1012 Staff Rewards and Recognition The guidelines for effectively rewarding and recognizing associates are simple: 1. Match the reward to the person. 2. Match the reward to the achievement 3. Be timely and specific ▪ The programs should reflect the company’s values and business strategy. ▪ Associates should participate in the development and/or execution of the programs. ▪ The programs can involve cash, non-cash or both. ▪ The programs should encompass variety ▪ The programs should be highly public. ▪ Some programs should have a short life span and be changed frequently. Keep them interested! Anniversary Card Celebrate the Employee’s date of hire with an anniversary card. Include a gift. If we want to retain our employees (associates) we must celebrate them. An associate who has been with us a year and up is worth their weight in training costs, so we should let them know they are special. Banquet Facility Staff will be entitled to a 10% discount on all food purchases. Bedrooms for Family If an immediate family member is in need of a room, Your Hotel will offer to its employees a special rate per night. This is subject to availability. This must be scheduled through your Department Head and General Manager prior to their stay.
1013 Birthday Celebration A once a month property birthday party to celebrate every staff birthday that occurs during the month. Call-in Bonus Have you ever been planning you day off and the phone rings and off to work you go. It isn’t a good feeling is it and you're the manager. How do you think a room attendant or guest service representative feels. Not very Happy, I assure you. I know a hotel where they go in when they are called. Why? They make their hourly wage and a $ bonus for working on their day off. Christmas or Holiday Season Gift To assure that your family has a hearty meal, Your Hotel provides you with your choice of a Turkey or ham during this important time of the year. Christmas or Holiday Season Party Plan a Christmas Party. If you cannot arrange it off-site, then have the Management Team run the party and do all of the serving and clean-up. Present the prizes for Housekeeper of the Year, Front Desk Employee of the Year, Food and Beverage Employee of the Year and Employee of the Year. (Others as required) Cross Training Program What does this mean? Quite simply, cross training allows every employee and manager the opportunity to spend a few days in any other department in the hotel. You may already have an interest in that department or perhaps always wondered "what exactly do they do?" The purpose of this exercise is to create a greater under-standing of the daily challenges and concerns facing each department and to build a higher level of appreciation and awareness for each other. The result will be having a lot of fun and a stronger team. So how do you get involved? This program will be ongoing and completely voluntary. All you have to do is talk to your department head and they will set it
1014 up with the department you are interested in. A minimum of two days will be required for training in each department and you may cross train in as many departments as you like. The only stipulation is that it must be approved by your department head and it can not interfere with busy periods. You will receive your regular rate of pay for the hours worked. What's in it for me? Other than gaining a great deal of hotel experience, any employee who successfully completes cross training in three departments will receive a $ cash bonus from your hotel. At the end of the year, providing more than 10 employees do the program, the department with the largest percentage of cross trained employees will be treated to a gourmet dinner Party, served by the Management Team. Dry Cleaners All staff will be entitled to a 30% discount on all dry cleaning. Dry cleaning left at the front desk by 9 a.m. will be returned by 6 p.m. All bills must be settled in full at the front desk before picking up the laundry. Educational Cost Sharing Educational grants will be available on the following basis: Employees must be employed for a minimum of 3 months. The program selected is to be pre-approved by your department head and the General Manager or Assistant General Manager as being beneficial to your position. The hotel will reimburse the employee a maximum of 50% of the cost or $50.00, whichever is less upon the successful completion of the program. Exceeed Guest Expectations Luncheon Every four months Your Hotel will be reviewed by the Brand who will judge the overall property cleanliness, property condition, and the knowledge of the Front Desk staff. If the property meets or exceeds the second highest ranking, management will invite all staff to a luncheon to celebrate the attainment of this goal. Father’s Day Father’s Day – gift certificates
1015 Halloween Halloween costume contest and pumpkin carving contest. The guests are the judges. Happy Birthday Every employee will receive a Birthday Card on the appropriate date. In addition, each staff member who has been with the property for over 1 year will receive one pair of movie passes. Hotel Property Bookings If an employee or their immediate family wishes to stay at any Name of Chain or Property, there is an employee discount, depending upon availability. Outline the discount and terms and conditions of the discount. Local Attraction Tickets Your Hotel has negotiated a special rate of $00.00 for you and your family at Name of the Local Attraction. Arrangements are to be made with the Human Resources Manager. Manager of a Department for a Day ▪ This will be an ongoing program ▪ Each associate will have an opportunity to shadow a manager for a day. ▪ Example: Candace at Your Hotel would be told she would be manager for the day on Thursday of next week. ▪ She will wear "Manager for a Day" button. ▪ She will assist in assigning rooms. ▪ Shadow inspection of rooms. ▪ Communicate with front office and maintenance. ▪ Assist in handling minor problems. ▪ When possible attend staff meeting. Mother’s Day Mother’s Day – corsage or rose
1016 Restaurant If you have a property restaurant, staff are entitled to a discount of 20%. This discount may be extended to immediate family members who join you. If you are taking food from the restaurant during working hours (breakfast, lunch, dinner etc, you will receive 40% off the price of the meal. Restaurant Sunday Brunch Once each year, staff members who have been with the Company for over 90 days will receive a pair of Sunday Brunch vouchers for Our Restaurant. The vouchers will clearly indicate that a gratuity of not less than $6.00 be left at the table. These vouchers will be distributed throughout the year by department. Accounting/Human Resources June Food and Beverage January Front Desk May Housekeeping February Maintenance March Sales April Service Awards Service Award – Employee of the Year This Service Award will be given to recognize the employee (all employees except Department Heads and higher are eligible) who best exemplifies the “I Can Do It” attitude to our guests and fellow employees with a consistent outstanding level of service over the course of the year. Election Procedures During the first week of November, ballots will be distributed to all employees. There will be a seven day period for employees to submit their choice to the Human Resources Manager with an explanation as to why they chose this individual. Only in the case of a tie will the General Manager vote. As winner of the Employee of the Year, the individual will receive the following: 1. A certificate 2. $ cash award 3. A weekend for two at the Name of Hotel, with breakfast & dinner. 4. A copy of the certificate will be copied to your personnel file
1017 Service Award – Exceptional Service Employee Award This service award is to be given to an employee who is going beyond what could reasonably be expected in service to a guest, their fellow employee or to the hotel. All submissions for this award must be made to the General Manager who will have sole discretion in granting this award. The employee exemplifies the “I Can Do It” attitude. This award will also be provided to members of the Health and Safety Committee who have served a minimum of three months on a yearly basis. As winner of this award, the individual will receive the following: 1. A Certificate 2. Their choice of movie passes (2), Our Restaurant Sunday Brunch (2). Service Award – Food and Beverage Each quarter, through a vote of the F&B Management Team, a Food and Beverage Award will be given. All Front of House and Back of House employees will be eligible. The criteria for giving the award include one or more of the following but are not limited to: • The completion of all tasks in a timely and efficient manner • Exceeding the guest’s expectations or the expectations of your co-worker • The setting of attainable goals for yourself and the timely completion of same • Meeting or exceeding service, health and safety, grooming or training standards The individual winner will receive the following: 1. A certificate 2. A $50.00 cash award. 3. A copy of the certificate will be copied to their personnel file. Service Award – Housekeeping Each month, through a vote of the guests of the property and a supervisor’s evaluation of the housekeeper, a Housekeeping Award will be given. There must be a minimum of 25 votes in total for this award to be given. The individual winner will receive the following: 1. A certificate
1018 2. A $50.00 cash award. 3. A copy of the certificate will be copied to their personnel file. Valentines Gift Valentines Day – box of candy. Other Suggestions… Pizza parties/or free meals Weekly raffles for prizes Day-off scheduling flexibility Clean and comfortable place to take breaks Refrigerator in the break room stocked with soft drinks Weekly or daily motivational meetings Free week of child care Wall of fame photographs Positive comments from guests posted on a bulletin board Personal note of thanks in the employee’s pay envelope Employee’s birthday off with pay Movie or sport event tickets for the employee’s entire family
1019 Uniform Issue Sheet Name:_____________________________ Position:___________________________ Department:________________________ Issued By:__________________________ Date of Issue:_______________________ Item Size Quantity Returned Shirt/Blouse Trousers Skirt Waistcoat Jacket Safety Shoes Neck Tie • All uniforms remain the property of the Hotel at all times. • You must report for duty in a clean and pressed uniform. • It is your responsibility to ensure that you maintain and keep your uniform clean. • If your uniform is damaged in any way then it must be brought to the atention of your supervisor immediatly and an explanation offered. • If your unifrom is not returned upon ceasing employment then the Hotel will debit the price of the uniform from your final wages. Signed by Employee_________________ (Employee signature agrees with all of the above)
1020 DAILY LABOR HOURS WEEK: EMPLOYEE MON TUE WED THU FRI SAT SUN TOTAL TOTAL LABOR HOURS SCHEDULED LABOR HOURS VARIANCE - OVER (UNDER) TOTAL DAILY SALES SALES PER LABOR HOUR
1021 Casual Labour Requisition Outlet Name: Requested By: For the period of: Labour Requirements Breakdown a. Total Man Shifts Required for the Week: 130 d.Total Productivity per Man Shift Per Day: 25.7 b. Total Man Shifts Available for the Week: 77 e.Total Revenue Forecasted for the Week: $ 70,000 c. Total Casual Labour Man Shifts Required: 53 f.Total CL Labour % Forecasted for the Week: 2.65 % Forecast Staffing Requirements Casual labor Manning Shifts Required Day/Date Revenue Forecast Covers Forecast Daily Man Shift Required Daily Man Shift Available Daily Casual Labour Man Shift Required Casual Labour Name Begin Time End Time Break Hours Total Hours Worked Total Labour Cost Incurred CL Voucher Required Monday Rate Per Hour 6.00 Tuesday Rate Per Hour 6.00 Wednesday Rate Per Hour 6.00 Thursday Rate Per Hour 6.00 Friday Rate Per Hour 6.00 Saturday Rate Per Hour 6.00 Sunday Rate Per Hour 6.00 Weekly Total
Duty Roster Occupancy % 75 78 60 85 56 60 62 Events Special Dinner Function 10 Pax Cocktail Party Date 14/11 15/11 16/11 17/11 18/11 19/11 20/11 Day Monday Tuesday Wednesday Thursday Friday Saturday Sunday Overtime Remarks Name Position Donald Manager Split Split Split Off Split Split Split MartinSupervisorEveningOffEveningEveningEveningEveningEvening
1022 Martin Supervisor Evening Off Evening Evening Evening Evening Evening Luther Bartender Off Split Split Split Split Split Split Mary Waitress Morning Morning Split Morning Morning Off Morning Louis Waiter Morning Morning Off Morning Morning Split Morning Breakfast Total Staff Lunch Dinner
Leave Planning Food & Beverage Department Leave Schedule from Jan 2008 to Dec 2008 Jan-08 Feb-08 Mar-08 May-08 Jun-08 Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08 No NAME Date of Joining Public Holidays Number of days Number of days Number of days Number of days Number of days Number of days Number of days Number of days Number of days Number of days Number of days Total taken Remaining I Management/Admin 1 1 Toby 8/1/2007 3 8 8 7
1023 2 3 Anna 9/1/2007 4 7 7 9 3 5 Wilson 9/1/2007 4 9 9 4 II Room Service 4 1 Abdul 7/1/2007 3 14 14 1 5 3 James 10/1/2007 3 12 12 3 III Restaurant 6 1 Lanson 7/1/2007 2 7 7 7 7 2 George 10/1/2007 3 10 10 5 8 3 John 9/1/2007 4 6 6 10 9 4 Trevor 10/1/2007 3 7 7 8 Banquets 10 1 Omar 9/1/2007 2 12 12 2 11 2 Charles 10/1/2007 3 12 12 3 Total 34 10 7 12 7 18 21 20 14 12 8 7 104 59
Manpower Budget Planning Manning Budget Previous week (week ending May 10, 2008) Occupancy Percent: 46 % Actual Payroll for week ending of May 10, 2008 Approved Approved Actual Bodies Wages Overtime Vac / SICK Vac / Matern.etc Vac / Matern.etc Department Manning Manning (Hours) Manning (payroll) # Hours # Hours # Hours # persons # persons Front Off Housekeeping
1024 Housekeeping Kitchen Sanitation Dining Room Beverage Telephone Accounts. Exec. Office/Admin. Night Manager Marketing & Sales Sports/Entertainment R & Maintenance Grounds Total HRD Manager General Manager Financial Controller Date
Payroll From 01 October to 31-October 2008 Salary Deductions No Name Position Basic Salary Allowance Salary Workday Day's Pay Over time Rate Total Workday Holidays Total Social INS. Health INS. Income tax Advance Total Net Management 1 Roman Manager Bar 1 Roger Bartender 2 Marcus Bartender
1025 3 James Bartender Restaurant 1 Andrea Rest Mgr 2 Paul AstMgr 3 Harrison Supervisor 4 Sylvia Supervisor Total Payable in Month
Employee Resignation Checklist Dated: Department: Name: Position: YES N/A YES N/A Reasons for termination / resignation have been explained. All issued uniform has been returned in good condition. Any necessary documentation has been signed including confidentiality agreement (if required). Any and all keys belonging to the company have been returned. Cash float has been checked Final timesheet completed and all outstanding pay (including holidays) have been finalised Allcompanypropertyhasbeenreturned(ifrequired)The team member has provided a point of
1026 All company property has been returned (if required) contact Staff handbook returned. Exit interview completed. Employee Details: Home address: Phone (Home): YES N/A REDUNDANCY: If the employee has been made redundant, the relevant Certificate should be completed I acknowledge that I have been taken through the company’s termination procedures: Signature: Print Name: Managers Signature: Print Name:
1027 Training and Development Training is necessary for the development of human resource available. It is meant to produce competent individuals who can make the system work and also contribute towards its natural growth, which is a must for its survival and progress. Training and development is a planned effort to facilitate employee learning of job-related behavior in order to improve employee performance. It denotes effort to increase employee skills on present jobs. Development refers to efforts oriented towards improvement relevant to future jobs. Training Manager Duties and Responsibilities 1. Researches, develops and defines appropriate conceptual and competence based inputs for learning and training. 2. Identifies, develops and defines training needs for various end users in order to exceed customer satisfaction. 3. Proposes training strategies and modules ensuring associates development and Hotel’s profitability. 4. Develops and recommends measures to study impact of training conducted. 5. Identifies training gaps through planned training analysis programs. 6. Prepares and implements the annual training calendar. 7. Ensures proper and timely orientation program is carried out for new inductees. 8. Develops updates and designs training modules to ensure it meets the identified needs. 9. Evaluates training and incorporates feedback to ensure effective learning. 10. Personally conducts Exits interviews and gives feedback. 11. Develops in-house trainers and ensures they are constantly trained. 12. Responsible for preparing training department’s Expenditure and Capital Budget in consultation with Human Resources Manager. 13. Ensures training audit is regularly conducted so as to maximize organizational profitability and employee development. 14. Identifies external trainers and continuously monitors inputs and style in order to enhance learning for associates. 15. Ensures attendance on behavioral and skills training and personally conducts key trainings.
1028 16. Ensure appropriate levels of skills, knowledge and competence amongst associates in order to exceed levels of customer satisfaction and individual / associate morale thereby maximizing organizational profitability and achieving the Hotels mission. Training Coordinator Duties and Responsibilities 1. Assists Training Manager to analyze training needs in the hotels and prioritizes such needs for Training manager to review. 2. Assists in developing Annual Hotel Training Plans and prepare monthly and yearly reports for Training managers. 3. Maintains hotel’s training library 4. Assists to conduct employee orientation to the company and the hotel. 5. Assists to oversee on the job training of new employees. 6. Assists to oversee re-training of employees. 7. Assists to conduct guest courtesy and supervisory/ management training. 8. Assists in the development of hotels training budget, by providing necessary statistics/data. 9. Assists to establish and maintain employee, supervisory and management records of training. 10. Assists to arrange and coordinate with outside instructors for general and special courses.
1029 PROPOSED TRAINING PROCESS Training Manager Training Coordinator Training need Departmen tal needs Employee need Organizational needs Type of Training Internal Training External Training Training Plan HRD & Training Management Arrange Inform trainers & trainees Conduct Evaluate Approval
1030 TRAINING PROGRAM Training program is planned well in advance of actual training. In this planning the following aspects are defined: 9 Trainer 9 Eligibility to attend those courses 9 Number of Courses to be offered 9 Departments to be Trained 9 Training Budget 9 Training Material ESTABLISHING OBJECTIVES: Then the next step of the system would be setting the target of the training. Or we can also say the main purpose of training. • Who to train • What to train • How to train Training is not only required for new entrants but experienced employees also need to be trained to keep them alongside each other of changing technologies and trends. For this purpose, there are different types of trainings in organization. But the proper implementation of Training Programmed is a challenge for an organization, because an organization cannot cater to individual needs and cannot change the perceptions of people about their believes. Proper assessment of the phases of training programmed is necessary, which is challenging and complex task.
1031 Selection of Trainer: In any training program selection and training of trainer is the most critical path for the organization. One tries to hire a person as trainer who is best available in terms of education, training, experience, technical knowledge, skills, initiative and teaching competence. Managers of an organization always intend to select a trainer who will be more efficient and effective to the organization as they re involved in a significant investment of time and cost. it depends on various factors. Some of them are as follows: • Type of training • Managerial Level • Objective of training • Scope of responsibility • Skills and knowledge required as per training • Education • Subject matter to be taught • Teaching competence Types of Training a. Internal Training b. External Training.
1032 Training & HR Manager Internal Training External Training Training coordinator Assess Market Need Assess Organizationa l resources Arrangements Current Mgt skills Required Mgt skills Selection of Trainer Selection of Trainee
1033 INTERNAL TRAINING: Normally, managers get internal training in the form of short courses, which may be of three days or a week’s duration. Whenever the Human Resource Department realizes a need of new skills to be taught to the managers, they ask Training Department to undertake a training program. In internal training, Training Department considers the following factors: 1. Need assessment. ¾ Market Need ¾ Organizational Resources 2. Design The Training Program 3. Development of Training Program 4. Implementation 5. Evaluation Types of Internal Training: • Skill training • Language training • Special Training Program for Normal Area (STPNA) • Internship External Training: Organizations in spite of providing internal training are also involved in sending their employees to different training institutes as part of external training. The duration of external training program is one to two weeks. Selection of Trainees: As selection of trainer for any training program is a sensitive task, selection of trainee for any training program also involves a through study. Selecting a trainee to fill a skill position in
1034 any organization is not a single act but is more accurately regarded as a process by which individuals who are the most capable can be selected from all available applicants. Hotel understands the importance of care to be taken into consideration while investing time and cost in the training program. The Management of Hotel while selecting trainees, consider the following factors: • Need recognition • Required capabilities • Experience required • Length of time involved • Age • Academics • Availability • Stake in the organization
1035 REGULAR/DAILY TRAINING PROGRAM HOD Select Trainees Topic (availability of trainer) Time/Duration Venue Select trainers Availability Teaching competence Skills/ Experience required Whoever is interested?
1036 How to conduct training to staff Training can be done in two forms or a combination of the following two methods: Class room training and on the job training. For class room training these are the important things to keep in mind: There are certain qualities that an effective trainer needs: ¾ To be approachable ¾ To be supportive ¾ To be honest ¾ To be trustworthy ¾ To have integrity ¾ To be non-judgmental ¾ To have sense of humour ¾ To be patient ¾ Commands respect and respect others ¾ Good people skills ¾ Good Knowledge of the business ¾ Willing to try out new ideas ¾ Able to motivate employees to excel ¾ Command over language ¾ Confident There are certain skills a trainer should have.They are: Presentation Skills: Presentation Skills is the heart of training delivery. The following things will have an outcome on your presentation/Training: ¾ Eye Contact and Facial Expressions ¾ Voice ¾ Gestures ¾ Posture ¾ Movement Materials: It is the responsibility of the trainer to have all the materials prepared for The training session. Make sure all materials are complete and professional looking.
1037 Logistics: Determine the following before you conduct a training session ¾ What is the number of participants that should attend ¾ What is the date and time of session ¾ Mode of presentation: Audio, Video, LCD etc ¾ What evaluation form to use? There are 6 steps to training somebody for any task: ¾ Read through their task description for that shift making sure that the trainee understand every thing that needs to be done. ¾ The task sheet is carried out by the trainer while being observed by the trainee ¾ The Trainee then carries out the task/shift while being observed and guided by the trainer, also another reading of the task description takes place. ¾ The task/shift is carried out by the trainee for a couple of days ¾ The trainee is then assessed by the trainer using the appraisal sheets before continuing on to the next shift. ¾ If the task/shift is not fulfilled to the satisfactory level, then the trainee will have to redo the training and be assessed at a later date. Explanation of Assessment Sheets: The trainer will be given assessment sheets to assess the trainee after completing each training programme. The idea is that the training is split in to steps described before as to how to train somebody. As the trainee proves that they have past each task they will receive a tick. This is carried out by the trainer at that time who stays with that trainee throughout their training. The trainee will keep all the assessment sheets together so that they can also see their own progress. This is an example of the assessment form: Task Trainer A B C D E F Comments Preparation of Tea/Coffee SD5 Prepare the Tray Lay out Crockery Prepare Milk Prepare Tea/Coffee
1038 At the end of each two week shift, during the assessment period,the trainer will give the trainee the task description for their next shift. The reason for this is so the trainee can look through the task description and know what they have to learn. TRAINING EVALUATION: Training can be assessed by the performance of the employee. What one needs to realize is that career development is also related to personal development and growth. When an employee gets promoted it is a part of his achievement. Career development is not a one-time process. It is a set of goals interlinked to an achievement. Every step goes along with training. By training we learn new skills and techniques. A person can become more productive, more efficient and satisfied by training. It helps to achieve more modern cultured and groomed employees for development of a better system. This will eventually increase their revenue, as there main business is foods beverages and other direct services for customers. They should have the record of all employees such as: Total number of trained employees Total number of untrained employees Number of Courses Course Duration Number of Trainees
1039 Evaluation Form Course Name: ________________________________________________________________________ 1. On a scale of 1 to 10 (1=lowest, 10=highest) how would you rate the following: Rating Comments Course content Relevance of information Trainers success in clearly delivering information Trainers ability to involve all participants in the learning process Trainers understanding of your learning needs Trainers knowledge of the course subject(s) Quality and relevance of assessment tasks Quality of course handouts Overall rating of the course 2. What part of the Course did you find most useful ? ____________________________________________________________________________ ___________________________________________________________________________ 3. What part of the Course did you least enjoy? _____________________________________________________________________ _____________________________________________________________________ 4. How could the Course have been improved ? _____________________________________________________________________ _____________________________________________________________________ 5. Did the Course meet your expectations? YES / NO
1040 6. Do you feel that this course has been of benefit to you YES / NO _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ 7. Did you find the support staff helpful? YES / NO _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ 8. Any other comments? _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ Name: _________________________________________ Date: ___/___/___ (Optional) Thank you Please return completed forms to: The Training Manager OFFICE USE ONLY Suggestions/Improvements Identified: Remedial Action Required: Action Taken: Signature: ________________________ Date: ___/___/___
1041 Department Orientation Checklist Full Name of Employee: Employee Number: Department: Date Joined: Please go through the orientation checklist with the new employee to ensure that a systematic induction procedure has been properly carried out. Part 1: Department – Related Knowledge Nos Is the employee aware of the department’s: Trainer’s Name Trainer’s Signature Employee’s Signature Date 1.1 Vision, Mission and Values 1.2 Rules and Regulations 1.3 Executive Committee Member 1.4 Organizational Structure and Communication Channels 1.5 Grooming Standards 1.6 Service Standards/Standard Operating Procedures 1.7 Job Description for him/her 1.8 Telephone Courtesy 1.9 Medical Visit Procedures
1042 Nos Is the employee aware of the: Trainer’s Name Trainer’s Signature Employee’s Signature Date 1.10 Annual Leave and Sick Leave Notification Procedures 1.11 Hours of Work and Shift Arrangements 1.12 On-the-Job Training Schedule* 1.13 Department’s Fire Drill and Evacuation Procedures • To attached training schedule duly signed by trainer and employee Part 2: Staff Welfare & Discipline – Related Knowledge Nos Is the employee aware of the: Trainer’s Name Trainer’s Signature Employee’s Signature Date 2.1 Early Morning and Night Taxi (if applicable) 2.2 Social Activities 2.3 Grievances Channels 2.4 Disciplinary Procedures 2.5 Accident Reporting Signature of Employee Signature of Supervisor/Manager Note: Please attach the completed department orientation checklist with the employee’s confirmation review form to HR Department.
1043 Agreed Training and Development Plan Name: _________________________ Period: ___________________ Date: __________________ Signature: _________________ Training and development plan should include developmental activities, such as mentoring, coaching or job transfer exposure, in addition to participation in specific training programs. Target/ Goals How will these goals be reached? Person responsible for training and/or developmental activity Period (Start/End) Measurable Results
1044 Training Topics TELEPHONE HANDLING – STANDARD PHRASES The telephone is meant for bringing two people together not separating them. People use a telephone when they need help. You call for the same reason. The one question you need to ask yourself when you answer a call is, “Was I of any help?” To an outsider YOU represent XYZ Hotels. Long before your guest has come to visit you, he has received an impression of your organization through you, so your telephone handling can either project a good image or a bad image of your organization. Remember – you are not talking to an instrument. You are talking to a person. Treat a phone ringing in your area like a person knocking on your door. Attend to it immediately, just as you don’t keep your guests waiting indefinitely outside your door. At different times we all play three roles on the phone: 1. CALLER – One who makes the call..............................................................A 2. CALLEE – For whom the call is.....................................................................B 3. RECEIVER – One who answers the call (picks up the phone) ....................C We have responsibilities under each role. The most responsible role is, perhaps, that of the receiver, because once you have picked up the phone – no one but you can possibly help the caller. A phone transaction initiated by you answering the call is doomed or saved only by your telephone attitude. So the next time you pick up the phone, give it the best you have. DO NOT LIFT THE RECEIVER OF A PHONE WITHOUT A PEN IN YOUR RIGHT HAND
1045 Possible Situation Probable Answers 1. When the phone rings. Good Morning, XYZ Hotels, How may I help you? OR Good Morning, XYZ Hotel, How may I help you? 2. When you don’t hear anything from the other end after your announcement. Repeat the above salutation twice and disconnect. 3. When the line is faint or distorted. Do not say Hello, Hello as the party may only hear your hello and not know if he has got through to XYZ Hotels. Repeat the above salutation twice and disconnect. 4. When the caller re-clarifies, “Is it XYZ Hotels?” That’s right, Sir, How may I help you? 5. DO NOT PUT THE CALLER ON HOLD AFTER PICKING UP THE CALL. IT CONVEYS LACK OF CARING IN THE FIRST 30 SECONDS AND LEAVES A BAD TASTE. If two calls come together. Good Morning, XYZ Hotels, kindly hold on. Attend to the other call. Good Morning, XYZ Hotels, kindly hold on. Revert to the first call. Sorry to keep you WAITING, Sir. How may I help you? Return to the second caller. Thank you for waiting. I can help you now, Sir. 6. DO NOT PUT MORE THAN ONE CALL ON HOLD. Good Morning, SHAUN speaking, how may I help you, Sir/Ma’am? 7. When the call is for you Don’t ask “Who’s speaking” unless you need it for passing on a message, and certainly not at the beginning. 8. When the call is for CHRIS AND HE IS PRESENT
1046 Possible Situation Probable Answers a. If he is right next to you Kindly speak here, Sir OR please speak here, Sir, [No wait is implied] b. If he in the next cabin? room or at the end of the room Kindly hold on Ma’am [8 – 10 seconds wait is implied] c. If you are not aware of his exact location BUT you know he is definitely present. Kindly hold on, Sir. Let me locate him for you. [This prepares the caller for a wait of up to 20-30 seconds] When you are connecting calls: To a secretary office Connecting you to Mr. Nelson’s 9. To departmental extension Connecting you to the Personal department. When the Extension is busy I am sorry the line is busy, Sir, would you like to hold on? If the CHRIS has an alternate extension. Kindly hold on, Sir. If he accepts your offer and waits Switch to music. Kindly hold on, Sir. Note - If it is an outstation call, you may intercept the call, if necessary. After 20 seconds Sorry to have kept you waiting. The line is still busy. Can someone else help you, Sir? OR Would you like to hold on, Sir? If he chooses to continue to wait. Switch to music. Kindly hold on, Sir. OR Would you like to hold on, Sir? 10. Revert every 20 seconds, two more times Kindly hold on, Sir. OR Would you like to hold on, Sir? The line is still busy.
1047 Possible Situation Probable Answers If you get line free after a long time wait Thank you for waiting, Sir. I can connect you now, Sir. INFORM THE RECEIVER OF A LONG WAITING CALLER He is present but in conversation with a customer and cannot be disturbed. Do not use the word ‘BUSY’. It conveys that the callee does not have time for the caller He is with a client just now. I am his assistant OR colleague OR senior (Give name and designation), may I help you, Sir? OR If you don’t know when the meeting will get over, it is your duty to call up and inform. He is in a meeting which will get over in _____ minutes. This is his assistant, _____ speaking, May I help you, Sir? 11. If you know he will not take more than a minute or two minutes (maximum) Would you like to hold on, Sir, he shouldn’t take more than a minute or two. If you have to ask for the name of the callee because your boss needs to know “May I speak to Mr Robin please?” Certainly Sir. Who should I say is calling for him please? REMEMBER – never reply to a question with another question. So, saying ‘Certainly Sir’ is important as it answers the caller’s question. When callers give incomplete names For e.g. “This is Shaun” It is incorrect to attach a Mr, Mrs, etc, to first names. So Mr. Santro is incorrect, Mr. Robin is correct. May I have your last name, Sir ? 12. When you receive the surname Please attach a Mr. / Mrs. to it. When in doubt use Ms. for ladies. Yes Mr. Khan, please speak here.
1048 Possible Situation Probable Answers When the call is for CHRIS and he is ABSENT. Do not just say “He’s not in” as it could imply many things. Clarify if absent is : a) not in the office b) not in the organisation premises c) not in the city d) not in the country e) if he is on leave and for what period a) If he is not in the office, but is in the organization premises and the callee’s assistant is present I’m sorry, Sir, Mr. ______ is not in the office Would you like to speak to Ms. _____, his assistant ? b) If you hold a responsible post, you can try I’m sorry, Sir, Mr. ______ is not in the office, I am ________ (state your designation), his colleague. May I help you Sir ? c) If your offer of help is declined do not let it bother you as you know that the caller wants to speak only to CHRIS. Make this possible by collecting at least two things from the caller – his name and his phone number. Repeat numbers after the caller carefully. Ask for more than one number. If they are long distance numbers clarify the country code, city code area code. Also check when is the best time to call. Very well, Sir if you leave your name and number, I will ask Ms. Nair to call you back when she returns. OR Kindly give me your number, Sir, and I will have Mr. Benz return your call. d) If names are difficult Kindly spell your name for me, Sir, so that I don’t make a mistake while writing it down If you cannot pronounce it Kindly guide me on the pronunciation, Sir, I don’t want to get it wrong. e) Check sounds such as P, B, T, D, S, F, N, M, K, G by asking Is it P for Paris or B for Belgium, etc. 13. f) If he leaves a common surname May I have your first name, Sir ?
1049 Possible Situation Probable Answers g) If he leave his first name May I have your last name, Sir ? h) Now that you have his name and number COMBINE REPETITION AND ASSURANCE – Very well, Mr Noel, I will ask Mr. ____ to call you on 3886112 as soon as he returns. i) If the callee does not return in 2 hours Kindly revert to the caller and advise status- I’m sorry, Sir, Mr. _____ has not yet returned and you had called for him at _____ hrs. Can someone else help you ? OR As soon as he returns he will get your name and number. j) How to leave a message regarding the caller’s name and number 25-Sep-2005 10:30hrs Dear Mr. Tony, Mr. John called re: sale of Cars to Japan. PCB at 3886112 up to 1900hrs and at 6122534 after 190hrs. Regards, Nancy 14. If there is no response from an important customer contact area for over five minutes, inform a senior person in your company. 15. Attend to transferring calls urgently, as people are usually made to wait interminable and get easily annoyed. 16. Use the language that the caller communicates in, if possible. If you are not familiar with the language used, take the help of a colleague. AT THE END DO NO DISCONNECT UNLESS THE CALLER DISCONNECTS. REMEMBER, YOU DID NOT START THIS CALL, YOU CANNOT DISCONNECT IT.
1050 Phrases to Avoid Instead try 1. One sec, Just a minute Kindly hold on, Sir 2. Ya That’s right, Sir 3. Sure, OK, Fine Yes Sir, Certainly Sir, Very Well Sir, Right Away Sir 4. What? What? I beg your pardon, Sir 5. Who? Kindly repeat your name, Sir 6. Hello Good Morning, May I help you? 7. Why don’t you contact them directly? OR I have no idea Let me check out for you, Sir, OR, Let me find out for you, Sir. 8. Why don’t you call later? If you leave your name and number, we shall call you back. 9. Who’s speaking? OR, Who’s that? Who am I speaking with? OR, Who should I say is calling, Sir? 10. Your good name, please? May I have your name, please? 11. He is not in his seat He is not in the office, Sir, May I help you? 12. Note – You don’t have to shout if you don’t hear clearly I cannot hear you, Sir. Kindly speak up please LASTLY – KEEP YOUR CALM AND KEEP YOUR CHARM ON THE PHONE. LAST IMPRESSIONS ARE LASTING IMPRESSIONS.
1051 How to handle guest complaints Introduce yourself (your name and position) and say “May I help you?” 1. Listen ¾ Apologise ¾ Allow the guest to tell his story ¾ Take notes if necessary ¾ Do not interrupt 2. Sympathise ¾ Show concern ¾ Display Humility ¾ Thank the guest ¾ If possible/appropriate invite the guest to sit down 3. Ask the right question ¾ Establish the guests real needs 4. Agree on a course of action ¾ Ensure that you get the guests agreement to your proposed course of action ¾ Avoid buying yourself out of trouble 5. Check that it is carried out ¾ Follow up on the action you have promised to ensure that it has been completed satisfactorily. Make adjustment if necessary. ¾ Take preventive action to prevent it from happening again ¾ Give feedback to the guest if appropriate.
1052 Complaints handling Role Play Assessment Sheet Delegate: ________________________________________________________ Role Play: ________________________________________________________ 1. Listen Did the Manager Listen? □ Yes □ No 2. Sympathise Did the Manager Apologise? □ Yes □ No Did the Manager show concern? □ Yes □ No Were excuses given? □ Yes □ No 3. Ask the right questions Did the Manager ask the right questions? □ Yes □ No Did the Manager establish the guest’s real needs? □ Yes □ No 4. Agree on a course of Action □ Yes □ No What action was offered? What alternative action could have been offered? 5. Improvement Points
1053 How to resolve conflicts at workplace Working in Hotels sometimes can be very demanding, which can lead to the stress levels being high and bound to conflicts at some point of time. Unmanaged conflict creates an unpleasant and pervading atmosphere which will be unacceptable .Management of conflict is imperative for the ‘good of the house’. Unmanaged Conflict Managed Conflict Damages relationships and discourages co operation Strengthens relationships and builds teamwork Results in defensiveness and hidden agendas Encourages open communication and co operative problem solving Wastes time, money and human resources Quickly resolves disagreements and increases productivity Focuses on fault finding and blaming others Deals with real issues and concentrates on win-win resolution Creates enemies and hard feelings Makes allies and defuses anger Is frustrating, stress producing and energy draining Airs all sides of an issue in a positive, supportive environment Is often loud, hostile and chaotic Is orderly, calm and focused It is important to be familiar with and to implement proven conflight management strategies that work, such as: ¾ Identify potential for conflict and act swiftly to prevent escalation ¾ Identify quickly situations where personal safety of collegues or customers may be threatened or at risk ¾ Separate two sides of the conflict-People and issues-effectively dealing with each ¾ Review the situation from the other persons position-Emphatic listening helps to see bothe sides of the disagreement ¾ Practise the ‘Give/Get’ principle of conflict resolution
1054 ¾ Overcome any personal stumbling blocks to agreement ¾ Recognise the difference between valid feed back and personal putdown ¾ Encourage all points of view and treat them with respect ¾ Understand that criricism and disapproval are not the same thing. ¾ Stay on track and not allowing other issues to be dragged in. ¾ Arrive at a mutually satisfactory action plan for resolution ¾ Make a decision and stick with it, then monitor its effect ¾ Complete any necessary documentation accurately and legibly. Threatening situations can include drug or alcohol affected person who cannot be reasoned with, person with firearm or weapon, person who is violent or threatening or a person who refuses to leave or be pacified. Listed are some of the personality types .Within any group of staff can be found one or more of the following difficult employees.Manager needs to be able to identify these types and have strategies in place to deal with any conflicts they may create. Antagonist Is rude and unpleasant to co workers, vendors and the employer and guest Blameless Bob Always has an excuse for everything Whiner Complains no matter what he or she is asked to do Thumb-Twiddler Lacks motivation and initiative Insubordinate Subordinate Challenges superiors in front of co workers Tortoise Shows up late or not at all Amy Attitude Negative attitude that brings everybody down Hand holder Needs constant supervision Worrywart Has personal problems that infringe on the working day Clock Watcher Refuses to work overtime, weekends or one minute after finishing time
1055 If a conflict arises which is relatively minor, it should be nipped it in the bud and dealt with immediately. If the Manager is directly involved in a conflict it is important to remaining contro by: ¾ Accepting responsibility for personal anger. One becomes angry one makes one angry ¾ Understanding the real cause of anger and expressing that anger in a manner appropriate to resolution of the conflict ¾ Expressing opinion without accusation, Sarcasm or Hostility. ¾ Using graceful exit lines that postpone confrontation until emotions are under control. In responding to party’s anger it is important to: ¾ Validate their anger without fanning the flames ¾ Allow the situation to calm down before trying to resolve it. ¾ Respond to put down without losing ones temper ¾ Handle the situation with honesty and understanding, especially when dealing with an out of control person ¾ Not invite the kind of behavior one is endeavoring to defuse When dealing with negative assistance it is essential to: ¾ Communicate and openly discuss the persons attitude ¾ Set out the big picture and what is required to be achieved ¾ Provide positive input and constructive criticism ¾ Encourage team building for the general ‘good of the house’ Review attitude changes resulting from discussion and reassess on a regular basis.
1056 Training Needs Analysis Form Name of Employee: Department: General 1. Are you a new employee or a long-standing employee of the company? 2. How long have you been in your present job? Confirmation of Current Duties 3. Do you have a Job Description for your job? Yes No (Go to Q 6) 4. Is your job accurately described in the Job Description? Yes (Go to Q 14) No 5.A If no, what extra duties do you do that need to be added to your Job Description? 5.B What duties are no longer part of your job and can be deleted from your Job Description? Job Analysis 6. Describe the tasks you regularly perform that are critical to carrying out your job effectively.