasonable order given by an employee's supervisor or by management) • misrepresentation of physical condition or other important facts in seeking employment • refusal to perform work assigned to an employee • absence for two consecutive working days without notification to the company or without acceptable excuse • petty thievery • possession of firearms, fireworks or explosives on company property without permission from management Probation You may be placed on probation in connection with the written warning for a period of time determined by [company name]. Wage increases, vacations and transfers will not be given during this period, but all other benefits will continue. Investigative suspension An investigative suspension is a period, not to exceed three (3) working days, during which time an employee is relieved of his or her job because of alleged serious misconduct. An employee may be placed on investigative suspension when it is necessary to make a full investigation to determine the facts of the case, as in a fighting,
989 insubordination or theft incident. If after the investigation: • discharge is warranted, the employee shall not be paid for the period of investigative suspension—the discharge shall be effective on the date of the termination interview. • misconduct is determined, but not of a sufficiently serious nature to warrant discharge, the employee shall receive a warning notice and forfeit pay lost as a result of the investigative suspension and may be placed on disciplinary suspension • if no misconduct is determined, the employee shall return to work within the prescribed period and be paid for the time lost as a result of the investigative suspension Disciplinary Suspension A disciplinary suspension is a period of not more than three (3) days and may be given in addition to the investigatory suspension or as punishment for the violation. The employee is relieved of his or her job assignment because of serious or repeated instances of misconduct and shall forfeit pay lost as a result of the suspension in situations where there is no specific instance of conduct that is so outrageous that justifies termination but there is a pattern of conduct where the employee has continually engaged in one minor infraction of the rules after another and has received a documented verbal and/or written warning for rule(s) infraction(s). Disciplinary suspension would generally not be used as a form of discipline for employees with attendance problems. Crisis suspension A crisis suspension is given at the discretion of the supervisor when action must be taken immediately. Discharge When the employee is discharged as a result of a serious offense, or as the final step in an accumulation of infractions for which a warning notice or notices have been written, the employee will be discharged for cause instead of being given the option to resign, be laid off, or retire.
990 Discipline Checklist Follow these steps in exercising progressive discipline with an employee: Before the Meeting Arrange to meet with the employee privately. Do not discipline an employee in public or in front of other workers. Prepare for the meeting by reviewing your notes and files about both the specific incident or problem in question and any past discipline taken, either verbal or written. During the Meeting Explain to the employee why you’ve called the meeting if the employee doesn’t know already. State the specific problem in terms of actual performance and desired performance. Review your progressive discipline policy/program with the employee, and explain what steps have been taken already and what the next step is. Give the employee a chance to respond, explain and defend his or her actions. Acknowledge the employee’s story and be sure to include it in your notes of the discipline session. Tell the employee that you expect his or her behavior to change. Give specific examples and suggestions. Indicate your confidence in the employee’s ability and willingness to change the behavior. Have the employee repeat back to you or otherwise confirm that he or she understands the problem and is clear on what changes are expected. Explain to the employee that you will write a memo summarizing the session as documentation. Reassure the employee that you value his or her work and that you want to work with the employee to make sure that he or she can continue to work at your business. After the Meeting Using your notes from the session, write a memo or other documentation that summarizes the conversation.
991 If a written warning has been issued, be sure to give the employee the opportunity to sign any documentation for the file. Give the employee a copy of the document no later than the end of the day following the conversation. If the employee has other supervisors, distribute copies to them, but emphasize that the information is confidential and not to be shared with anyone else. Monitor the employee’s behavior and performance to make sure that the problem has been corrected. Discipline Documentation Checklist After a discipline session, you will want to make some documentation based on your notes. Use this checklist to make sure you include everything you need in your documentation. Verbal Warning Be sure that all verbal warnings are documented in writing. They are a building block to more formal warnings in the future. All documentation should include: the employee’s name the date of the verbal warning the specific offense or rule violation a specific statement of the expected performance any explanation given by the employee or other information that is significant Written Warning A written warning is more serious than a verbal warning and represents a progression in the progressive discipline process. In documenting a written warning, include: the employee’s name the date of the conversation the specific offense or rule violation references to previous conversations and verbal warnings about the problem
992 a specific statement of the expected performance any explanation given by the employee or other information that is significant a statement indicating your confidence in the employee’s ability to perform properly in the future the employee’s signature—if the employee refuses, include a note on the signature line indicating your attempt to get the employee to sign and his/her refusal to do so.
993 CONFIRMATION REVIEW - MANAGEMENT SECTION 1-EMPLOYEE’S PARTICULARS Name Position Division Department Date Joined / Promoted / Transferred Confirmation Date Completed 3 days PIS: Yes/No If Yes, please indicate dates: ________(Day 1) _____________(Day 2) ____________(Day 3) Department Orientation Checklist completed and attached: Yes/ No. If No, please state reason/s under Section V SECTION II-PERFORMANCE APPRAISAL Check the appropriate box which describes the employee’s performance during the probationary period. Please also include explanatory comments. Meet Standards Need improvement KNOWLEDGE OF WORK How well does he/she know the job? Consider the prior or on-the-job training, experience, familiarity with job, etc. Comments: QUALITY OF WORK How well does he/she perform? Consider how his/her work measure up to the department’s standards for accuracy, neatness, thoroughness, completeness, etc. Comments: QUANTITY OF WORK Rate the amount of satisfactory and acceptable work produced by the employee. Comments: ATTITUDE AND COOPERATION How well does the employee get along with co workers and supervisors? Consider the willingness to help others, work overtime when required, attitude towards supervison, etc. Comments: INITIATIVE
994 How well does the employee make good independent decisions and take steps to complete work within limits of the job. Consider the amount of supervision required, new ideas proposed, etc. Comments: SECTION III-OVERALL PERFORMANCE RATING Check the appropriate box to indicate your intention to confirm, extend probation or to terminate the service of the employee. To Confirm To Extend Probation To Terminate For any extension of probation period, HR must be informed immediately. Another review should be done within thirty (30) days. The results of that session should be documented and submitted to HR Department for necessary action. Kindly indicate reason/s for extension of probation: ______________________________________________________________________________ Target date for next review _____________________________ SECTION IV -PERFORMANCE GOALS AND OBJECTIVES - Use this section to set specific (measurable) performance objectives to be accomplished by the employee for the next annual review. SECTION V-OTHER COMMENTS _____________________ ___________________ _______________________ Employee’s Signature Evaluator’s Name & Signature Dept/Div’s Head Signature
995 CONFIRMATION REVIEW – NON MANAGEMENT SECTION 1-EMPLOYEE’S PARTICULARS Name Position Division Department Date Joined / Promoted / Transferred Confirmation Date Completed 3 days PIS: Yes/No If Yes, please indicate dates: ________(Day 1) _____________(Day 2) ____________(Day 3) Department Orientation Checklist completed and attached: Yes/ No. If No, please state reason/s under Section V SECTION II-PERFORMANCE APPRAISAL Check the appropriate box which describes the employee’s performance during the probationary period. Please also include explanatory comments. Meet Standards Need improvement KNOWLEDGE OF WORK How well does he/she know the job? Consider the prior or on-the-job training, experience, familiarity with job, etc. Comments: QUALITY OF WORK How well does he/she perform? Consider how his/her work measure up to the department’s standards for accuracy, neatness, thoroughness, completeness, etc. Comments: QUANTITY OF WORK Rate the amount of satisfactory and acceptable work produced by the employee. Comments: ATTITUDE AND COOPERATION How well does the employee get along with co workers and supervisors? Consider the willingness to help others, work overtime when required, attitude towards supervison, etc. Comments: INITIATIVE How well does the employee make good
996 independent decisions and take steps to complete work within limits of the job. Consider the amount of supervision required, new ideas proposed, etc. Comments: SECTION III-OVERALL PERFORMANCE RATING Check the appropriate box to indicate your intention to confirm, extend probation or to terminate the service of the employee. To Confirm To Extend Probation To Terminate For any extension of probation period, HR must be informed immediately. Another review should be done within thirty (30) days. The results of that session should be documented and submitted to HR Department for necessary action. Kindly indicate reason/s for extension of probation: ______________________________________________________________________________ Target date for next review _____________________________ SECTION IV -PERFORMANCE GOALS AND OBJECTIVES - Use this section to set specific (measurable) performance objectives to be accomplished by the employee for the next annual review. Goals and Objectives (Key Words Only) Weightage (Max 100) Performance Measures and Standards SECTION V-OTHER COMMENTS ___________________________________________________________________________ Employee’s Signature Evaluator’s Name & Signature Dept/Div’s Head Signature
997 Performance Appraisal An appraisal is a performance review which is carried out with every member of your staff, from staff in training to your deputy general manager, at least once per year by the manager of each department or the general manager with their department heads. By completing an appraisal with a staff member it will allow you to review their performance over the past months, set future goals and allow the staff to air their views on how work is going for them. The following points will be discussed; • how the staff member performed over the last period • what aspects have gone well • what aspects did not go quite so well and what will be done in the future to develop further and improve performance to the benefit the individual, their job and the establishment There are many advantages of conducting an appraisal with your staff for it is an opportunity to identify and discuss the employees strengths and weaknesses, some areas may need further training and development while others may be carried out consistently well by the employee for which they should be commended. It is a time to set clear standards of performance, objectives and targets which they can aim to achieve. An appraisal will help keep your staff focused and motivated. When you are planning to give a staff member their appraisal it is a good idea to let them know in advance and in writing. This way they will be aware that the appraisal is serious and it is official as a copy will be held on their file with the personnel department. There are several guidelines to follow when conducting an appraisal; • Ensure that the staff member is informed in advance and in writing; • Ensure that the area where the meeting will take place is private and away from passing staff members; • If the employee is a friend then there must be no favouritism shown; • Do not criticise weaker staff members, instead encourage them and make it a point of telling them that more on-the-job coaching will be provided;
998 • If there has been a personal indifference with a staff member then this is not to be used as pay back time; • Mean what you say and say what you mean. Make the appraisal sincere and be specific otherwise it diminishes the impact of the appraisal. PERFORMANCE REVIEW Name Job Title Location Starting Date Date Appointed to Present Position Date of Last Review Date of This Review Name and Position of Appraiser This review is to be completed annually and returned to Human Resources by 30th January
999 Completing the Form Guidelines • The Performance Review process should be based on open communication between both parties, ie. Appraiser and team member. It is an opportunity for the team member to discuss their performance as well as career aspirations. • As far as possible, team members should complete a self-assessment prior to the PR meeting. • For front line team members, the benchmark is the Hotel Brand Standards. • As part of the PR process, the team member and appraiser must agree on a training and development plan, identifying specific training the team member should attend and the timeframe within which they should attend the training program. • Upon completion of the form, all parties must sign the form and a copy issued to the team member to file in their record. The original copy is to be submitted to the Human Resources Department and filed with the team member’s employment record. The Year in Review What is the most memorable event that happened in your career this past year? Why is this event so special? What are the sources of satisfaction from your work? Sources of dissatisfaction from your work? Satisfaction. Dissatisfaction Rating Key ++ Constantly Exceeds Standard + Often Exceeds Standards = Meets Standards -- Below Standards
1000 COMPETENCIES - OVERALL RATING Please evaluate team member’s performance according to the criteria below, taking into consideration the importance to the particular position: -- = + + + Service Excellence Relation with guest Friendly, courteous, helpful, positive and pro-active behavior Expertise Has acquired sufficient job knowledge and technical job skills to perform job responsibilities Quantity of work Has performed job responsibility in an efficient manner to meet established standards Quality of work Standards are always met, exact and consistent Teamwork/ Relationships Relation with colleagues Friendly, courteous, helpful, positive and pro-active behavior Relation with new team members Play a role in making new team members feel welcomed and at home Co-operation Demonstrates cooperation and involvement with interest in other departments We at Santosh Koripella Hotel Shows genuine care and consideration for other team members Self Management Self-confidence Calm and assured, works well without supervision Ownership Takes responsibility for own work Coping with Challenges Ability to work under pressure and demonstrates flexibility Creativity Contributes own ideas Delivery Initiative Looks for assignments, proactive Interest Shows interest in work/ hotel in general Problem Solving Able to solve day-to-day problems independently Self-improvement Learns from past experience, seeks to improve Basic Requirements
1001 Communicating Ability and willingness to pass on and receive information Language Skills Uses correct expression at all times Personal Appearance Cleanliness, hygiene, appropriately dressed for work Punctuality/ Absenteeism Reports for work on time, no unexcused absences Professional honesty Sincere manner, takes responsibility for hotel properties For Front Line Team Members. Please rate based on overall technical, behavioral & skills competencies for each relevant category. Refer to specific performance examples to ensure an objective assessment. . BRAND STANDARDS Below Standards Meets Standards Often Exceeds Standards Constantly Exceeds Standards Reservations Reservations: Friendly and efficient service with accuracy and confidence Front Desk Hotel Arrival: Guests feel comfortable, welcome and confident about being in our hotel Executive Floor Arrival: Guests feel specially recognized, welcome and confident about being in our hotel Hotel Departure: Prompt and friendly service that gives guests the feeling they have received value for money, and that we value their business and feedback Guest Service & Concierge: Team members are ‘in the know’ and guests feel confident about their advice Housekeeping Guest Room Initial Condition: Rooms that give the warm feeling of home away from home Guest Room Daily Service: Rooms that give the warm feeling of home away from home Guest Room Turndown: Rooms that give the warm feeling of home away from home Housekeeping & Maintenance Requests: Professional service and request for privacy
1002 Laundry & Valet Service: Attentive, timely and careful handling of guest’s clothing Hotel Public Areas: Guests will enjoy the hotel’s tidy and comfortable public areas Food & Beverage In-Room Dining: Complete, well presented orders within the promised time Breakfast Experience: Prompt, friendly and efficient Informal Restaurant: A comfortable and relaxing experience with prompt service and good food Formal Restaurant: Friendly service with memorable cuisine and environment Bar & Lounge: Relaxed and lively environment with attentive service Business Centre Meetings Business Centre: Effective professional assistance with modern technology Group and Meeting Enquiries Group and Meeting Enquiry Handling: Responsive assistance with emphasis on the guest’s success Other Departments & Services Communications: All guests experience polite, efficient and modern communications Complaint Handling: Professional response by team members who care Common Courtesy Standards: Never Forget the Person behind the guest Strengths & Areas for Improvement
1003 Provide a balanced overview of team member’s strengths as well as areas for improvement. Areas for Improvement Summary of Performance (please tick appropriate box) Contributes in an exceptional way and consistently exceeds job requirements Contributes in a proactive way and often exceeds job requirements Contributes positively and sometimes exceeds job requirements Meets some job requirements, improvement required Not meeting the requirements of the job. Schedule next review in three months Career Aspirations What are your career aspirations Over the next 3 to 5 years
1004 Personal Development Objectives An individual’s development objectives may relate to his present or anticipated future role. He should either fill a gap in technical knowledge or address a behavioral or capability issue. For each development objective, you should describe its purpose and detail when it will happen. At the next review, its effectiveness should be addressed. 1. 2. 3. Team Member’s Comments Comments on appraisal Overall assessment of the job Signed _____________________________________________ Date_____________________ Appraiser’s Comments Signed_______________________________________________ Date ______________________ Next Level Manager Signed Date DATE FOR FOLLOW-UP MEETING AND/OR NEXT EVALUATION: _________________
1005 Grooming Standards 1) Shower or bathe daily 2) Use deodorant daily 3) Brush your teeth regularly and keep them in good repair 4) Keep your breath fresh 5) Use perfume/cologne spray; never use strong fragrances 6) Keep your hands clean; wash hands frequently 7) Keep your nails clean and manicured at all times: a) Bright, flashy colors are not acceptable b) No chipped nails c) Use only one color on all your nails d) Ornaments and decals are not permitted 8) Maintain regular haircuts and daily cleaning and conditioning of hair: a) Keep a hairstyle which compliments your face shape and portrays business-like appearance b) No extreme hair color, two-tone colors or excessively styled hair 9) Guidelines for women: a) Keep make-up conservative, no bright shades of lipstick or eye shadow b)Touch up your make-up and hair throughout the day c) Visible body hair (i.e., underarms, legs) must be clean-shaven at all times d) Keep shoulder-length or longer hair tied back, away from face e) Small, color-coordinated hair ornaments may be worn f) Hairpins, ribbons, bands are to be of a neutral color (brown, black, navy blue) or color-coordinated with the outfit worn
1006 10) Guidelines for men: a) Keep hair neatly trimmed; not to extend below the shirt collar b) Keep sideburns well trimmed; not to extend below the ear. Keep them uniform in width; no bushy or “mutton-chop” styles c) Be clean-shaven at all times, no beards or goatees Mustaches must be neatly trimmed, not of an extreme style and not to extend past the upper lip. Mustaches can only be grown during periods of vacations or extended time off Appearance creates a positive impression to the guests Take pride and great care in your personal appearance Strict adherence to grooming and uniform standards must be maintained Daily hygiene is followed; guests and co-workers are not offended by an employee’s hygiene Fragrances are used only to compliment the overall appearance, never offensive to others Hairstyles are to be attractive to guests and conservative, portraying a business-like appearance Tattoos are not to be visible at any time while in your uniform Nail length not to interfere with daily activities Uniform Standards Allow enough time to change into uniform before shift begins Appear at the work station after neatly and correctly attired in complete uniform Cleaned in-house: Pick up uniform at ___ prior to starting time, allowing enough time to change before shift starts. Return a soiled uniform for a clean one Wear underclothing at all times; keep it clean and changed daily Footwear:
1007 1) Wear closed-toe, leather shoes that are conservative in style and color 2) Keep shoes polished and clean 3) Sandals, boots, thongs, tennis shoes, moccasins, platform shoes or any other similar footwear are not acceptable 4) Consider safety and comfort when selecting shoes (i.e., non-slip soles) 5) No run-down heels or holes in soles Nametags/Badges: Wear your nametag/badge on the upper left-hand side of your outfit at all times: 1) Keep your nametag/badge clean 2) If your nametag becomes worn in appearance or lost, notify your supervisor for a replacement Unacceptable jewelry: 1) Visible neck chains for men 2) Multiple bracelets 3) Dangling or flashy earrings 4) Earrings on men Acceptable jewelry: Earrings: a) Gold, silver or pearl drop b) Should blend with uniform/clothing c) One earring per ear, in earlobe only d) Not to exceed 1” in diameter Simple rings (no more than two) Wristwatch (simple and unornamented) Bracelet (one): a) Silver or gold tones b) Not to exceed ⏐” in width
1008 Women’s necklace (one) a) Simple chain of silver or gold tone, or a strand of pearls Wear a solid__ color belt with a conservative buckle Avoid slouching with hands in pockets when in uniform or on duty Men: Wear basic, conservative and classic cut suits Clothing/uniforms are to always be: 1) Clean, freshly pressed and well coordinated 2) Free of odors and stains 3) Free of rips, holes and tears 4) Properly fitted Clothing projects a business-like image to the guests Entire uniform must be worn at all times Uniform to be worn as determined by the manager (i.e., long sleeves to be worn down and buttoned, not rolled up) Jackets kept buttoned Only issued uniform items worn (i.e., sweaters to be approved by manager) Items in pockets must not create a bulge or be visible Nametags/badges must be worn at all times Uniforms are not to be removed from the property No pins or other jewelry allowed on uniform unless issued by department or otherwise approved by local collective bargaining agreement Only issued uniform items worn (i.e., sweaters to be approved by manager) Items in pockets must not create a bulge or be visible Nametags/badges must be worn at all times Uniforms are not to be removed from the property No pins or other jewelry allowed on uniform unless issued by department or otherwise approved by local collective bargaining agreement
1009 Orientation Checklist, New Staff 1. Did you review our Orientation Manual and was it explained to you? 2. Was your wage explained to you and were you given a job description? 3. What is the policy on wearing name tags? 4. Where are employees permitted to park? 5. What entrances and exits must employees use? 6. What is the policy on removing items from the property? 7. Explain the time sheet policy used at Hotel? 8. What is the policy for calling in sick? 9. Where are employee's personal belongings stored? 10. When do employees have access to the storage area? 11. What items cannot be brought to work? 12. Can employees be asked by management to open personal storage areas for inspection? 13. Where is the employee eating area?
1010 14. When do employees get meal and snack breaks? 15. How much time can be taken for meals and breaks? 16. What do employees pay for meals provided by the catering department? 17. What is the policy on smoking and snacking when on duty? 18. Where is the smoking and snacking area on the property? 19. What is the policy on making and receiving calls at the property? 20. Are employees allowed to use recreational facilities? 21. Are employees allowed to use the lounge? When? 22. What is the policy regarding employee's friends being on the property? 23. Are employees allowed to cash payroll and personal checks on property? 24. What is the procedure for taking time off? 25. What is the policy regarding staff meeting attendance? 26. How much notice must employees give before taking vacation time? 27. Are employees ever requested to change vacation times? 28. Are employees restricted from being in departments other than where they work?
1011 29. Who on the property should be contacted when media representatives request information? 30. Are employees restricted in the type of information they may give to reporters? 31. What is the policy on discussing company business with outsiders? 32. Discuss emergency procedures to follow in the event of Natural disasters? 33. Discuss emergency procedures to follow in the event of bomb threats? 34. Discuss emergency procedures to follow in the event of building collapse or explosion? 35. Discuss emergency procedures to follow in the event of fire? 36. What safety regulations and requirements must employees adhere to when operating equipment on the job? 37. What should employees do if injured on the job? 38. What should employees do if they witness a guest injury? 39. List other policies of the hotel which affect employee performance. 40. Were Health and Safety Issues Explained? First Aid Stations, Proper Work Methods If items are not complete, this form is to be given to the General Manager. When complete it will be placed in the employees personnel file.