雅高酒店集团-管家部开业筹备手册

雅高酒店集团-管家部开业筹备手册内容摘要：

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 work Sprinkler work Hose cabi preventive maintenance Manual call point Fire extinguisher preventive maintenance Fire control panel Fire pumps Fire pumps preventive maintenance Fire stairs evacuation system Alarmactivated devices Fire detection Evacuation procedure Security evacuation Human resources evacuation Finance evacuation Sales amp。 marketing evacuation Public relations evacuation Rooms division evacuation Kitchen evacuation Food amp。 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 acmodation House use limousine Missing amenities in guest room Night visits Employee Standards The purpose for specifying standards for each department within the Hotel is necessary so that Employees know what is expected and acplished by the standard. The responsibility of the General Manager is to identify who, in the anization, will be held accountable for the implementation and adherence to the Policies. Manning Guide Once 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. Recruitment Schedule Following the pletion and approval of the Manning Guide parison can then be made to the actual situation in the hotel and the following action can be taken: Establish staffing levels – anisation chart Number of employees per position Increase or reduction of existing staff levels as required in accordance with local labour laws Commencement of relative training programs Any special or extraordinary circumstances The 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 Standards The 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 operators Direct 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  . 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 position Once the Job Description is plete 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 pleted for this group they will be reviewed by the management mittee to determine if they truly reflect the positions required by the Hotel for the volume of business in the current and ing 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 subdepartment if necessary, within the Hotel. This guide outlines the number of nonproduction, 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 ing three month period is prepared and updated monthly, using production standards a potential manpower requirement for each department and subdepartment may be formulate。