雅高酒店集团HSKP筹备管理手册

Take Over & Rebranding Manual for General ManagersACCOR HotelsHouse KeepingACCOR HOTELSApril, 2001INTRODUCTIONThis manual is intended as a reminder and checklist for the many tasks and actions required to successfully take over and rebrand an already operating hotel to an ACCOR branded property. However due to the very nature of hotel take overs, in that each property is unique in terms of age, condition, facilities, market positioning, location, etc, this should not be construed as a complete and entire manual of the tasks to be done. This should be regarded as a very broad and general guideline that should be adapted to each situation.In the formulation of the take over task and consequent action plan, the long and short term objectives of the Owners and Accor and the should be clearly established in order to ensure the final product meets the expectations of both parties.It is critical tha t through a rebranding process the property’s image and profile should be enhanced and that with the provision of Accor’s management and marketing expertise, tangible value will be added as a result.As previously mentioned and should be strongly emphasised, each Hotel is unique and the information within this manual should be adapted so as to meet the specific requirements of the project and location. It should be seen as a base from which to begin and a general guideline, not as a definitive plan to all takeover and rebranding projects.1.0BRIEFING of DIVISION HEADS1.1 Project in general1.1.1 General Discussion on Owning Company and management Agreement.1.1.2 Discussion of any Hotel or Location idiosyncrasies1.1.3 Progress on any refurbishments and possible relaunching dates.1.1.4 Progress reports from Task Force members.11.5 Feasibility Study and Departmental review and proposed individual actionplan.•Plans on any refurbishments.Review power of attorney for bank signatures•Review owning companyHotel agreement as it pertains to Co-Owners.Owning Company’s organization chart.Internal Owner relations.Name, Address and Telephone #s of Board Members.Equity position of Owners.Capital expense Budget and approval procedures.Any special agreements and/or understanding with the Owning Company.Board Meeting timetable.Review of last Board Meeting minutes.•Goals and Incentive Plan.•Recommendations for the Hotel Lawyer and Auditor.•Administrative calendar for the Hotel.2.0 TAKE OVER & REBRANDING TASK ASSIGNMENT CHECK LISTThe purpose of this check list is to assign each department all necessary tasks toensure the successful preparation for the opening of the hotel and that are completed on time. The Executive for each Department should be the person responsible for the appropriate checklist and the formulation of the critical path.The following checklists are to be considered as a guideline for the formulation of the critical path and a more detailed checklist should be developed for each department concerned.•Housekeepinga.Assess executive housekeeperb.Review payrollc.Review policies & proceduresd.Review training programe.Review condition of all FF&Ef.Linen audit & ordering replacement Accor standardg.Accor specifications guest room amenitiesh.Ordering guest room amenitiesi.Review all cleaning equipmentj.Specification cleaning chemicalsk.Review all maid carts quantity & conditionl.Blankets spec & quantitym.Pillows spec & quantityn.Review carpet cleaning contracto.Review cleaning schedulesp.Review job descriptionq.Review oganisation chartr.Review uniforms quantity & conditions.Uniforms orderingt.Review uniforms policyu.Review pest control contractv.Review valet pricesw.Review guest storage policiesx.Review policy of fruit baskety.Review policy for flowersz.Review procedures – mini baraa.Review all formsbb.Review room set upcc.Review suites set updd.Review par stocksee.Identify areas requiring concentrated cleaningAction by Starting date Completion date ff.Review PA cleaning schedulesgg.Review duty rosterhh.Review emergency proceduresii.Review laundry volumejj.Review laundry budgetkk.Review valet pricesll.Relaunching & rebranding action planmm.Review Operational manualnn.Review house plant maintenance contractoo.Review outside window cleaning procedurepp.Review lost and found policiesqq.Review list of all guest supplies, apply Accor standardsrr.Review par stock for flow partiesss.Review guest room layouttt.Rebranding budget reviewuu.Review layout of floor pantryvv.Review keys policy requirements per areaww.Check bed configuration chartxx.Check room types chartyy.Review cleaning standardzz.Review service standardaaa.Costing guest suppliesbbb.Review guest floor pantry set upccc.Review mini-bar set upddd.Review maid cart set up•Laundry•assess laundry manager•review laundry job descriptions•review operating procedures•review organization chart•review manning guide•review training program•review training schedule•review all equipment•review all FF&E•review list of guest supplies•review list of forms•check license for laundry•rebranding action plan•relaunching date•check equipment warranty record if applicable•review maintenance program•review procedures valet shop•review job descriptions•review laundry prices•check quality & stock of chemicals & lists•review safety program•hotel survey of hotel charges•review uniforms stock•review cleaning schedule•survey waste disposal•check steam & electricity supply•review labor law•review all kitchen & bakery equipment & utensils•review all cleaning equipment•check quality, stock and supply of cleaning chemicals•check musical instruments•check printing material•check canned dry food•check beverages•check food items fresh•review pool functions•linenAction by Starting date Completion date•audit on condition of all mattresses•audit on cond ition of all TV’s & associated equipment•audit TV reception•review satellite/cable TV provider contract•Mini bars3.0 Takeover and RebrandingThis segment of the critical path deals with the rebranding plan. It consists of listing all the physical areas requiring close attention that can be monitored on a twice-weekly basis, on the progress report. All items mentioned on this section should be similar to the one mentioned in the progress reportExample:Executive officeAccounting officeGeneral storeSteward storeStaff canteenGuest rooms 16/FAll the mentioned areas should state the starting date of the monitoring of the status of the rebranding and the projected completion.4.0 Formulate Critical PathThe Data formulated in the Tasks Assignment Check List is to be used as the base for the formulation of the “Critical Path” report.The first thing to establish is the Relaunching date of the Hotel.Secondly, the data from the tasks assignment check list is transferred into the critical path with reference to the rebranding of each area and ultimately the relaunching date. Formulate a Grid sheet which contains all the critical path with a section for each department using the legends of:•Starting Date•Progress•Delay•Completion Date•Late Completion•Relaunching DateAll tasks should be monitored and updated twice weekly with a review meeting for all concerned.Whilst this may seem a tedious and time consuming exercise it will ensure that each area of the Hotel is fully ready to be Operational on the Relaunching Date.Note: The Critical Path should be formulated in a Data Base Software format as per the example attached to allow the efficient, Any Date Order, or Person Responsible, Sorting.•List of rebranding reports and meetings to be formulated •Twice weekly critical path meeting minutes•operational meeting weekly minutes•design and printing weekly minutes•F&B twice weekly meetings minutes•weekly progress report•Weekly minutes of relaunching ceremony meeting•Weekly minutes of sales department•Monthly sales report to corporate office•Weekly forecast meeting•Weekly minutes of purchasing department•Weekly minutes of accounting department•Monthly controller’s report to corporate office•Monthly reports to corporate office should include the following topics•Overview of progress of rebranding•F&B report•Financial•Engineering•Sales•Rooms department•P.R.•Monthly design meeting with designer•Post relaunching weekly project meeting6.0 Monthly progress reportThe monthly progress report should be formulated by the hotel GM/Take Over Task Force Manager/Engineering team/DOSMIt should contain progress on rebranding plus recruitment progress of key staff, Owner related issues, marketing activity, financial status.•Policies and Procedures•Rooms Division (as per ACCOR Operations manuals)SOP LSOP •VIP Policy•Guest privacy•Log book•Maintenance requests•Guest illness•Pets & animals•Guests’ complaints•Uniform•Staff general grooming & behavior•Pagers•Daily briefing•Staff performance appraisal•Interview and recruitment•Work schedule•Stock requisition•Entrance and lobby security•Parking zone security•Staff entrance control•Video security•Patrol•Security supervisor•Divisional accounting procedures•Reservations section•Reservations filing•Geographic code•Market segment code•Reservations forecasts•Reservation operation•Telecom operation - Telephone answering •Wake-up calls•Guest phone inquiries•Emergency guest assistance•Pager system•Staff phone calls•Telecom revenue control•Incoming facsimiles•Booking and charging•Front office reception•Guest check-in•Group check-in•Guest room change/move•Guest check out•Front office cashier•inquiries and messages•guest relations officer/asst. managers•VIP arrival and check-in•Concierge•Concierge check-in duties•Concierge check-out duties•Group luggage handling•Concierge room change duties •Communication board•Doorman and porter•Guest luggage storage•Hotel vehicle maintenance•Hotel vehicle operation•Shift start•Lost and found•Guest complaints handling•Walk through•Daily room inspection•VIP guests•Group arrivals•Folio checking and skipper handling •General maintenance and repair •Guests’ item storage•Guest room double – locking •Safety deposit box breaking•Clinic & medical service•Accident/incident handling•Guest property loss/damage/ handling •Guest room missing article allegation •Disturbance & dispute•Fire alarm & report •Housekeeping / staff communication •Housekeeping / guest communication •Master key•Trolley set-up•Guest room general cleaning sequence •Bed making•Bathroom cleaning•Bedroom cleaning•Turn-down service•Do not disturb display•Guest complaints & requests •Executive & public area cleaning •Linen control•Room inspection•Bathroom inspection•Baby sitting•Lost and found•Guest laundry presentation •Laundry order taking•Laundry valet service•Guest laundry check sequence•Dry-cleaning sequence•Guest garment finishing quality control •Sorting function sequence•Sorting categorization•Linen processing•Washroom function sequence•Drying – area function sequence•Flat work function sequence •Uniform laundering process •Laundry daily operation•Unsanitary laundry pickup•Linen management•Damaged laundry•Laundry record•Linen chute•Fire safety policy•Smoke detector network•Sprinkler network•Hose cabinet preventive maintenance •Manual call point•Fire extinguisher preventive maintenance •Fire control panel•Fire pumps•Fire pumps preventive maintenance •Fire stairs evacuation system•Alarm-activated devices•Fire detection•Evacuation procedure•Security evacuation•Human resources evacuation •Finance evacuation•Sales & marketing evacuation•Public relations evacuation•Rooms division evacuation•Kitchen evacuation•Food & beverage outlet evacuation •Room discount policy•Rooms advance deposit•Rooms double lock•Rooms found vacant•Spare key card request•Change of guest room lock•Damage to hotel property by guest•Valuables left unattended in guest room•Complimentary room•House use accommodation•House use limousine•Missing amenities in guest room•Night visits7.0 Employee StandardsThe purpose for specifying standards for each department within the Hotel is necessary so that Employees know what is expected and accomplished by the standard. The responsibility of the General Manager is to identify who, in the organization, will be held accountable for the implementation and adherence to the Policies.7.1 Manning GuideOnce performance standards have been established for all positions within the Hotel and all Job Descriptions have been formulated the number of positions required for each specific area of the Hotel can be drafted. Each position should be established in relation to the size and operational requirements of the area and finally reviewed in conjunction with the Budget.7.2 Recruitment ScheduleFollowing the completion and approval of the Manning Guide comparison canthen be made to the actual situation in the hotel and the following action can betaken:-•Establish staffing levels – organisation chart•Number of employees per position•Increase or reduction of existing staff levels as required in accordancewith local labour laws•Commencement of relative training programs•Any special or extraordinary circumstancesThe recruitment schedule of any personnel, especially Senior Management positions, should be as per the rebranding schedule however for take over situations, it is likely to be required ASAP in order to carry out the rebranding requirements within the set time frame.•Performance StandardsThe system is based on the establishment of specific standards of performance for each group of each Department within the Hotel.Non Production Groups:These positions do not vary with the volume of Business had by the Hotel, such positions as Department Heads, Assistants, other Supervisory and Clerical positions.Production Related Groups:This Group will be determined by established performance standards and as such reflect the projected volume of business, positions such as Floor Supervisors, Receptionists, Telephone operatorsDirect Production Groups:This Group defines positions which can directly fluctuate in accordance with the Highs and Lows of the Business volume and may include seasonal recruitment.The Performance standards for each of these Groups are measured as follows:Non Production Groups:The standard for this group is the result of a policy decision established for the Hotel based on its size, location and idiosyncrasies. Since the Position functions of this group are not controlled by established work standards it is important that each position be evaluated and reviewed on an annual basis to determine its actual requirement and contribution to the profitability of the Hotel. Positions in this group are:•General Manager•Resident Manager•Executive Assistant Manager•Financial Controller• E.D.P. Manager•Human Resources Manager•Etc…To evaluate the requirement of these positions each requires a detailed Job Description to be prepared including:❑Job Title❑Department❑Purpose and Responsibility❑Means for carrying out the responsibility❑Qualification required to fill the positionOnce the Job Description is complete for all positions within this group the individual work can be evaluated to determine the contribution to the Operation of the Hotel. Why is the Job done? Where is it done? By whom? And how long does it take?Once all Job Descriptions and analysis has been completed for this group they will be reviewed by the management committee to determine if they truly reflect the positions required by the Hotel for the volume of business in the current and coming year/s. Production Related Groups:Standards of performance for this group are based on the level of Occupancy, Number of covers served and the Volume of Beverage sales.Direct Production Groups:Standards of performance for this group are based as for the production related group, however are monitored and modified regularly to sustain the most cost effective production available. On the basis of established standards a manning guide is prepared for each department, or sub-department if necessary, within the Hotel. This guide outlines the number of non-production, production related and direct production employee required at the various levels of volume of business and would include an Organization Chart.In order to utilize the standards established in the Manning Guide a forecast for the coming three month period is prepared and updated monthly, using production standards a potential manpower requirement for each department and sub-department may be formulated. These requirements can then be reviewed and discussed and ultimately modified if necessary.Examples of production standards would be:Room Attendants 15 Rooms 8 HoursBell men 25 MovementsWaiters 20 Covers 2 HoursCooks 90 Covers 6 Hours Dishwashers 150 Covers 4 HoursFloor Supervisors 40 Occupied Rooms 8 HoursReceptionist 100 Arrivals 8 Hours7.4 Permits and LicensesThis standard should be a detailed list and explanation of all Permits and Licenses necessary for the operation of a Hotel in the area in which it is located.7.5 Emergency ProceduresThis standard should be a detailed presentation of the Emergency procedures to be followed in the advent of either a fire, disaster or situation requiring medicalurgency. It should also include a statement indicating each employee’sresponsibility to read, understand and if required, duty, in the participation of anemergency.7.6 Telephone NumbersThis standard should provide a list of Telephone numbers to be used forcontacting Management, senior personnel and Emergency Services in the adventof an Emergency. It should be kept up to date reflecting any changes in either the personnel involved, Telephone Numbers used or Emergency ServiceOrganizations.7.7 First AidMany Countries are now requiring that Hospitality Service Personnel be trained in the areas of Fist Aid giving. It is recommended that each establishment includesan acceptable First Aid Training course and qualification for selected Employees, including updates and refresher courses.7. 8 Security of PropertyThis standard should detail the required Security procedures in order to ensure the safekeeping of all Hotel property and Equipment, it should include responsibility, delegation, information on security systems and locking devices.7.9 Occupational Health and SafetyThis standard states the Employer’s position regarding Occupational Health andSafety and includes the pertinent provisions of Health Law for the Employeesreference. A copy of the Occupational Health and Safety Act can be obtainedform the local Health Department.7.10 Record KeepingFor Legal and Taxation purposes, it is important for certain records to beretained for a specified period of time. This standard should detail therecommendations of the Hotel’s accountant and Lawyer concerning thoserecords which should be retained, where they are to be stored, the length of timethey should be retained and disposal methods.7.11 Personnel ManagementThis standard presents an introduction to the Personnel Management and shoulddefine what Management’s general responsibilities are concerning all Employees.General responsibilities may include. Recruitment, Selection, Training, Appraisals,Delegating, Goal Setting, Motivating, Controlling and Scheduling, depending onthe organizational structure of the Hotel.7.12 Recruiting EmployeesThis standard should detail all the pertinent information concerning theInterviewing of potential Employees. This would include who will conduct theinterviews for specific positions, what details should be covered during theInterview, how the Interview will be evaluated and how the results will beprocessed.7.13 Employment ApplicationsThis standard should include an Employment Application Form and oncecompleted, its distribution for consideration by the Department Head concerned.It should also detail the retention of Applications on file and for how long they are to be retained and the subsequent replies to the Applicant.7.14 Employment of Relatives and FriendsIn order to ensure internal controls many operations have restrictions on theemployment of relatives and friends of present Employees. This standard shoulddetail the Management’s position regarding this so that all Employees are awareof and comply with this provision.7.15 Employment of HandicappedThis standard should reflect the Management’s position on the Employm ent ofHandicapped people and include any Anti discrimination Laws applicable within the region of operation which may be obtained from the Labor Law Office.7.16 Orientation ProceduresOne of the most valuable yet most neglected part of Employee recruitment isthe successful orientation of each Employee. This standard should detail theprocedures to be followed for the orientation of each Employee into theoperation, including who is responsible for the completion of the orientation,what is to be covered and by when it is to be completed, it should also includea detailed check list which is to be followed during the orientation.7.17 General Hours of WorkFrequently there is argument or confusion as to what constitutes the normaland actual hours worked by an Employee, this standard should detail andclarify the expected hours of work and what is considered normal workinghours for each level and position within the operation.7.18 AttendanceThis standard should outline the Management’s position c oncerningEmployees attendance and/or tardiness. Since non attendance and tardinesswill arise with almost all Employees at least once the standard should detailthe Employee’s responsibility in reporting his/her potential for absence orlateness and any disciplinary action which will result in unexcused absence orexcessive tardiness.7.19 SchedulingThis standard should define the Hotel’s procedure for creating the Employee’sworking schedules and the Employee’s responsibility for reading and adheringto the schedule. In addition this standard should include the procedurerequired for an Employee to change a posted schedule.7.20 Time clock and CardThis standard should define the Hotel’s procedure for recording work hoursand the use of the Time clock and Timecard. It should detail when anEmployee is to “Punch-in” and whether or not Employees are to “Punch-out”for meal periods and/or coffee breaks etc. and the procedure for completedTimecards.7.21 Salaries and Hourly RatesThis standard should define which positions in the Hotel will be paid on anhourly or salaried basis. This standard should also include provisions ofapplicable wage and salary legislation including minimum wage laws,withholding requirements and overtime pay policies.7.22 Pay PeriodsIn order to avoid confusion among Employees and in order to define the payperiods and actual pay day for the Hotel, this standard should outline thestandard pay periods for all Employees, weekly, fortnightly or monthly andhow and when the payments will be distributed, it should also include theresponsibility of the Employee for checking the payment and the procedure tobe taken in the event of a lost pay cheque.7.23 Employee MealsThis standard should detail which Employees are entitled to meal breaks,when these breaks are to be taken and the duration of such breaks. The mealand rest period standard should also include such factors as to acceptableactivities during these breaks such as smoking or leaving the premises.7.24 HolidaysThis standard should clearly establish the policy of the Hotel concerningobserved holidays and those which are paid or compensated for. It should alsodefine the Employee’s responsibility for attendance on those holidays whichare not observed by the Hotel.7.25 VacationsThis standard should define which Employees are eligible for paid vacationsand the amount of entitlement. It should detail the scheduling of vacations,whether or not vacation entitlement is accumulative and details of the varioustypes of entitlement such as maternity, annual, military etc.7.26 Leave of AbsenceThis standard should define the general rules applicable to all Employeesconcerning times when leave of absence may be necessary. It should includethe application process and who is to authorize such leave and anydisciplinary actions that would be taken in the event of unapproved leave ofabsence.7.27 Worker’s CompensationThis standard should outline the Management’s position regarding worker’scompensation and insurance, such as the eligibility of Employees for anyinsurance and Legal obligations of the Employer for the Department ofOccupational Health and Safety.7.28 Working ConditionsThis standard should outline the minimum requirements for maintainingacceptable working conditions within the Hotel. Specific subjects shouldinclude maintenance and cleanliness, personnel hygiene standards and theprocess for rectifying any hazardous conditions that may exist in the operation.7.29 Other BenefitsThis standard should state those Employees eligible for special benefits orentitlements and the exact nature of these benefits, such as Medical Insurance,Accident Insurance, Life Insurance, Provident Fund and any other benefitsoffered by the Hotel’s Management.7.30 General Rules of ConductThis standard should outline in detail the rules of conduct applicable to allEmployees’ of the Hotel. These rules will cover co-operation with Guest,fellow Employees and Management with regards to the execution of dutiesand should also outline the policies on areas such as Dress codes, Pilferage,Sanitation, Chewing, Smoking, Drinking, Gambling etc.7.31 Uniforms and NametagsThis standard should outline all provisions concerning the acquisition, use,cleanliness and repair of uniforms and nametags. In addition it should specifyany financial assistance that will be given by the Employer for themaintenance of uniforms and adversely any deductions that will be madefollowing the loss or blatant destruction of uniforms.7.32 Personal AppearanceIn the Hotel industry, the appearance of each Employee is paramount to theoverall quality of guest service and the projected image of the Hotel. Thisstandard should clearly define the requirements of Employee appearanceincluding areas such as the use of jewelry, bathing and sanitation requirements,hair grooming, the use of make-up, nail polish and any other practices thatmay require control.7.33 SmokingThis standard should define the Employee Smoking policy of the Hotelincluding when and where Employees may and may not smoke and thedisciplinary action taken for violations of this policy.7.34 Alcohol and DrugsThis standard states clearly Management’s requirement that no Employee mayuse Alcohol or Drugs whilst on the Hotel premises or be under the influenceof either when reporting for duty.。