1197 Gate pass has to be completed in full with detailed descriptions and serial numbers where applicable. Gifts from guests: Staff to obtain note from guest concerned and obtain the gate pass from relevant authorised signatory. First and second copies of the gate pass to be given to person taking the goods. First copy of the gate pass to be surrendered at Security. Security to check and verify the items to be taken out. If items do not agree as stated on the gate pass, to hold goods and person until clarification has been obtained from person who authorised the gate pass. Security to ensure that only the Division / Department Heads can authorise the gate pass. Security officer who has been checking the items to sign on the gate pass. For goods and equipment on loan or sent out for repairs or outside Catering, Security to record the gate pass details on a log book. When goods and equipment are returned, Division / Department Heads concerned have to inform Security and countersign on the original of the gate pass and send to Security for record purpose. Security to follow up on a monthly basis those items not yet returned. Security to account for the numerical sequence of the gate pass for each department on a monthly basis. Any missing number should be supported by a void or cancelled gate pass or confirmed by the Department Heads concerned as unused. Accounts to review all original copies of the gate passes on a monthly basis.
1198 Accident Investigation Form WCB Number Exact Location of Accident Date of Injury Time of Injury Date Reported Name of Injured Person Date of Employment Age Home Address Telephone Number Occupation Estimated Time Lost Name of Family Physician Address of Physician Name of Hospital (if taken) Address of Hospital Describe clearly how the accident occurred. What factors contributed to the accident? What are the basic reasons for the existence of these factors? Recommendations and corrective actions (has or will be taken to prevent reoccurrence). Completion Date of Investigation Senior Management Signature Date Reviewed Other Information Investigated By Management HSC Date Hotel Accident Investigation Form ______________________________________________________________________________________________ ______________________________________________________________________________________________ ______________________________________________________________________________________________
1199 Accident/Occurrence Report Date of This Report Nature of Occurrence Time Day Month Year _______________ To Whom It Was First Reported, How and When, Badge Number _________________ This Report Submitted By, This Report Submitted To Victim's Name _________________ Victim's Address Victim's Phone Number Description of Property or Damage: Instructions: This report is to be completed in triplicate on each occasion of an unusual occurrence such as fire, theft, break-in, significant complaint, unusual accident, sizeable shortage or overage in cash or stock, involvement with police, or any other matter that warrants reporting. Explain exactly what happened, stating where, when, how and why. Who first discovered this occurrence? Be specific giving times, dates, witnesses, names, addresses, etc. If money is involved, give amounts and state how this was recorded on cash report. What action was taken? If injuries, describe type, effect, who treated etc. What is considered to be the cause of the occurrence? In your opinion, what measures should be taken to prevent further occurrences of this nature? What is the present disposition of this instance? (If space is insufficient use extra pages)
1200 Role of General Manager in Managing Hotel The Role of General Manager in Managing a Hotel can be the easiest or the most difficult task based on various circumstances. General Manager basically acts as a coordinator between all the department heads of a Hotel to ensure proper coordination between them, for the success of the hotel. He also checks that Department heads are doing their job well. General Manager acts as a link between the Hotel Staff and Management and The Owners /Management Company and Between the Hotel and the Outside Community. General Manager represents the Hotel and is accountable for the actions of the Hotel and its Staff. He is also responsible for the Safety and well being of all the Guests staying in the Hotel and for all the Staff working for Hotel. A General Manager does not have to be an expert in day to day functions of various departments. If he is knowledgeable that is well and good but his main function is to work with department heads to improve efficiencies of their departments. His strength and success depends on the Department heads that he recruits and manages. General Manager will never usually have a daily routine, as his role would be different from day to day. The function of General Manager greatly varies from a small hotel to a very large hotel. In a very large hotel, the role of General Manager is nearly always administrative as he is tied up in Office, with Different Meetings, Signing Documents, Replying emails, corresponding with Head Office, planning for improvements and changes. In a mid sized hotel it is both administrative and as well as by physical presence of a daily or frequent property walk through, interacting with guests and staff. In a small hotel it is Administrative, Presence as well as Hands on.
1201 Qualities required for General Manager: Analytical skills: Specially Financial Ability to anticipate guest needs Attention to detail Public speaking and presentation shills Investors Relations Community Relations Brand Affiliation and Management: His Main Functions are: Recruit and select department heads Formulate operating budget and marketing plan. Supervise the work of Department heads Take corrective action if budgeted financial results are not attained. Formulate short and long term business plan for the hotel. Have a vision for the hotel and develop a mission statement to achieve the vision. Welcoming new staff to the team Interacting with frequent guests Interacting with local government and law enforcement officials like police etc Improve hotel Revenue and profitability by increasing Occupancy and Average Room Rate/Average Daily Rate Improve food and Beverage Revenue by the optimum use of Banquet space and Restaurants and Bars
1202 Improve market share of the Hotel Have a check on costs and Expenses Motivate staff and training and development Address employee grievances Check on Guest Satisfaction rate. Continuously monitor operational standards set by the brand Communicate with franchise brand officials/corporate sales office about marketing and sales programmes. Monitor annual inspections by franchising company Attract new business Expand and improve existing business Organize charity events and fundraisers at the hotel to assist the local community. Job Description - General Manager Purpose To co-ordinate and maximize the hotel’s physical and Human Resources, achieving optimum standards of service and value to hotel guests within profit objectives and in a manner consistent with the company’s philosophy and policies. Areas of Responsibility A. Operations 1. Efficient operation and cost control of all hotel departments and facilities 2. Rooms and public areas consistently maintained to standards of attractiveness, comfort and cleanliness 3. Food and beverage consistently maintained to standards of quality, innovativeness, service and presentation 4. Energy consumption is monitored and minimized
1203 5. Ensure adherence to relevant legislation relating to: fire; hygiene, employment, licensing, etc. The attaining and maintenance of service levels that exceed expectations is one standard of measurement in measuring the above. B. Human Resources Management To achieve the best utilization and planning of staff resources, ensuring productivity and positive climate of staff relations Areas of Responsibility Standard of Measurement 1. Effective staffing procedures z number of vacant positions z Current job descriptions z reduce avoidable turnover 2. Good communication and distribution of z regular meetings with staff, representatives, information and managers z new employee orientation z monthly newsletter z bulletin boards 3. Effective scheduling and utilization of staff z control of labour cost and additions to staff resources 4. Reporting relationships outlined z organizational chart prepared and distributed 5. Job expectations outlined and regularly evaluated z job descriptions prepared z performance appraisals conducted 6. Adequate on the job training z turnover minimized 7. Awareness of and response to employee morale z turnover, grievances, vandalism, theft, problems exit interview comments 8. Regular constructive employee appraisals z completeness of documentation and specific training and development plans 9. Effective relation with union representatives z number of length of strike 10. Fair application of union contract z number of grievances 11. Ongoing management development z action plan for key management and back ups z minimal managerial turnover 12. Self development z agreement to spend time regularly in an outside developmental activity 13. Ongoing awareness of local compensation and z regular survey of competition and discussion benefits, practices and hotel’s relative with the Vice President,
1204 Operations Competitiveness C. Guest and Public Relations To represent the hotel and the company in a positive and productive manner to guests, colleagues and the community. Areas of Responsibility Standard of Measurement 1. Efficient and friendly service to guests z number of negative complaints 2. Respond to all verbal and written comments and z time lapse between comment and response takes action where required 3. Community awareness z GM membership and participation in organization (Chamber, service club etc.) D. Marketing To be aware of the hotel’s position compared to local competition and ensure that plans are developed to maintain or improve that position as necessary and to maximize hotel sales. Areas of Responsibility Standard of Measurement 1. Develop effective short and long term strategies z occupancy rate and guest mix 2. Ensure advertising and promotion program is z occupancy rate and guest mix appropriate 3. Monitoring major competitors z provision of accurate and timely comparison data E. Security and Maintenance To ensure the proper maintenance of the hotel’s physical facilities resulting in employee and guest safety, orderly operations, good appearance, compliance and legislation, suitable working conditions and cost control.
1205 Areas of Responsibility Standard of Measurement 1. Develop a preventative maintenance program z repair and maintenance costs hotel for hotel equipment and physical systems containment or reduction of insurance insurance costs z control of costs relating to emergency breakdowns z public area and guest room standards maintained 2. Continuing awareness of need for fire safety z documented procedures for staff training, regular drills 3. Ongoing attention to working conditions z work areas clean, neat, lighted and ventilated z clean, adequate locker rooms and staff room z adequate functioning equipment z minimal time lost through accidents 4. As required, co-ordinate major renovation/addition z completion of projects on time projects and within budget F. Reporting To ensure that appropriate systems and controls are in place and able to produce regular and accurate information for the hotel’s corporate offices analysis. Areas of Responsibility Standard of Measurement 1. Appropriate information produces for hotel and z accuracy of specified reports and material corporate analysis produced on schedule 2. Monitor P & L’s and correct problems z time required to identify and respond to problem 3. Effective procedures for revenue control z prompt collection of receivables 4. Control of purchases and inventories z minimal waste and loss z appropriate F&B inventory levels kept in relation to volume of sales
1206 G. Reporting Method 1. Operations: i. Annual budget to VP Operations a. Operating b. Capital c. Special renovations and maintenance ii. Purchase disbursement to VP Operations iii. Monthly and weekly revenues to VP Operations iv. Daily sales and labour to corporate controller v. Bi-monthly payroll to corporate controller vi. Monthly F&B report and analysis to VP Operations 2. Human Resources i. Annual staff forecast and analysis ii. Annual training and development program and budget iii. Annual management appraisals to VP Operations iv. Annual salary administration plan to VP Operations 3. Marketing i. Annual marketing plan to VP Operations ii. Monthly sales activity report to VP Operations a. business mix b. geographic survey c. function summary d. brochure inventory 4. Security i. Annual preventative maintenance program and/or monthly report on & Maintenance managers assessment of general condition of building to VP Operations ii. weekly preventative maintenance report to VP Operations iii. monthly fire drill report to VP Operations iv. Occurrence reports as required to VP Operations v. monthly condition of “equipment and insurance” report to VP Operations H. Working Relationships Internal With: Purpose: 1. Corporate VP’s and managers z ongoing analysis, planning and problem solving 2. Operations Vice President z frequent access for discussion, problem
1207 solving and self development 3. Key department heads, assistant manager, food & z co-ordinating daily operations, subordinates, beverage manager, room division manager, review, appraisal, and development personnel manager, controller, director of sales External With: Purpose: 1. Guests z positive public relations and complaint resolution 2. Industry colleagues z market comparison, sharing information 3. College/University representatives z graduate recruitment, curriculum design, guest speaker 4. Community representatives (Chamber of z positive awareness of company and hotel Commerce, Service Clubs) I. Staffing Guidelines 1. Education z a university degree or postsecondary hotel school program. Several years experience in a related industry can be considered equivalent 2. Experience z several years related experience plus specialized knowledge of at least one key area of hotel management, i.e. finance/ administration, sales, or food and beverage 3. Skills z demonstrated success in the coaching and utilization of people, as well as in managing and co-ordinating i.e. planning, organizing, decision making and problem solving 4. Personal Suitability z a mature well rounded individual who will be respected and perceived as a leadership figure
1208 General Manager Conducts /Attends various Meetings on a daily, Weekly, Monthly basis. Some of them are listed below: 1. Daily Department Head Meeting (Briefly) 2. Weekly Department Head Meetings (In Detail) 3. Monthly Meetings with Department Staff 4. Meeting with Owners/Management Company 5. Regional Meetings in a Chain Property 6. Does the appraisals of Department Heads General Manager has a final say on the below mentioned things: 1. Accept staff resignation 2. Promoting staff 3. Staff termination and Suspension 4. Staff recruitment 5. Passing allowances 6. Approving discounts 7. Offer Complimentary 8. Sign Requisitions of Capital Nature General Manager Reviews the following reports on a daily, Monthly Basis. Some of them are: 1. Daily Revenue Report 2. Flash Report: Rooms Division 3. Flash Report: Food and Beverage
1209 4. Energy Consumption Report 5. Average daily rate and Revenue report 6. Cash Flow Statement 7. Company Bank Statement 8. Accounts Receivable report 9. Accounts Payable Report 10. General Cashiers Report 11. Daily Revenue Collection Report 12. Duty Managers Report 13. Night Managers Report 14. Daily Purchase Report 15. Inventory Reports 16. Requisitions 17. Budgets 18. Department and Hotel Profit and Loss Statements 19. Sales Call Report 20. Discripency report 21. Maintenance follows up 22. Training Plans 23. Advertising and Promotions Plan 24. Occupancy Forecast 25. Monthly Function Bookings report 26. Variance Reports 27. Cost Reports: Food, Beverage, Labour, Administrative and Overheads 28. Department Month End Reports
1210 Manager on Duty Report Manager on Duty: Date: Front Office Yes No Comments... Read Duty Manager Book Discuss any current problems with GSR’s Review Occupancy situation Number of check-outs? Has anyone requested late check-out? Has everyone checked-out by 11:00 am If not, GSR to call and inquire Have all group blocks been released? Are any rooms “off-market”? Get them back! Is housekeeping aware of any pre-blocked groups? How many rooms are left to sell? Shop competitive properties. What rates charging tonight? What rate is the GSR’s selling? Has the rate been set re-set to sell out? If sold out, refer to: Best Practices If sport teams in-coming, are team forms being signed? If groups are arriving, have rooming lists been entered? For group blocks, have rooms been pre-assigned, keys made? Have all reservations been reviewed and entered correctly? Has “In-House Report” (credit) been given to restaurant? Walk-Around Yes No Walk-Around Yes No Front Desk, Lobby Stairwells/Corridors Check in/out is efficient Clean of refuse, room service trays Front Desk is organized and neat Ice & vending areas clear & Operation Aware of any groups checking in/out Emergency exits clear and well lighted Is the lobby clean/neat Fire fighting equipment in place Back office clean/neat Storage doors locked Guest Rooms Pool clean, enough towels Any dirty rooms to be left by Security Check
1211 housekeeping Clean and properly stocked Any occurrence reports after 10 p.m. Plumbing operating Any lights blown or not operating All key cards in place except those in use N.B.: Shifts run from 6 pm the day previous to the shift to 6 pm day of shift 1. Primary responsibility is seeing to the well being of the Hotel and its Guests. 2. Responsible for assisting (if necessary) in handling all guest complaints. 3. Responsible for assisting (if necessary) in handling all guest and hotel emergencies. 4. Responsible for ensuring that all hotel functions and function rooms are OK. 5. Responsible for walking the property once every two hours.
1212 M.I.S. REPORT - HR DEPARTMENT FOR THE MONTH OF ____________ Department Head Name : Mgrs. Staff Opr. Temp. Total MANPOWER POSITION IN_______ _______________________________________ NEW JOININGS IN _______ LEFT SERVICE EMPLOYESS IN ________ TOTAL MANPOWER @ THE END ______ NEW EMPLOYEES DUTIES AND RESPONSIBELITIES : See the Attachment Advertisement given for. “ If Paper Add. is given durig the month / or els if any Time Office for controling attendance. Desiplanary actions taken for the reasons : See the attatchment Monthly apprisal system from the Heads received : comments - see the attatchment Suggestion from the Dept.Heads and Employees: See the attatchemnt Reports from the Statutory authorities received : See the attatchment
Daily Flash Cost Report Date: 14th November 2008 Day: Friday Month: November T O D A Y Adjust + Grand S&P Nett S&P PURCH REQ Tran(+) Tran(-) Backlog Total -31% Total REV SALES COST% BUTCHERY PASTRY/BAKERY CHEF OFFICE SUB TOTAL MAIN KITCHEN GARDEMANGER
1213 BQT WESTERN BQT CHINESE BANQUET TOTAL Restaurant 1 IN ROOM DINING Restaurant 2 Poolside Restaurant Specialty Restaurant 1 Club Bar F&B TOTAL TOTAL FOOD STAFF CAFETERIA TOTAL ISSUES
BEVERAGE COST BANQUETS Restaurant 1 IN ROOM DINING Poolside Restaurant Specialty Restaurant 1 Specialty Restaurant 2 Club Bar Beverage TOTAL TOTAL BEV --> CHEF OFFICE STAFF CAFETERIA TOTAL ISSUES -->
1214
Monthly Flash Cost Report M O N T H - T O - D A T E S&P S&P F/CAST BUDGET NETT FOOD COST PURCH REQ Tran(+) Tran(-) Adj+Bklog G/Total -31% Net ttl REV SALES COST% COST % COST % TOTAL BUTCHERY PASTRY/BAKERY CHEF OFFICE SUBTOTAL
1215 SUB TOTAL MAIN KITCHEN GARDEMANGER BQT WESTERN BQT SERVICE BQT CHINESE BANQUET TOTAL Restaurant 1 In Room Dining Restaurant 2 Poolside
Restaurant Specialty Restaurant 1 Club Bar TOTAL STAFF CAFETERIA TOTAL ISSUES BEVERAGE COST BANQUETS
1216 Restaurant 1 IN ROOM DINING Restaurant 2 Poolside Restaurant Specialty Restaurant 1 Club Bar TOTAL CHEF OFFICE STAFF CAFETERIA TOTAL ISSUES -- >