Associate Development Program Manual pdf
Associate Development Program Manual
These Associate Development Program materials are the property of Starwood Hotels & Resorts Worldwide, Inc. and are for the exclusive use of Starwood authorized associates.
Any distribution of these materials, or divulging their contents to others without the expressed written consent of Starwood Hotels & Resorts Worldwide, Inc., is strictly prohibited.
Issued to: ______________________________________________________
Signature: ______________________________________________________
Date: __________________________________________________________
Hotel: _________________________________________________________
Trainee Manual
2008
Congratulations
Dear ADP Trainee,
Congratulations on being selected to participate in the Associate Development Program. Through your job performance, teamwork and dedication to our guests you have shown that you have the attitude, experience and talent necessary for career growth and success at Starwood.
We believe that our associates are an essential part of our business success. That is why we are committed to providing development opportunities to associates at all levels, making Starwood a place where everyone can reach their full potential. We are proud to welcome you to this program that will enable us to continue to develop our associates and promote talent from within the organization.
The Associate Development Program is designed to be tailored to your individual back- ground, experience, areas of interest and goals. Personal development is one of the most challenging and worthwhile endeavors and hard work is ahead. You will be responsible for creating and following your own training plan so that your and efforts will best help you to achieve your individual goals. In addition to the support and guidance of your Sponsor, Hu- man Resources team and hotel leaders, you will have access to other resources to help you gain the most from this experience.
The Associate Development Program is designed to help you achieve your professional goals, and to help us cultivate future Starwood leaders. We challenge you to make the most of this program, and ultimately of your career with Starwood.
Strategic Staffing North America Human Resources Starwood Hotels & Resorts Worldwide, Inc.
Assoc ia t e De ve lopm e nt Progra m Ove rvie w
Goals of the Starwood Associate Development Program are:
Provide a mechanism for the development of talented associates
Increase our company’s ability to grow and change faster and more efficiently than our competitors
Accelerate the processes for the identification, development and retention of talent for supervisory and management positions
Provide each hotel the flexibility to meet their individual staffing and succession planning needs
The Associate Development Program is a 6-month development program designed to pro- vide learning and skills-building to create a platform for the advancement of internal Starwood associates at the line and supervisory levels into positions of greater scope and responsibility in the organization. Trainees dedicate one day per week to their development activities while still holding their full time roles throughout the 6 months.
Y our Sponsor
A Sponsor is like a mentor who offers help and advice, and more. Your Sponsor, along with your Director of Human Resources, will work with you to ensure you have the ability to bring together the resources, people and the time to reach your learning goals.
A Sponsor is assigned to work with you during your training program to offer you feedback about your performance. They also collaborate with other hotel leaders to evaluate your training period.
Your Sponsor might be a department head or manager in your target department, a manager in another department or sometimes even your own direct manager.
Sc he duling
Trainees begin the program with two full days dedicated to training and continue with one development day each week for the duration of the 6 months. This weekly development day is coordinated with one’s direct manager and Sponsor. You will need to be as flexible as possible in order to help ensure that all priorities are met including operational demands and your own training needs.
You may need to alter the shift you normally work on your training day in order to be avail- able when opportunities, trainers, your Sponsor or resources are available.
Examples of When a Development Day May Need to Be Changed
If a Trainee’s typical “development day” is Wednesday of each week, and the hotel has a large group arriving that would necessitate that a Trainee works their typical shift, then the “devel- opment day” could be rescheduled for a different day that week.
If a Trainee’s typical “development day” is Wednesday of each week, and there is a particular training class being offered at the hotel or within the region on Thursday of that week, then the “development day” could be changed to accommodate the Trainee this week balancing the needs of the hotel with available development opportunities.
Com m unic a t ion
Communication is critical to ensure a successful program for each Trainee. The chart below outlines the recommended schedule for feedback sessions with Human Resources, Sponsor and Trainee.
Program Orientation
Introduction to Program Initial Meeting: Before
DHR + Sponsors = Trainees
Map out first 90 days Program Start
Sponsor + Trainee
End of week 1
DHR + Trainee
Check-in Validate/Adjust/Plan next
45 Days into program
Trainee + Sponsor (Formal)
90 days
90 Days into program
Trainee + Sponsor (Formal)
Validate/Adjust/Plan Mid- Program PMP
Collect Trainee feedback, ends
1 month before program
DHR + Trainee + Sponsor
PMP Discussion End of program PMP
DHR + Trainee
“Career Call”
De ve lopm e nt Goa ls
Although there is no guarantee of promotion at the conclusion of the training, the program is designed to provide development which will promote advancement to specific levels within our hotels.
Level 1 – Line Associate to Supervisor / Coordinator or New Department (Actual titles may differ based on type of hotel, brand)
Examples: Front Desk Agent to Front Desk Supervisor Room Attendant to PBX Agent Room Service Cashier to Room Service Supervisor Banquet House Attendant to Catering Coordinator Cook to Banquet Chef General Maintenance Engineer to Engineering Supervisor
Level 2 – Supervisor / Coordinator to Assistant Manager / Manager or New Department (Actual titles may differ based on type of hotel, brand)
Examples: Engineering Supervisor to Engineer Manager Guest Services Coordinator to Front Desk Manager Stewarding Supervisor to Front Desk Supervisor Stewarding Supervisor to Stewarding Manager Purchasing Supervisor to Purchasing Manager Outlet Supervisor to Outlet Manager Front Desk Agent to Housekeeping Manager
Cre a t ing Y our T ra ining Pla n
Your training plan is designed to help you develop the necessary knowledge and skills for your target position, and is created with the input of your Sponsor. Your training plan should identify what you need to learn, how you are going to learn it and when you are going to learn it. Follow the process below when creating your training plan:
What do I need to learn?
ADP Training Goals & Resources: Review this sheet and identify the knowledge and skills that will help you develop toward your career goals. Think about what your devel- opment needs are and discuss them with your Sponsor. Consider the categories listed: operations knowledge, computer skills, communication skills, etc., and determine which of those you need to focus on. Also review the Operations Checklists in this manual and determine which of these are important. These are your learning goals. Learning goals are individual. You may have great computer skills and do not need additional training in that area, but do need to improve your communication skills. Or, you may have great communication skills and a lot of experience in food & beverage but rooms is your goal, so need a lot of time focusing on the rooms operation. As each person’s development needs and career path will differ, so each training plan will also differ. You may also feel that you need training in an area that is not covered in any of the ADP materials, and if so, speak to your DHR and Sponsor about including them. You may want to perform ca- reer interviews to find out more firsthand from the people who currently hold the position that interests you. Your Sponsor has a worksheet in their manual that you can use.
How do I learn it?
Once you know what you need to learn, identify the resources and activities that will help you reach your learning goals and estimate how long it will take to complete each activity. Some suggestions of classes, resources and activities are listed on the Development Center Activities Sheet and inside this manual, Training Resources, starting on page 7. Also, review the Operations Checklists, pages 21-68, and identify which specific items will be part of your program, working with your department trainer. All of these activities serve as the foundation for the creation of your training schedule.
Some activities have associated costs. Please discuss with your Director of Human Re- sources how approval will be sought for those types of trainings.
When do I learn it?
Create your training schedule, working with the department head/manager of your target department. (This could be your Sponsor, your current manager, or another person.) A training schedule should include what you will do during each of your training days. You may need to create more than one to cover the length of your training and to make changes as you progress through the program.
People are most successful making changes in their behavior and skills when they incor- porate what they learn on a daily basis. To achieve the highest level of success as an ADP Trainee you will need to dedicate time and effort during your training day, outside of work and also to apply new skills while performing your normal job.
Below are a sample pages from a training plan.
T ra ining Re sourc e s
The types of development activities and resources of this program include the following:
1. Operations Knowledge / Operations Checklists
These checklists can be used in a few different ways.
1. Target is Home Department: Determine your training goals in your target department when your target department is your home department. In this case, you may not need to focus on many of the items on the lists. Your department trainer (Sponsor, current manager, other trainer) will help you determine which you should focus on.
2. Target is Other Department: Determine your training goals in your target department when your target department is not your home department. In this case, you may need to focus on a lot of the items on the lists in order to gain a good understanding of a new department. Your department trainer (Sponsor, department head or man- ager, other trainer) will help you determine which you should focus on in the column titled “Trainer Recommended
3. Cross Training: Supplement your training goals in a department other than your target department. In this case, you may want to focus on the departments that work most closely with your target department.
In the first column in each department section, working with your trainer, you will indicate which specific items will be included in your goals. Your Sponsor and/or departmental trainer will initial in the final columns to acknowledge your level of comprehension, learning, and un- derstanding. The checklists are not an exhaustive list, and will likely be supplemented with other department trainings.
2. Leadership Experience
There are several ways a Trainee can gain valuable leadership experience throughout their development.
Examples: Run a GSI committee or sub-committee Run an StarVoice committee or sub-committee Facilitate a department meeting or part of a meeting Conduct a training session for your department Participate in a task force assignment in another hotel Serve as your department’s designated trainer for new hires
3. Leadership Exposure
There are several ways a Trainee can gain valuable leadership exposure throughout their development.
Examples: Attend an Executive Committee meeting Attend a Productivity Meeting Attend a capital budget-planning meeting Sit in on a conference call Attend a six sigma council meeting Attend the hotel’s Operations meeting Attend a Manager’s meeting
4. Computer Training
There are several ways a Trainee can improve their technical competency. Most likely Train- ees will focus on a specific program or software required in their desired next role within the organization.
Examples: Learn Delphi (Sales & Catering) Learn TLPE (Revenue Management & Pricing) Learn Lightspeed / Galaxy / GEAC / Fidelio (Rooms) Learn Hotel Expert / StarGuest Learn MS Office Learn SAP (HR & Accounting) Learn StarSource/e-Procurement (Operations) Learn StarFinder/e-Recruitment (HR) Learn MICROS (F&B)
5. Project Assignment Exposure
Taking the ownership for managing a project will help to build unique skills and can provide an opportunity to demonstrate measurable results. Projects should be defined with the Spon- sor and project owner and should be presented to the Executive Team upon completion.
Examples: Sponsor a Six Sigma Quick Hit Analyze market share data for Sales / Revenue Management Analyze pricing data for Revenue Management Analyze turnover / staffing trends in HR Analyze monthly P&L Serve as “Project Manager” for a hotel capital improvement
6. Property-Based Soft Skills Training & Classroom Training
Training courses offered may vary from hotel to hotel. It is recommended that you speak to your Director of Human Resources to learn what training courses will be offered at your hotel and what other additional courses may be offered at other hotels within your area. It is rec- ommended that you explore training courses offered beyond your hotel as it may expose you to unique learning opportunities.
Examples: Service Culture Manager Modules Behavioral Interviewing Training Progressive Discipline Training Labor Relations Training
Financial Training Train the Trainer Workshop Coaching & Recognition Training
Supervisory Development Training Guest Service Training Performance Management Training Presentation Skills for Trainers Workshop
Leadership Training
7. Function Based
In some cases, there are specific training courses that may be recommended within your function.
Examples: ARRIVAL (Rooms) ABC’s of Housekeeping (Rooms) Wine Buzz (F&B)
8. Certifications
In some cases, there are specific certifications that may be recommended within your func- tion.
Examples: PHR of SPHR (HR) CPA (Accounting) Boiler’s License (Engineering) CMP (Sales & Catering) FSD (Security / Engineering)
9. Starwood Development Center
The Starwood Development Center is a great resource to find training resources of many types including on-line classes, on-demand learning, books, videos, etc. Some recommen- dations, specific for ADP Trainees, are listed on the Development Center Activities sheet. The categories listed correspond to those on the ADP Training Goals and Resources sheet.
Click “Catalog” to display a list of courses
OR Enter search term and “Go”
Once you have found your desired course or resource, Click “Register” and you can take the On-Demand Learning course now or later.
Now the class is available to launch when you click on the green arrow, and will later appear on your home page for you to access at will under “Current Training”
Technical Problems? Check with your Human Resources Department to ensure you have proper
access. After you confirm you have proper access, email developmentcenter@starwoodhotels.com
10. Personal Training Journal
A Personal Training Journal is a supplemental and very useful way for you to monitor, build and reflect upon your training and personal development. The primary objective of a Per- sonal Training Journal is to help you do the following.
• Become more effective, independent and confident self-directed learner • Encourage self-awareness and critical thinking • Understand how what you learn relates to wider contexts such as your current
and target positions • Improve your general skills for study and career management
• Articulate training goals and evaluate progress towards their achievement
Your Journal is a placed where you can track meetings with managers and your Sponsor, the results of feedback sessions, your own observations about what you have learned and your feelings about your development. It can be a place where you jot down the topics you would like to discuss with your Sponsor at your next meeting, or make notes from your online train- ings. It need not be shared in any formal way but certainly can be in order to share your ex- periences with others, especially your Sponsor.
Ge ne ra l Guide line s for your T ra ining Pe riod
1. Be committed to your development. Change is not easy and will require a lot of time and effort. Take full advantage of your training period. Don’t expect your de-
velopment to happen only during your training day. Just as in school, home work is required to learn many things well. Plan time in your personal schedule for reading, personal reflection, reviewing notes, attending classes, etc.
2. Pay attention to how the managers around you train, direct and motivate their staff. Most good leaders learn from other good leaders.
3. Take “ownership” of assignments given to you. Remember also that your learning is often self initiated and you may need to seek out projects and assignments. Take on other assignments that could benefit from your efforts and that offer you a
learning opportunity.
4. Get to know new areas of your hotel physically. Tour each room type, visit the out- lets, the spa and dine in the restaurant. Experience it as a guest. Get to know your
city, its amenities, transportation options and events.
5. Get to know new associates at your hotel. Learn how you will be interacting with each person and department in your target position. How will you need them to ac-
complish your training tasks and your future goals as a supervisor or manager? Ask them.
6. Educate other associates about the ADP program and the training you are going through. Their understanding will help them to support you in your goals.
7. Interact with guests at every opportunity, both on the telephone and in person. You do not have to be an expert on your hotel to be helpful. If a guest has questions
you cannot answer, find the answer and get back to them. If you refer their prob- lem or request to another person, still make sure you follow up to ensure the prob- lem was solved.
8. Find out what the issues, challenges or new initiatives are in your hotel. How do the various departments work toward universal solutions and goals?
9. Be sure to attend at least one operations meeting in each department even if you are not working in that department during the same week as its meeting.
10. Volunteer to take part in extracurricular activities to demonstrate your team support,
i.e. JDF Walk, volunteer events, customer events, etc. This is a great way to inter- act with associates in other departments and build relationships.
11. Take the time to read this manual and all other literature given to you such as em- ployee handbooks, forms or reports. Second-hand information can be incomplete.
Pe rform a nc e Ra t ing
At Starwood, associates are evaluated according to the competencies listed below. Your Director of Human Resources will work with you and your department head to establish your performance goals based upon the competency model below.
Please speak to your Director of Human Resources for a complete description of the Performance Management Process (PMP) and if you have any questions regarding your evaluation procedure.
H ot e l T e rm inology Guide
Many departments have their own unique vocabulary and if you are not familiar with it, it may take a little time to understand what fellow associates are referring to.
Sample Jargon
“What was your GSI last month?” “Did you send that memo to the DHR, FOM, or GM?” “What’s the SAP number for that property?”
The following includes some common terms encountered in a hotel.
In general these terms are to be used in conversation with fellow associates, NOT with guests.
AAP
Affirmative Action Program
Adjacent Rooms
Rooms next to one another with no connecting door
Air Walls
The folding wall system found in meeting room, banquet rooms and ballrooms
Amenity
A gift for a guest requested by guest or management, e.g. fruit basket
Arrivals Report
List of guests with reservations for arrival on specific dates with special re- quest information
Associate Satisfaction Index/Employee Satisfaction Index, now called Star-
ASI/ESI
Voice
AIP
Annual Incentive Plan
Back-up Report
Daily report containing all computer information in case of computer failure
Bank
Each associate/manager who deals with cash transactions is assigned a float/bank which remains their responsibility during their employment
BAR
Best Available Rate
BEO
Banquet Event Order
Black Belt
Six Sigma leaders
Block
Room/rooms held for specific guest/group on specific date(s) Registration card holders that contain all guestroom information and guest
Bucket
signatures
Bucket Check
The file where guest registration cards containing such information as room number and rate information are maintained
CIA
Cash In Advance; status of guest who must pay in advance for products and services
Coffee Break
A detailed separate listing that outlines all coffee breaks scheduled for guests
Schedule
that day; also can be list of scheduled break times for staff
Confirmation
Written notice from hotel or Central Reservations Office to a future guest to confirm reservation
Connecting Rooms
Adjacent rooms that have connecting doors
Cover
A guest in Food & Beverage
CRO
Central Reservations Office
Daily Event Sheet
List of all group activities and meetings occurring in the hotel each day
Daily Flash
Daily News Letter circulated to provide information to associates regarding VIP’s, key events, hotel happenings and other news.
Day Use
Refers to guest checking in and out on the same day
Dead Move
Transfer of guest luggage from one room to another when guest is not pre- sent
Computer application used by Sales and Event Services to book and manage
Delphi
events and banquets
Departures Report
List of all registered guests scheduled for check-out on a specific day
Deuce
Party of two or a table of two
Discrepant List
A list of rooms where Housekeeping and Front Desk disagree on their status (e.g. vacant/occupied – clean/pickup)
Direct Bill
Practice of sending the guest a bill after he/she has checked out
Distributions
Room-to-room delivery of amenities or literature for which a fixed charge is negotiated
DMAIC
The Six Sigma methodology (Define, Measure, Analyze, Improve, Control)
Double-Double
Two double beds in one room
Double Occupancy
Percentage of rooms occupied by more than one person
Double Room
When two or more guests use a room or suite
Due-Out
The room is expected to be vacated that day
Early Arrival
The early morning arrival of a guest for which specific arrangements must be made
EBITDA
Earnings Before Interest, Tax, Depreciation or Amortization
ED List
List of Guests expected to depart
ETA
Estimated Time of Arrival of a guest for check-in
Express C/O
Express Check-out
Extension
Authorized change of departure time or date beyond posted check-out time
FIDELIO
A front office property management system, most Starwood hotels use Gal- axy/Lightspeed.
Floor, The
The “Front” of the premises where guests are present; the front of the house.
Folio
A guest’s hotel account that indicates all charges and payments
Forecast
The number of guests expected for a given evening or event
14-Day Report
14-Day Availability report forecasts guestrooms sold for the next 14 days
Front
The first person in rotation for rooming or bringing guest luggage down A front office computer system; the property management system (PMS),
Galaxy
sometimes called GEAC; the most recent version of Galaxy is web-based and is called Lightspeed.
GM
General Manager
Green Belt
A Six-Sigma trained individual who assists in projects in addition to their day to day Management Role
Group Rooms
List of Rooms that are blocked for a group arrival
GSI
Guest Satisfaction Index; usually compiled from guest reply cards
Guaranteed Reser- vation
A reservation that is guaranteed by credit card and held for late arrivals
Guest Folio Balance Report
Report of each guest account balance
Guest History
Records detailing a guest’s previous visits and noted preferences
Guest Special Re-
List of special guest requests such as room types, location, cribs in rooms,
ports
etc.
Head Table
Table used during meal or meeting to bring attention to the main attraction at
a function
Heart of the House
The active, behind-the-scenes areas of the hotel where most associates work; formerly called “the Back of the House”
HOT
Starwood Hotels & Resorts Worldwide ticker symbol on the New York Stock Exchange
House Count
The occupancy of the hotel/resort at any given time of day
HSI
The Point of Sale computer application used to generate and post checks in the Food & Beverage Department
HVAC
Heating Ventilation and Air Conditioning
Interface
The transfer of data from one independent computer system to another inde- pendent computer system e.g. from restaurant POS to guest accounts
Key Audit
Review of the numbers of each guestroom’s keys on hand
KeyTrak
Security program used to issue keys to guests and associates
Late Charge
Charge posted to guest’s account after the guest has checked out
Late Check-out
The additional time allotted by the hotel after normal check-out time
Life Safety Systems
The fire alarm, fire sprinkler, smoke detector and evacuation systems of a hotel
Linen (Food & Bev- erage)
Napkins, tablecloths, place mats, rugs
Linen (Guestroom)
Sheets, bath towels, wash cloths, hand towels, bath mat, bath rug
Live Move
Transfer of guest luggage from one room to another when guest is present
Log Book
A notebook used to relay information to workers on a subsequent shift
LRA
Last Room Availability
Lashner, Rush & Associates , Starwood’s external vendor who conducts sur-
LRA
prise inspections to ensure standards are being upheld.
Mock Table
An example Banquet table used to demonstrate setup
MOD
Manager on Duty
MPSI
Meeting Professional Satisfaction Index
MSDS
The Material Safety Data Sheets stipulate proper uses of cleaning supplies
NAD
North American Division in Starwood
No Show
Guest who has a guaranteed reservation but who does not arrive as sched- uled and is charged one night
OC
Room that is occupied and clean
OD
Room that is occupied and dirty
OEM
Overtime Eligible Manager
OFF-Market room
An Off market status may be assigned to a room when it is only temporarily unusable (e.g. carpet shampooing)
OOO
Out of Order designates rooms as closed for maintenance
Package
Combination of room, meals or other services sold for one price
P&L
Profit & Loss report
PAF
Personnel Action Form
Parlor
Guestroom furnished primarily as a sitting room or used for hospitality pur- poses
Party
A particular group of guests
PMIP
Performance Management Incentive Program
PMP
Property Management Performance
PMS
Property Management System; used by the front office
PO
Purchase Order
POS
Point of Sale; electronic cash register used by the food and beverage em- ployees
Pre- Function / Pre-
Meeting preceding each function/conference wherein all pertinent information
Conference Briefing
and questions are addressed about the function
Pre Register
Refers to a guest whose registration was pre-arranged; room assignment has been completed prior to guest’s arrival; also called pre-reg.
PTO
Paid Time Off
Quoted Rate
The confirmed rate specified on the confirmation, which the hotel is bound to provide the guest, regardless of availability
RA
Room Attendant
Rack Rate
The full room rate charged for a certain room; retail rate
Reach-In
Small refrigerator, usually behind the bar or in the kitchen, where juices, sauces, etc., are stored for service access
Rebate
Crediting or removing charges from a guest account; changes in the guest’s favor
Refresh
Re-servicing a meeting room during a break; replenishing water, glassware, candy, etc.
Register
Process by which the guest and hotel finalize a room rental agreement and departure date and the guest is checked into hotel
Request
An arrangement for which room accommodations are sought in advance
REVMAX
Revenue Management of guest rooms and/or meeting space
REVPAR
Revenue Per Available Room
Rollaway Bed
A portable, single bed that accommodates an additional Guest A process to reset all the digital locks within a property rendering all previ-
Roll the House
ously cut keys (including master keys) useless Room type usually indicating the type bed NK – Non-Smoking King Room KG – Smoking King Room
Room Type
NQ – Non-Smoking Queen Room QN – Smoking Queen Room ND – Non-Smoking Double Room DD – Smoking Double Room (If a C is inserted, this indicates the room is on the club floors e.g. NCK is a
Non-Smoking Club King Room)
Rooming List
List of names sent by travel agent or group organizer to the hotel with infor- mation about persons occupying the block listing
SAP
Payroll system
Second Effort Log
Log that records guest problems and correctional actions taken
Section
A block of rooms on a floor assigned to a Room Attendant (e.g. Lisa in Sec- tion A on Floor 23 has Room 1 to 14)
Single Rooms
One person in a room, regardless of bed type
Site Room
A room that is used by Sales to show clients a typical room type
Six Sigma
Starwood’s process improvement program
SMARTS
Sales Management and Revenue Tracking System
SMC
Star Meeting Concierge
SPG
Starwood Preferred Guest
StarGuest
A program used to track and dispatch customer requests and complaints
StarSource
Program used to generate PO and order supplies
StarwoodOne
Starwood’s Intranet system (www.starwoodone.com)
SPP
Starwood Preferred Planner
SSP
Sheraton Service Promise
StarVoice
The annual online satisfaction survey completed by all Starwood associates, formerly called Associate Satisfaction Index (ASI)
Station
A particular work area
Stay-Over
Guest extending his/her stay beyond the original departure date
Straight Up
Any drink or liquor served without ice or with the ice strained out
Suite
An accommodation consisting of one or two bedrooms and a connecting sit- ting room or parlor
Schoolroom 6'x18", 8'x18" Six-foot 6'x30" Eight-foot 8'x30"
Tables
Half-moon Half circle Quarter-moon Quarter circle Cocktail Round 30" high; 36" d ammeter Rounds of Eight 66" or 72" round table with 8 chairs per table Rounds of Ten 72" round table with 10 chairs per table
An opportunity for the staff to see and taste food that is offered on the menu
Taste Panel
for that evening. The taste panel instructs the staff on how food is prepared and how it is to look
Ticket
Another name for Check (used predominately in the Kitchen)
TimeSaver
Payroll System used to track employee hours
A turn refers to the process by which a meeting/banquet room undergoes a
Turn or Tight Turn
complete changeover from one function to the next. Tight turn refers to those times when the changeover must be completed in a limited amount of time
A form that describes how the food is portioned and presented on the dish; a
Use Record
contract between the kitchen staff and the dining room staff
Starwood sales information network contains Starwood Directories, Sales
TEAM HOT
Library, GSO key accounts and property news. www.teamhot.com, password required.
Upgrade
A situation where a guest is given a higher priced room at no extra charge above the original, confirmed rate
When a server or front desk agent or another associate helps a customer
Upsell
decide to buy a little extra or “up-grade” slightly to a better beverage, a better room, etc.
VAC
Vacant Room VC Vacant Clean; a guest room that is vacant and clean VD Vacant Dirty; a guest room that is vacant and not yet cleaned
VIP
Person designated by management to receive special attention and treatment
VM
Vacant Maintenance; guestroom that is out of order for maintenance Document issued by travel agent or tour company that bears a specified
Voucher
amount in pre-paid dollars used as proof of purchase for lodging or F&B in the hotel
VP
Vacant Pickup; a guest room that has been occupied briefly and will therefore require less work than a VD room
Walk/Relocate
A guest with a reservation who is relocated to another hotel because the hotel is sold out
Walk-In
A guest arriving at the hotel and requesting accommodations without having made a reservation
Weekly Events
A list of all group activities and meetings occurring in the hotel for each day
Sheets
during a given week
Who Guest
A ‘Who Guest’ is assigned to a room when Housekeeping say the room is occupied however Front Desk do not have a record of a Guest in that room
Xtend
Program used by operators to transfer guests to the appropriate extension
Orga niza t iona l Cha rt
The organizational structure of a hotel depends upon its size, location and business focus. Your hotel may have its own property-specific organization chart. Please obtain your hotel’s organizational chart from your Director of HR and/or General Manager.
General Manager/ Area Managing Director
Director of Sales & Marketing
Director of Operations/
Controller
Director of HR
Hotel Manager
Director of Catering/
Food & Beverage
Convention Services
Director Director of Rooms
Director of Engineering
Executive Chef
Director of Six Sigma
Director of Revenue Management
A&G: Overview
The Administrative and General (A&G) function within the hotel incorporates the strategic planning of the operation, directs the human resources efforts, manages the financial report- ing, and includes the security function. Understanding how the A&G departments align with the operating departments to support the overall hotel is important. Each operating depart- ment is responsible for managing components of the human resources, security and financial functions.
The human resources function includes recruitment, selection, discipline, performance man- agement, training, development and termination in addition to the administration and record keeping requirements. Spending time in the human resources function will allow you to de- velop your skills and knowledge regarding placement and development of the associates on your team.
The security function includes safety, guest security, and loss prevention. Spending time in the security function will allow you to develop your skills and knowledge around hotel poli- cies, how to investigate a guest or associate incident, and the compliance with safe work practices within your department.
The financial function includes responsibility over scheduling and payroll, forecasting, budget planning, expense control, and revenue generation. Spending time in the financial function will allow you to develop your skills and knowledge in hotel accounting policies and practices, an understanding of how you can impact your revenue generation, an awareness of cost containment strategies, and an understanding of your department’s P&L.
A&G: Executive Office
CONTACT: General Manager/Area Managing Director or other appropriate department manager
Departmental Manager / Departmental Trainer to acknowledge the level of comprehension, learn- ing, and understanding of the knowledge, skills, and abilities outlined below. Ratings should reflect demonstrated competency.
Included in Plan?
Activity / Learning Goal
Introduc-
tory
Proficient Expert
Review the organizational chart for the depart-
ment Complete the Organizational Chart, filling in
names
Understand how and why the organizational structure has changed
Learn the hotel’s goals for current year Review the expectations of a Manager with GM Review the NFO World Group Guest Satisfac-
tion Index. What is the current GSI YTD? What is the goal?
Where are the biggest opportunities for im- provement? How can you help to drive business results?
Attend an Executive Committee Meeting Review the current hotel issues and challenges
What are the 3 biggest challenges facing the hotel?
Review the Manager on Duty program (if appli- cable)
Become familiar with the resources on the Star- wood ONE site
Understand basic navigation regarding NAD / Brands. Navigate to Hot Careers Attend a Six Sigma Council meeting Review hotel ownership and contractual obliga-
tions Review business cycle and overall hotel sched-
uling Review financial reporting for overall hotel Review owner relationship and contract Review strategic initiatives for the hotel Plan and schedule cross training for another as-
sociate with your Department Head based on the associate’s position and training needs in alignment with the hotel budget guidelines
A&G: Human Resources
CONTACT: Director of Human Resources or other appropriate department manager
Departmental Manager / Departmental Trainer to acknowledge the level of comprehension, learn- ing, and understanding of the knowledge, skills, and abilities outlined below. Ratings should reflect demonstrated competency.
Included in Plan?
Activity / Learning Goal
Introduc-
tory
Proficient Expert
Review the organizational chart for the depart- ment
Participate in a new hire orientation Speak to the new hire group and share your im- pressions of the hotel
Understand processes for handling applications, resumes, and position requisitions
Review StarVoice focus for the department, YTD
scores, and current action plans Prepare a PAF, place a job posting in e-
Recruitment ads in a local publication
Review local labor market Understands hotel’s successful referral sources
Demonstrate ability to conduct employment veri-
fications Review of employment laws and interviewing
techniques. Participate in interviews Understand the associate retention and rewards
programs Acquire an understanding of progressive discipli-
nary steps by sitting in on a coaching/counseling session
Review StarVoice process, results and action plans. Review you department’s specific ASI Ac-
tion Plan and develop one StarVoice goal for you to implement
Acquire knowledge of hotel policies and proce-
dures Demonstrate familiarity with labor union contract,
if applicable
Review performance feedback/review process (PMP)
Review transfer procedures Review SAP/HRIS system (if applicable)
Learn about the hiring challenges, solutions and
new initiatives for staffing your hotel
Process for paid time off/sick leave/personal days
Review the associate referral program, Star
Candidate Review the Talent Review Process Review the StarVoice Feedback Process Understand the hotel’s affirmative action plan
and diversity efforts
Review worker’s compensation history at hotel YTD. Review Be Safe efforts.
Calculate benefits as a percent of total payroll for yourself to understand impact of benefit changes and value
Review hotel training calendar and training plans Attend a Be Safe Committee Meeting
Understand the importance of open position
postings Review the hotel’s community involvement ef-
forts
A&G: Security
CONTACT: Director of Security or other department manager
Departmental Manager / Departmental Trainer to acknowledge the level of comprehension, learn- ing, and understanding of the activities and learning goals below. Ratings should reflect demon- strated competency.
Included
Activity / Learning Goal
Introduc-
in Plan?
tory
Proficient Expert
Review the organizational chart for the depart- ment
Understand the function of the Security Team Review emergency procedures (fire, accident) Understand the role of the manager-on-duty
Understand technology used by the security de-
partment including patrol, video surveillance, etc. Review GSI focus for the department, YTD
scores, and current action plans Review StarVoice focus for the department, YTD
scores, and current action plans Learn how hotel property and guest possessions
are secured
Lost and Found Policy Receiving of guest packages, luggage
Review the Life Safety Systems of the hotel Review procedure for investigating a guest inci-
dent Review procedure for investigating an associate
incident Review procedure for key control
(logs/accountability) SAFLOK System
Review procedure for issuing guest room
keys/verifying ID Review procedure for entering a guest room
Start of Shift Activity (Read Log Books, Get pass off from previous shift, Read Events Listings, Sign FSD Log)
Conduct lock interrogations (if applicable) Conduct property patrol Security response to wake-up calls Review Guest Loss Report
Responding to an intoxicated guest Involving the police / local authorities Review crowd control procedures for special
events Review the responsibilities of the Fire Safety
Director Learn how to report/investigate a guest injury
A&G: Finance
CONTACT: Controller or other appropriate department manager
Departmental Manager / Departmental Trainer to acknowledge the level of comprehension, learn- ing, and understanding of the activities and learning goals below. Ratings should reflect demon- strated competency.
Included in
Activity / Learning Goal
Proficient Expert
Review the organizational chart for Accounting Demonstrate the ability to interpret the informa-
tion contained in the daily, weekly, monthly and quarterly reports provided by the department
Review cash receipt procedures of payments received.
Follow the audit trail of checks into Accounts Receivables
Review GSI focus for the department, YTD
scores, and current action plans Review StarVoice focus for the department,
YTD scores, and current action plans Review hotel’s night audit procedures.
Develop the knowledge of proper payroll proce-
dures and requirements Assist in preparing a master bill Review the hotel’s credit policy Be able to explain the Accounts Receivable
Aging Reports Explain a Profit & Loss report
Review Purchase Order process and approval guidelines. Review your departmental ex- penses through Accounts Payable
Review your departmental P&L from last month in detail and report on your department to EC
Review techniques to “flex” your departmental scheduling based on forecasting and changes in business volume
Understand Centralized services provided by Starwood and related expenses to the Hotel
If a managed hotel, review summary of the management contract. Understand the relation- ship between hotel and owners, hotel and Star- wood.
Rooms: Overview
The Rooms Division is responsible for about 70% of a hotel’s operating revenue and provides a unique opportunity to learn. The primary purpose of the Rooms Division is to manage the flow of guests in/out of the hotel from pre-arrival through to checkout and beyond. The division is the primary interface between guest staying at the hotel and Starwood and has more opportunities to impact the guest experience than any other division. Guests’ impressions of the rooms Division experience often form their complete impression about the hotel and company.
Understanding the complexity of the systems which work behind the scenes to provide a seam- less guest experience is one of the most important aspects. Spend time developing your skills in performing the tasks associated with learning the systems. Equally important, guest service is the cornerstone of the division and present in each interaction. Servicing guests is a skill which requires repeated practice to develop and perfect.
building business through technology
Rooms: Front Office
CONTACT: Director of Rooms/Front Office Manager or other appropriate department manager
Departmental Manager / Departmental Trainer to acknowledge the level of comprehension, learn- ing, and understanding of the activities and learning goals below. Ratings should reflect demon- strated competency.
Included in
Introduc-
Plan?
Activity / Learning Goal
tory
Proficient Expert
Review the organizational chart for the depart-
ment Get a quick review of PMS Functions-Folios,
Status, Res, Oversold Tour each type of guestroom
Participate in blocking of rooms Assist with guest account administration:
changes, charges, etc. Learn the services/policies for a Starwood Pre-
ferred Guest Review Program Guide Understand the payment & credit procedures Review GSI focus for the department, YTD
scores, and current action plans Review StarVoice focus for the department,
YTD scores, and current action plans Accurately handle messages and describe pro-
cedure for handling different types of mes- sages, packages, faxes
Explain the procedure for handling malfunction- ing keys
Learn how information is coordinated with Res- ervations
Know the services that are offered by the Busi- ness Center and Gift Shop or other outlets
Learn procedures of Arrival 2001 Attend any and all staff meetings with manag-
ers Record and register wake-up calls Be familiar with the operation of the guestroom
key control system; make and change keys Learn Front Office Service Standards
Orientation Checklist
Rooms Division and Front Office Department Organization Mission Statement and Operation Philosophy Front Office Equipment and Layout Tour of Division and Department General Service Standards Club Level, Door, Bell, Valet and Concierge Services Brand standards
Associate Guide
Guest Service General Procedures Department Hours of Operation Terms and Definitions Hotel Policies Safety Guide
Starwood Preferred Guest Program
Program Guide Standards and Procedures Reports
Forms Employee Incentive Program Airline Partner Programs Starwood Preferred Planner Star Choice
Mail and Information
Handling Guest/Hotel Mail Express, Insured and Registered mail and packages Undelivered Express, Insured and Registered Mail and packages
Returned Lost and Found Mail and Message Services Guest Information Confidential Listings Facsimiles Flower, packages and Gift Deliveries Safe Deposit and Vault Procedures
Telephone Services
Work with Rapid Response or Service Express General Telephone Guidelines Telephone Guidelines – Incoming Calls
Courtesy Guidelines Types of Guest Messages
Telephone Message Delivery Handling Emergency Messages Voicemail System
Registration of Guests
Rate and Marketing Programs Hotel Room Types and Rates Suites and Parlors Credit Guidelines Locating and Errant Guest Reservation Paperless Check-In Starwood Preferred Guest Blocking Appropriate Room Selection Registering a Guest with a Credit Card
Registering a Guest with Cash/Check Walk-in (No Reservation) Registering Guest VIP’s/Pre-Registered Guest Registering Share-with Guests / Late Joiners Registering Guests on Tours, Groups and Packages Registering Day Early / Late Arrivals Room Not Ready FIT Vouchers Day Use Walking Relocations
Guest Account Administration
Room Changes Rate Changes Extensions Blocking Rooms Out of Order Rooms Forecasted House Count Request for Late Check-outs Posting Charges Credit Report-High Balance Restricting Telephones Restricting Movies Guest Lock Out Guest No Shows Room Room Status Discrepancies Filling the House/Sell-Out Procedures
Guest check-out
Departure Message Check-out with Credit Card Check-out with Direct Billing Check-out with Cash/Check Check-out FIT/Voucher
Express Check-out
Video Check-out Audio Check-out
Folio Tar-off Option Door Hangars
Mileage Points and SPG Star Points Disputed Rates and Charges
Cash and Bank Handling
General Cashier Check Cashing Cash Bank Issuance and Return Bank Audit Shortage Banking Out – Closing out Daily Work Preparing a Deposit Change Request Posting Over/Short and Checklist Special Accounts Handling
Night Audit
Night Audit Operations/Reports
Rate Discrepancy Processing Credit cards Media Balancing and Processing
Computer Down Procedures
Front Desk Responsibilities Housekeeping Responsibilities Rapid Response/Service Express Responsibili- ties F&B Outlet Duties System Restore Procedures Downtime Survival Kit
Management Controls/Administration:
Forecasting Rooms & Revenue Guest Room Inventory Control Scheduling and Labor Controls Financial and Capital Planning Direct Expense Controls Telephone P&L Garage P&L Laundry/Valet/Dry Cleaning Summary Income Statement Rebate Analysis Turnaway/Walking Reporting Cash Out and Short Receipts Security and Emergency Procedures
Handling of Credit Problems Understand relationship between front office
and sales, revenue management, and account- ing
Demonstrate appropriate service recovery
techniques Understand front office emergency procedures Understand forecasting of availability
Confirmation /cancellation numbers Credit policy / cash withdrawals Direct billing, group billing, third party billing
Understand various guest needs (corporate,
transient, group, leisure) Long-stay guests VIP guests Credit related problems Room status (VC, VP, VD, OC, OD) Understand administration of the Hot Rates
Program
Rooms: PBX/Communications
(Service Promise, Service Express, Whatever/Whenever)
CONTACT: Service Express Manager or other appropriate department manager
Departmental Manager / Departmental Trainer to acknowledge the level of comprehension, learn- ing, and understanding of the activities and learning goals below. Ratings should reflect demon- strated competency.
Included in