Associate Development Program Manual pdf

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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: _________________________________________________________

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Trainee Manual

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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

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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.

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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 availavail-able.

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.

Schedule Participants Goal

Program Orientation DHR + Sponsors = Trainees Introduction to Program

Initial Meeting: Before

Program Start Sponsor + Trainee Map out first 90 days

End of week 1 DHR + Trainee Check-in

45 Days into program Trainee + Sponsor (Formal) Validate/Adjust/Plan next 90 days

90 Days into program Trainee + Sponsor (Formal) Validate/Adjust/Plan Mid-Program PMP

1 month before program

ends DHR + Trainee + Sponsor

Collect Trainee feedback, PMP Discussion

End of program PMP DHR + Trainee “Career Call”

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.

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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

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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.

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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.

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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

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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)

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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

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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,

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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.

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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}

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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.

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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

ASI/ESI Associate Satisfaction Index/Employee Satisfaction Index, now called Star-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)

Bucket Registration card holders that contain all guestroom information and guest

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 Schedule

A detailed separate listing that outlines all coffee breaks scheduled for guests 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

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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

Delphi Computer application used by Sales and Event Services to book and manage

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

Galaxy

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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-ports

List of special guest requests such as room types, location, cribs in rooms, 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

LRA Lashner, Rush & Associates, Starwood’s external vendor who conducts

sur-prise inspections to ensure standards are being upheld.

Mock Table An example Banquet table used to demonstrate setup

MOD Manager on Duty

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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

Function / Pre-Conference Briefing

Meeting preceding each function/conference wherein all pertinent information 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

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REVPAR Revenue Per Available Room

Rollaway Bed A portable, single bed that accommodates an additional Guest

Roll the House A process to reset all the digital locks within a property rendering all

previ-ously cut keys (including master keys) useless

Room Type

Room type usually indicating the type bed

NK – Non-Smoking King Room KG – Smoking King Room

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

Tables

Schoolroom 6'x18", 8'x18" Six-foot 6'x30"

Eight-foot 8'x30" 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

Taste Panel

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Ticket Another name for Check (used predominately in the Kitchen)

TimeSaver Payroll System used to track employee hours

Turn or Tight Turn

A turn refers to the process by which a meeting/banquet room undergoes a 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

Use Record A form that describes how the food is portioned and presented on the dish; a

contract between the kitchen staff and the dining room staff

TEAM HOT

Starwood sales information network contains Starwood Directories, Sales 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

Upsell

When a server or front desk agent or another associate helps a customer 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

Voucher

Document issued by travel agent or tour company that bears a specified 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 Sheets

A list of all group activities and meetings occurring in the hotel for each day 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

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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.

Director of Catering/ Convention Services Director of Sales & Marketing

Food & Beverage Director

Director of Rooms

Director of Engineering

Executive Chef

Director of Six Sigma

Director of Revenue Management Director of Operations/

Hotel Manager

Controller Director of HR

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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 dede-velopment 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.

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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

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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

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

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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

(28)

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

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

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

(29)

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

(30)

A&G: Finance

CONTACT: Controller or other appropriate department manager

Included in

Plan? Activity / Learning Goal

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 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

(31)

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.

(32)

Rooms: Front Office

CONTACT: Director of Rooms/Front Office Manager or other appropriate department manager

Included in

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

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

(33)

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

(34)

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

(35)

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

(36)

Understand various guest needs (corporate, transient, group, leisure)

Long-stay guests

VIP guests

Credit related problems

(37)

Rooms: PBX/Communications

(Service Promise, Service Express, Whatever/Whenever)

CONTACT: Service Express Manager or other appropriate department manager

Included in

Recording a wake up call

Making a wake up call

Answering an external call via switchboard Answering an internal call via switchboard Review GSI focus for the department, YTD scores, and current action plans

Review StarVoice focus for the department, YTD scores, and current action plans Memorize of key hotel phone numbers

Knowledge of neighborhood / community (Res-taurants, pharmacy, local attractions, etc.) Understanding hotel / company service phi-losophy (Brand Initiatives i.e. Sheraton Service Promise)

Handling of guest billing disputes and adjust-ments to bill

Knowledge of guest service inventory and ac-cess (Shampoo, video rentals, towels, etc)

Demonstrate ability to resolve guest complaints

Demonstrated ability log logging / reporting guest requests Using requisite system (Star Guest Response, Hotel Expert, etc.)

Knowledge of hotel hours of operations (res-taurants, business center, fitness room, etc.) Knowledge of business center operations

Logging of faxes

Logging and delivery to guest rooms (ex: Fed-Ex)

“Loan” item procedures

Lodgenet Terminal

(38)

Rooms: Guest Services

CONTACT: Director of Guest Services or other appropriate department manager

Included in

Review the organizational chart for the depart-ment (Bell Desk, Valet, Concierge, Tour Desk, etc.)

Train with Concierge for a shift

Review StarVoice focus for the department, YTD scores, and current action plans Train with Bell Attendant for a shift

Train with Bell Captain or Supervisor for a shift Train with Valet or Parking Staff for a shift Train with Doorperson for a shift

Recommend 3 items out of the hotel’s restau-rant / room service menu

Provide direction to / from major airports Make a car service reservation / arrange trans-portation

Make a recommendation for local attractions Make a restaurant reservation for a guest Review concierge ethics and professional stan-dards

Review access to relevant information (log books, guide books, maps, sightseeing bro-chures, order forms for vendors, spa brochures) Review vendor relationships (florists, restau-rants, theatre brokers, hair salons, spas, limou-sines)

Retrieving guest messages from the PMS Review VIP guest arrival process

Understand the ARRIVAL process and brand service standards

(39)

Understand handling of guest luggage Understand layout of guest luggage storage and procedure for issuing / retrieving luggage using claim tickets

(40)

Rooms: Housekeeping

CONTACT: Director of Housekeeping or other appropriate department manager

Included in

Review the organizational chart for the de-partment

Review the organizational chart for the house-keeping department

Accompany the Housekeeping Supervisor and assist with room inspections

Clean a guest room by yourself

Collaborate the scheduling of associates and review the productivity guidelines in alignment with forecasting

Assist with preparation of the payroll

Demonstrate knowledge of opening and clos-ing duties

Develop a familiarity with the responsibilities of the floor supervisory staff

Review of purchasing, maintenance and inven-tory procedures

Process a purchase order for new linens Review laundry operation and productivity measurements

Department Orientation

Attend any and all staff meetings with manag-ers

Planning and assigning work within the de-partment

Handling and processing of telephone calls, including communications with guests and other hotel departments; telephone log book Understand how the key control system is managed

Handle check-outs, VIP rooms, pre-reg and out of order rooms

Procedures relating to: telephone log book lost and found procedure guest request items

(41)

Scheduling of floor supervisors Prepare a Housekeeping Report

Preparation of the Room Attendant supplies Processing work orders

Daily handling and distribution of linen Review public space housekeeping proce-dures

Understand relationship between Housekeep-ing and EngineerHousekeep-ing

Work with a House Attendant

Study housekeeping standards of cleanliness and procedures:

ABC’s of Housekeeping A=Away with the Old B=Making the Bed

C=Cleaning the Chemicals D=Dusting

E=Everything in the Bathroom F=Finish the Bedroom

Inspection Forms (Guest rooms, public space) Room Attendant Incentive Program (if applica-ble)

Carpet / Floor Care Program

Guestroom standards

Turndown service

Pick-up rooms

Floor Supervisor role

Read and understand MOD Report

Storage of supplies, chemicals, linen, cribs, rollaways, other inventory

Demonstrate ability to log a guest request and close out a guest request in system

Review StarVoice focus for the department, YTD scores, and current action plans Review lost and found procedure

Review proper usage and safety guidelines regarding chemicals

Review process for acknowledging and serv-ing a “DND” room

Review assigning of credits including day use rooms, suites, presidential suites, etc

(42)

Review procedure for cleaning an occupied room

Learn various room types, configurations, and building layout

Learn how to remove mold and mildew, spe-cial stains

Guest room inspections Inspection Forms

Corridor elevator, service area and floor linen room inspections

Handling communications with guests Supervision of room attendants Motivation of room attendants Evaluation of room attendant’s work Use, care and control of cleaning supplies, equipment and

guest room items

Evening Manager

Reconciling room status, discrepant rooms and closing day shift

Room attendant check-out Scheduling of turndown service Evening department management Uniform Control

Uniform issuance Uniform maintenance

Uniform planning and ordering Property Maintenance

Carpet Care Program Public area cleaning

Guest room general cleaning procedures Corridor maintenance

Guest room floor care Wall washing

Marble, granite, carpet cleaning Window washing

Upholstery cleaning

Equipment maintenance and servicing Laundry Valet

Rooms linen processing Food and beverage processing Linen control and inventories

Chemicals and equipment maintenance Planning and forecasting labor, supplies, equipment

Monitoring procedures for the efficient laundry Valet operations - garment processing proce-dures

(43)

Rooms: Engineering

CONTACT: Director of Engineering and other appropriate department manager

Departmental Manager / Departmental Trainer to acknowledge the level of comprehension, learning, and understanding of the activities and learning goals below. Ratings should reflect demonstrated competency.

Included in

Plan? Activity / Learning Goal Introductory Proficient Expert

Learn the process of placing a work order

Become familiar with the electronic and tele-communications services for conventions and meetings

Learn the emergency procedure for guests in a stopped elevator

Review StarVoice focus for the department, YTD scores, and current action plans Review the standards and methods of main-taining proper pool operation

Learn about any major renovations or pro-jects that affect the Engineering department Learn how the landscaping is designed and maintained

Review the basic operation of HVAC and Refrigeration

Learn the most common calls for service from Housekeeping, Front Desk, Security and Kitchen

Understand the Preventative Maintenance (PM) program

Perform building rounds with the Engineer on duty

Understand how calls are close in Star Guest / Hotel Expert

Understand basic operation of fire panel Accompany the chief engineer on daily rounds

Understand how to respond to various engi-neering room calls (shadow engineer on actual calls)

(44)

Understand physical renovations in progress and planned for hotel

Understand role of the trades professionals in the department

Become familiarized with the following items in the hotel: fire panel, emergency equip-ment, emergency generator, fire pump, sprinkler standpipes

Identify the pullstations, strobes, announca-tors, sprinkler heads, evacuation plan and how they all operate

Review the operating systems of the build-ing: building management, chiller and cool-ing towers, domestic water, high speed internet, etc.

(45)

F&B: Overview

Developing your career within the food and beverage function requires understanding of both the front of the house and back of the house operations. The food and beverage function overall tends to be one of the most complex aspects of managing a hotel and represent a disproportionately low percentage of the hotel’s overall profitability. For that reason, the function requires talented management that understands not only the financial equation in managing a part of the hotel with very low margins, but also the people equation as this function tends to represent a disproportionately high percentage of the total number of associates work-ing in a hotel. Food and beverage teams are often large with complex reportwork-ing relationship between de-partments and business units (i.e. Catering, Banquet Services, Stewarding).

As is the case with many other functions, each F&B operating department is critical to the hotel. Developing an understanding of how the departments support one another, work together to share limited resources, and manage with associates, guests, and profitability in mind is the basis for your learning in this function.

Whether you gain exposure through a restaurant opening, closing, renovation or normal business cycle, each experience is valuable and will lend perspective and contribute to your career growth. Take time to understand the basic operations of Stewarding, Room Service and Culinary. Understand Starwood and our guests’ expectations of our food and beverage services in our outlets and banquet / meeting room space.

(46)

F&B: General

CONTACT: Director of Food & Beverage or other appropriate department manager

Included in

Review and understand standard operating procedures

Develop an understanding of the responsibili-ties of the kitchen and restaurant staff Review inventory and purchasing procedures i.e. paper goods, food

Assist with server assignment scheduling 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 the food outlet types:

three-meal, lounge, fine dining, associate dining room

Open the kitchen in the morning and work breakfast, lunch and dinner

Review, understand and help to complete production lists

Review and understand StarVoice (Sanita-tion) Audit

Get familiar with the major equipment pieces Spend time in the hot and cold production areas

Understand the menu ingredients and pro-duction methods

Review food cost formulas with the executive chef and review how a menu is developed Learn about the function of the associate dining room and how it differs from the other outlets

Review and understand steps of service for breakfast, lunch and dinner

Become familiar with the menus for break-fast, lunch and dinner

(47)

Shadow a server for a complete meal period Review opening and closing task lists Open wine at a table

Familiarize yourself with the POS system Analyze sales and pricing

Attend pre-meal/shift meeting Participate in wine tastings

Review and understand standard operating procedures

Write a review of products selection and pric-ing, make recommendations

Shadow minibar attendant for at least one floor

Become familiar with the minibar software and understand procedure for posting to Fo-lio

Perform inventory of minibar items

Participate in preparation for the day’s events Help plate a banquet meal

Understand technique for cooking, holding and plating

Create production sheets and schedules with chef

Work in hot and cold areas Review appropriate procedures

Spend time in stewarding and understand this very important role

Examine food cost and inventory issues Participate in set-up, execution and break-down

Review standard operating procedures and become familiarized with various room set ups

Understand and review Pop-Ups Forecast labor based on BEO’s

Spend time in sales and catering to under-stand the relationships

Understand the procedures for cash and open bars

Understand gratuity and service charge pro-cedures

Assist with a banquet set-up

Understand service charge and gratuity dis-tributions

(48)

Review all beverage menus and wine lists Perfect wine opening and service techniques Shadow a cocktail server

Shadow a bartender

Understand controls and pouring techniques

Practice upselling

Make recommendations for improving bar menu

Review the organizational chart for the room service department

Spend time with order taker and room ser-vice attendant

Prepare, deliver and pick-up meals. Review steps of service and proper procedure for entering a guest room

Understand gratuity and service charge ap-plications

Review amenity program and understand process

Participate in opening and closing tasks list Analyze menu sales and pricing

Complete tasks from prior days

Attend the weekly food & beverage meetings Review the training programs of the food & beverage division

Shadow a Manager in food & beverage for five meals

Review the applicable municipal, state and city laws which pertain to serving alcohol Analyze preference reports to determine menu mix; review program to improve the average check

Review the storage room issuing procedures Understand the impact of bar revenues and costs on the profit & loss statement

Calculate the net cost or food sold, and the net cost percentage on a daily and on a cu-mulative basis

Complete a summary of beverage costs and sales reports as specified in the Monthly Re-port

Review the Operating Statement as it per-tains to food & beverage

Learn how performance is measured in the food & beverage division

(49)

Spend time with controller and gain complete understanding of departmental and outlet P&L’s

Spend time with all department managers Review brand standards and SOP’s and make recommendations as to making them property-specific

Perform an ASI audit with chef and create a plan for improving audit score

Become familiar with departmental toolbox including forecasting, scheduling and produc-tivity

Spend time with sales and catering to gain an understanding of how the two depart-ments work together

Lead pre-meal/post-meal shifts in both res-taurant and banquets

(50)

F&B: Outlets

CONTACT: Food & Beverage Manager or other appropriate department manager

Included in

Review the organizational chart for the out-lets department

Attend any and all staff meetings with man-agers

Review StarVoice focus for the department, YTD scores, and current action plans Assist with opening and closing procedures

Calculate inventory

Prepare a draft work schedule

Serve food, bus tables, seat guests and act as cashier for a shift

Review Starwood’s policy for handling an intoxicated customer

Staff the cash register for one meal shift Explain upselling and suggestive selling and their importance to increasing the average check

Assist Outlet Manager with weekly payroll and tip allocation

Assist Outlet Manager with preparation of daily forecast

Review the cost saving and profit enhancing measures that are in place

Associate Development Program Manual pdf