Hotel Opening Manual InterContinental Hotels Group
GENERAL MANAGER’S
HOTEL OPENING MANUALAND
CHECKLIST
For InterContinental Hotels Group
Asia – Pacific Region
REVISED: 6 APRIL 2005
This material is CONFIDENTIAL and is not to be disturbed to unauthorized persons
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Hotel Opening Manual InterContinental Hotels Group
Contents
1 - VISIT OF GENERAL MANAGER TO REGIONAL OFFICE ............................. 錯誤! 尚未定義書籤。
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INTRODUCTION .........................................................................................................................................5
COORDINATION.........................................................................................................................................5
ORIENTATION ............................................................................................................................................5
ITEMS FOR VICE PRESIDENT – HOTEL OPENINGS TO ARRANGE BEFORE THE GENERAL
MANAGER’S ARRIVAL AT REGIONAL OFFICE ...................................................................................5
MEETING WITH NEW GENERAL MANAGER: VICE PRESIDENT IN-CHARGE OF HOTEL
OPENINGS ...................................................................................................................................................7
MEETING WITH NEW GENERAL MANAGER: HUMAN RESOURCES ...............................................9
MEETING WITH NEW GENERAL MANAGER: TRAINING ................................................................10
MEETING WITH NEW GENERAL MANAGER: FINANCE & BUSINESS SUPPORT .........................11
MEETING WITH NEW GENERAL MANAGER: FOOD & BEVERAGE ...............................................12
MEETING WITH NEW GENERAL MANAGER: SALES & MARKETING ...........................................15
MEETING WITH GENERAL MANAGER: DESIGN AND ENGINEERING..........................................18
MEETING WITH GENERAL MANAGER: INFORMATION TECHNOLGY ........................................19
MEETING WITH GENERAL MANAGER: LEGAL COUNCEL .............................................................20
2. HUMAN RESOURCES – PRE OPENING CHECKLIST ........................................................................ 21
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HUMAN RESOURCE SURVEY ................................................................................................................21
STAFFING PLAN .......................................................................................................................................21
STAFFING PLAN REVISIONS .................................................................................................................21
HOTEL HUMAN RESOURCE MANAGER ..............................................................................................22
TEMPORARY QUARTERS .......................................................................................................................22
3. TRAINING – PRE OPENING CHECKLIST ............................................................................................ 39
. TRAINING SCHEDULES ..........................................................................................................................39
4. FINANCE & BUSINESS SUPPORT – PRE OPENING CHECKLIST ................................................... 40
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INTRODUCTION .......................................................................................................................................40
CONTROL OF PRE-OPENING BUDGET .................................................................................................40
RECRUITMENT & TRAINING OF HOTEL ACCOUTING PERSONNEL .............................................41
RELATIONS WITH OUTSIDE AUDITORS ............................................................................................41
RELATIONS WITH LOCAL LEGAL COUNSEL ...................................................................................41
RELATIONSHIP WITH BANKERS .........................................................................................................41
RELATIONSHIP WITH GOVERNMENT OFFICIALS ...........................................................................42
ACTIVITIES TO BE DISCUSSED WITH THE GENERAL MANAGER ................................................42
HOTEL POLICIES TO BE APPROVED BY THE GENERAL MANAGER ............................................42
HOTEL CREDIT POLICY ....................................................................................... 錯誤! 尚未定義書籤。
DESIGN OF HOTEL PRINTED FORMS ...................................................................................................43
COMPUTER INSTALLATIONS................................................................................................................45
RECEIPT AND CONTROL OF PRE-OPENING MERCHANDISE ..........................................................45
SECURITY OF FURNITURE, FIXTURE & EQUIPMENT EXPENDABLES..........................................45
OFFICES AND STORE RENTALS ............................................................................................................46
CONTROL OF COST OF PRE-OPENING .................................................................................................46
INSURANCE ..............................................................................................................................................46
CREDIT CARD TRANSMITTALS ............................................................................................................47
ACCOUNTING CONTROLS .....................................................................................................................47
INSTALLATION ........................................................................................................................................47
MAINTENANCE AND SERVICE CONTRACTS .....................................................................................47
SAFE DEPOSIT BOX KEYS AND SAFE COMBINATIONS ...................................................................48
CONTROLLER’S OFFICE FILING SYSTEM...........................................................................................49
OPENING THE HOTEL – DETAILED INSTRUCTIONS .........................................................................49
5. SALES AND MARKETING – PRE OPENING CHECKLIST ................................................................ 55
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PREPARING A PRE-OPENING MARKETING PROGRAM....................................................................55
DETERMINE YOUR MARKETING STRATEGY – BOTH SHORT TERM & LONG ............................56
. PRE-OPENING SALES & MARKETING ACTIVITIES BUDGET GUIDELINE .......................................58
. SELECT AN ADVERTISING AGENCY ...................................................................................................59
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SALES TEAM MANAGEMENT ...............................................................................................................63
ACCOUNT MANAGEMENT ....................................................................................................................64
BUSINESS HANDLING PROCEDURES ..................................................................................................64
PRE-OPENING SALES & MARKETING CRITICAL PATH (BY FUNCTIONAL AREAS)...................64
PRE-OPENING SALES & MARKETING CHECK LIST ..........................................................................64
6. FRONT OFFICE - PRE-OPENING CHECKLIST ................................................................................. 68
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INTRODUCTION .......................................................................................................................................68
MATTERS TO DISCUSS WITH GENERAL MANAGER .......................................................................68
MATTERS TO DISCUSS WITH CONTROLLER .....................................................................................69
MATTERS TO DISCUSS WITH EXECUTIVE HOUSEKEEPER ............................................................69
MATTERS TO DISCUSS WITH SALES/MARKETING ..........................................................................70
FRONT OFFICE PRE-OPENING ...............................................................................................................71
7. HOUSEKEEPING - PRE OPENING CHECKLIST ................................................................................. 77
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ORIENTATION ..........................................................................................................................................77
ORGANISATION .......................................................................................................................................77
TRAINING IN HOUSEKEEPING DEPARTMENT ..................................................................................81
TURNOVER PUNCH LIST ........................................................................................................................84
IMPLEMENTATION..................................................................................................................................85
COUNTDOWN TO OPENING ...................................................................................................................86
8. LAUNDRY AND DRY CLEANING - PRE OPENING CHECKLIST ................................................... 93
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UTILITIES AND VENTILATION..............................................................................................................93
COORDINATION WITH ENGINEERING ................................................................................................94
SAFETY ......................................................................................................................................................94
EQUIPMENT TAKEOVER ........................................................................................................................94
SUPPLIES ...................................................................................................................................................95
SUPPLIES TO BE ORDERED AFTER OPENING ....................................................................................95
FORMS PRINTING ....................................................................................................................................96
CONTINGENCY PLANNING ...................................................................................................................96
PERSONNEL ..............................................................................................................................................96
TRAINING ..................................................................................................................................................97
COORDINATION WITH HOUSEKEEPING.............................................................................................97
GUEST LAUNDRY ....................................................................................................................................98
DRY CLEANING/PRESSING ....................................................................................................................98
HOUSE LAUNDRY....................................................................................................................................99
REPORTING ...............................................................................................................................................99
COMMUNICATIONS ................................................................................................................................99
KEYS ...........................................................................................................................................................99
OUTSIDE LAUNDRY SALES .................................................................................................................100
9. FOOD AND BEVERAGE - PRE OPENING CHECKLIST .................................................................. 101
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INTRODUCTION ...................
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MATTERS TO DISCUSS
WITH THE GENERAL
MANAGER..............................
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MATTERS TO DISCUSS
AND COORIDNATE WITH
CONTROLLER .......................
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MATTERS TO DISCUSS
WITH SALES &
MARKETING / PUBLIC RELATIONS錯誤! 尚未定義書籤。
LOCATE ALL ELECTRICAL AND TEMPERATURE CONTROLS IN FOOD & BEVERAGE
AREAS ......................................................................................................................................................103
EMERGENCY POWER SYSTEM FOR FOOD & BEVERAGE AREAS/EQUIPMENT .......................103
FIRE PROTECTION IN FOOD & BEVERAGE.......................................................................................104
EQUIPMENT MAINTENANCE ..............................................................................................................104
STAFF ORIENTATION AND PERSONNEL ACTIVITIES ....................................................................104
FOOD AND BEVERAGE LINEN AND UNIFORMS..............................................................................105
MENUS, WINE LISTS AND BEVERAGE LISTS ...................................................................................105
PRINTING.................................................................................................................................................105
OPERATING EQUIPMENT AND INVENTORIES ................................................................................105
STEWARDING .........................................................................................................................................106
ENTERTAINMENT..................................................................................................................................106
MINI BARS ...............................................................................................................................................106
ROOM SERVICES....................................................................................................................................107
BANQUET OFFICE & BANQUET OPERATIONS.................................................................................107
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Hotel Opening Manual InterContinental Hotels Group
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PUCHASING / RECEIVING ....................................................................................................................108
EMPLOYEE CAFETERIA .......................................................................................................................108
KITCHEN AND FOOD PREPARATION.................................................................................................109
BARS AND LOUNGES ............................................................................................................................109
TRAINING ................................................................................................................................................110
10. SECURITY - PRE-OPENING CHECKLIST ........................................................................................ 111
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PERSONNEL AND HIRING SCHEDULE...............................................................................................111
GENERAL SECURITY OVERVIEW ......................................................................................................111
FIRE, LIFE SAFETY, EMERGENCY PROCEDURES ...........................................................................111
HOTEL INCIDENT & CRISIS RESPONSE .............................................................................................111
LOSS & INCIDENT REPORTING ...........................................................................................................112
SECURITY MANUALS ...........................................................................................................................112
KEY SECURITY.......................................................................................................................................112
CASH SECURITY ....................................................................................................................................112
PROSTITUE POLICY...............................................................................................................................112
GUEST SECURITY ..................................................................................................................................112
UNUSUAL SECURITY PROBLEMS OR PROCEDURES, IF APPLICABLE .......................................113
SECURITY FOR OPENING DAY FESTIVITIES....................................................................................113
LOCAL LAW ENFORCEMENT AGENCIES .........................................................................................113
GATE PASSES & IDENTIFICATION .....................................................................................................113
11 – ENGINEERING - PRE-OPENING CHECKLIST............................................... 錯誤! 尚未定義書籤。
OVERVIEW .......................................................................................................................... 錯誤! 尚未定義書籤。
12 - PUNCH LIST - PRE-OPENING CHECKLIST .................................................... 錯誤! 尚未定義書籤。
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INTRODUCTION .....................................................................................................................................115
CONSTRUCTION PUNCH LISTING ......................................................................................................115
OPERATIONS INPUT ON THE PUNCH LIST .......................................................................................115
CONSOLIDATED PUNCH LIST PRESENTED TO CONTRACTOR ....................................................115
OCCUPYING AREAS BEFORE PUNCH LIST COMPLETION ............................................................116
CONTRACTOR’S RESPONSIBILITY FOR ACCEPTED AREA...........................................................116
JOINT MAINTENANCE WHEN POSSIBLE ..........................................................................................116
FURNITURE, FIXTURE & EQUIPMENT PUNCH LIST .......................................................................116
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Hotel Opening Manual InterContinental Hotels Group
1 - VISIT OF GENERAL MANAGER TO REGIONAL OFFICE
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INTRODUCTION
The General Manager appointed to manage a new hotel project will visit the Regional Office
responsible for that project, en-route to the site. For purposes of this manual, the regional
Senior Executive in charge for the hotel opening project will be referred to as the “Vice
President – Hotel Openings”1.
The sections below provide an extensive and detailed checklist. The intent is not only to
serve as a checklist, but also to prompt discussion, and generate relevant and novel
ideas/activities that are of high-impact, to ensure a successful opening.
1
COORDINATION
The Vice President - Hotel Openings responsible for the new project shall arrange the timing
of the General Manager’s visit, and will communicate same to the incoming General Manager.
The General Manager on his/her own initiative should confirm the dates of the visit shortly
before departure. The Vice President - Hotel Openings will coordinate a schedule of meetings
for the General Manager to meet the respective Regional Specialists to ensure a productive
visit.
Those General Manager’s who have been involved with the development phase of the project
will of course, have a greater knowledge of the project, and may not need the depth of
briefing prescribed below. If the opportunity presents itself, some of these meetings and
discussions may be held earlier.
ORIENTATION
The topics assume the Regional Specialists are intimately familiar with the site and location,
which for various reasons may not be the actual case. In some cases, the General Manager
may have a greater knowledge of the location than the Regional Specialists, due to having
worked there before, etc. Nevertheless, this is the opportunity for the Regional Specialists to
brief the General Manager on unusual or novel ideas, opportunities, and activities, which is
being implemented by other Inter-Continental Hotels Group hotels and by the competition.
The Vice President - Hotel Openings should determine which open items should be
investigated by the General Manager and reported back to the Regional Office, once the
General Manager has visited the hotel site.
ITEMS FOR VICE PRESIDENT – HOTEL OPENINGS TO ARRANGE BEFORE THE
GENERAL MANAGER’S ARRIVAL AT REGIONAL OFFICE
1.
2.
3.
4.
Date and time to visit Regional Office by incoming General Manager.
Meeting schedule for incoming General Manager.
Ensure I-Connect 2 for hotel pre-opening office is enabled prior to arrival of General
Manager
Consolidate following material to be handed over to new General Manager as soon as
possible:
1 For Greater China, there is a dedicated Vice President for Hotel Openings. In other regions, this is likely to fall
under the Chief Operating Officer and/or his nominated Regional General Manager.
2 InterContinental Hotels Group’s website for Asia Pacific
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Hotel Opening Manual
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
k.
l.
InterContinental Hotels Group
Hotel management agreement
Design & Engineering agreement
Inter-Continental Hotels Group feasibility survey
Market study prepared by consultants, if available
Pre-opening budget and supporting documents
Staffing schedule, with budget
Marketing plan for pre-opening, with budget
Latest fact sheet (and fact sheet checklist, if done)
Pre-opening manual
Information about country, city and local customs and practices, including a
review of competitive situation
Information about Owning Company if appropriate. Other agreements
binding Owning Company and Inter-Continental Hotels Group.
Access to I-Connect (Inter-Continental Hotels Group website for Asia Pacific)
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
Arrange notification to Board of Owning Company at departing General Manager’s
hotel. If General Manager is not from this region, to coordinate with responsible
Chief Operating Officer from the other region.
Arrange schedule for new General Manager to meet new hotel’s Owning Company
personnel at location convenient for them.
Arrange schedule for new General Manager to meet, as appropriate, en-route to or at
new city, important travel agencies, important commercial clients, community leaders
and government officials.
Identify local or governmental dignitaries with whom new General Manager should
develop close working relationship, including Minister of Tourism and Ministry
responsible for approving work permits.
Secure information about office space for General Manager and staff at new location,
including General Manager and staff housing.
Secure information about expatriate work permit approval process, number of
expatriates permitted, special taxes involving expatriates.
Decide on traditional hotel / Owning Company events and courtesies that General
Manager may extend to Board Members and Owning Company employees, as
general guidance for new General Manager.
Establish date for presentation of new General Manager and Owning Company Board.
Decide on parameters for formal hotel opening: who will be responsible for
assembling list of attendees, Owning Company /attendee gifts, number of receptions,
budget and the like.
Arrange introductions for new General Manager to local hoteliers, restaurateurs who
may be known to the Vice President - Hotel Openings and/or the Regional Specialists.
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Hotel Opening Manual InterContinental Hotels Group
. MEETING WITH NEW GENERAL MANAGER: VICE PRESIDENT IN-CHARGE OF
HOTEL OPENINGS1
1. Show where the relevant material and templates can be found on I-Connect
2. Provide Handover Kit and Checklist to General Manager 提供移交配套和检查表给总经理
a. General
1. Fact sheet / Project Summary 数据概览／计划摘要
2. Strategic Brief: Unique Selling Points and Brand Differentiators 策略性的摘
要： 独特的产品特色和商标微分网络
3. Hotel Information: Known idiosyncrasies of project, site or location 酒店資
料： 計畫，位置或地點的已知特質
4. Market Information
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Competitive framework: Occupancy / Average Rates
Competitive Set (. Key Competitors)
Source of Business (Geographical (International/Domestic), Type of
Business (Business, Leisure, Meetings and Conferences)
5. Highlight key points and special clauses in the Hotel Management Agreement
6. Owner Information
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Owning company organization (who’s who?)
Relationships with Owning Company
Internal Owning Company relationships
Names, addresses and telephone numbers of Board Members
Equity positions of Owners: Are Board Members management
employees? Who has approval authority? Implication?
Capital expense budget procedure and capital expense approval with
Owning Company
Board meeting timetable and review of previous minutes
Traditional courtesies to be extended to Board Members and Owning
Company employees
Establish date to meet Board and Owning Company staff on site
7. Feasibility Study
8. Temporary General Manager office space outside of new hotel project site
b. Financials
1. Pre-opening budget and financial projections: What was given to the owners?
Any special budget agreement/understanding with Owning Company?
2. Procurement checklist: Purchase of expendables and hotel operating supplies.
c. Pre-Opening Marketing Kit: (See Chapter 5: Sales & Marketing)
d. Human Resources Kit
1. Recruitment Kit
2. Orientation Kit
3. Training Kit
e. Design & Engineering
1. Interior Design Specifications
2. Blueprints and plans (Mechanical Electrical & Plumbing, Architectural &
Structural, Signage Specifications)
3. Equipment List with Specifications (Furniture, Fixture & Equipment)
1
This may vary between regions. In China, this will fall under the Vice President – Hotel Openings. For
other regions, this could be handled by the Chief Operating Officer and/or the Regional General Manager.
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Hotel Opening Manual InterContinental Hotels Group
4. Progress on construction and timetable for opening
3. Explain Key Tasks during the Pre-Opening and Critical Path
a. Discuss Financials
1. Hotel Pre-opening budget: Agree on General Manager review and necessary
revisions
2. Staffing Plan (Hiring Dates and number of staff)
3. Preparation and timing of first year Budget
b. Discuss Staffing matters 1
1. Organisation chart for new hotel
2. Possible candidates for department heads and approval coordination
3. Housing for General Manager and staff, temporary and permanent
c. Explain Critical Path
4. Highlight Administrative Matters relevant for hotel opening
a. Checklist of InterContinental Hotels Group programs that hotel will need to enrol (.
Guest Survey (GSTS), Employee Survey (ESPS), etc)
b. Regional office approval/awareness procedures for General Manager
c. Power of attorney for bank signatures and arrange if required
d. Recommendations re: bank, lawyer and auditor
e. Regional Office administrative calendar for new hotel
f. Upcoming Regional schedule for General Manager Workshops and department head
workshops.
g. Complaints and Regional method for handling/coordinating
5. Explain Policies that needs to be addressed for a new hotel:
a.
b.
c.
d.
e.
f.
g.
h.
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w.
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Use of hotel car
Vacation policy for expatriates
and local employees
National and religious holidays
Hiring policy
Layoff policy
Probationary period for new
hires
Employee termination policy
Sickness procedure
Disability procedure
Overtime policy, and procedure
for General Manager’s approval
Bonus policy, if applicable
(year end, holiday, etc.)
Severance pay policy
Who lives in hotel?
Who eats where? Dependent meals?
Staff transportation
Expatriate dependent education: which language available?
Expatriate promises, and transfer opportunities
Training for local employee replacement of expatriates
Department head privileges
Employee privileges (meals, city ledger, etc.)
Medical insurance and related benefits
Pension or retirement plan or policy
Policies on store rentals/concessions with respect to this hotel project
Cash advance, loans, uniform allowance to employees
Department head policy in-hotel and outside of hotel
Unusual policies prevalent in location of new hotel
1 Also refer to Point 5 below: Policies to be discussed for new hotel
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Hotel Opening Manual InterContinental Hotels Group
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1.
2.
MEETING WITH NEW GENERAL MANAGER: HUMAN RESOURCES
Show where the relevant material and templates can be found on I-Connect
Explain Key Tasks during the Pre-Opening and Critical Path
a.
b.
Discuss Financials (Pre-opening budget, Staffing Plan, First year Budget)
Discuss Staffing matters
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Organisational Chart
Staffing Plan (Hiring Dates and Number of Staff)
Key Executives (Possible candidates / Approval and coordination)
c. Explanation of Critical Path
3. Discuss following topics and make recommendations or suggestions:
a.
b.
c.
d.
e.
f.
g.
h.
i.
Any known expatriate problems: work permits, number allowed
Where and how to recruit needed hotel staff
Pre-opening staffing schedule by position
Timing guidelines for staff arrival, including training staff from Corporate and
Regional offices
Types of languages required by staff members
Salary levels for various positions in hotel
Recommended coordination with regional office on positions filled, to avoid
duplicate effort
Regional assistance available for staff recruitment
Explanation of appropriate existing manuals, collateral, InterContinental Hotels
Group websites etc that should be made available to the opening team
4. Discuss local situation for preparing Staff Orientation Handbook:
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
k.
l.
m.
n.
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p.
q.
r.
s.
t.
Hours worked per week in various departments
Vacation policy
National and religious holidays
Employee probationary period
Sickness procedure
Disability procedure (government benefits?)
Overtime policy and rate; what constitutes overtime?
Bonus policy, if applicable (end year, holiday, etc.)
Staff housing
Staff transportation
Minimum wage guidelines
Minimum working age
Retirement age: mandatory?
Government non-discriminatory regulations or preference rules
Local employment restrictions
Health certification required of some/all employees?
Clearance by police department required?
Accident insurance coverage?
Health insurance, dental plan?
Retirement plan?
5. Recommendations on orientation program for employees and separate program for
Department Heads
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Hotel Opening Manual InterContinental Hotels Group
. MEETING WITH NEW GENERAL MANAGER: TRAINING
1. Show where the relevant material and templates can be found on I-Connect
2. Explain Key Tasks during the Pre-Opening and Critical Path
a. Discuss Financials (Pre-opening budget, Staffing Plan, First year Budget)
b. Discuss Staffing matters
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Organisational Chart
Staffing Plan (Hiring Dates and Number of Staff)
Key Executives (Possible candidates / Approval and coordination)
c. Explanation of Critical Path
3. Discuss following topics, as appropriate:
a. Hotel training facilities required: rooms/films/library, etc.
b. Regional training assistance available (including websites)
c. Government training programs and assistance available
d. Language training program
e. Supervisory training
f. New hire orientation
g. First aid and safety training programs
h. Hotel rules and regulations
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Hotel Opening Manual InterContinental Hotels Group
. MEETING WITH NEW GENERAL MANAGER: FINANCE & BUSINESS SUPPORT
1.
2.
Show where the relevant material and templates can be found on I-Connect
Explain Key Tasks during the Pre-Opening and Critical Path
a.
b.
Discuss Financials (Pre-opening budget, Staffing Plan, First year Budget)
Discuss Staffing matters
-
-
-
Organisational Chart
Staffing Plan (Hiring Dates and Number of Staff)
Key Executives (Possible candidates / Approval and coordination)1
c. Explanation of Critical Path
3. Discuss following topics, as appropriate:
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
InterContinental Hotels Group Accounting Policy and Procedure
Pre-opening budget control at hotel and required coordination
Regional coordination with hotel for Regional-controlled pre-opening
budget expenditures
Interim procedures for handling local pre-opening expense disbursements
Owning Company financial status and any peculiar requirements (if any)
Local banking arrangements (including hotel to management company,
and owner to hotel)
Insurance arrangements (including pre-opening and post opening)
Schedule for on-site visits and coordination needed
Requirements for General Manager prior to arrival on-site of hotel
Director of Business Support
Unusual local conditions requiring (if any)
4.
5.
To emphasize and discuss the terms of hotel management agreement implications for
hotel accounting policies and activates.
Hotel Management System / Specification guidelines
a.
b.
c.
Provide latest quotations and requirements of Hotel Management System
(PMS, POS, Accounting System etc.)
What other InterContinental Hotels Group hotels have this software package.
Local maintenance of computer equipment available
6. Review hotel plans and blueprints for accounting and back of the house facilities
pertaining to accounting activities.
a. Location for Drop Safe/ Safe Deposit Box
b. General Cashier’s Office
c. Location of Computer Room/ Fireproofing Safe Box
d. Receiving Area
e. General Store Locations
f. Accounting Office
7.
1
Review pre-opening
staffing schedule for
accounting department +
post opening
manning
Short listing of candidates for hotel Director of Business Support will be carried out through the Human
Resources department
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Hotel Opening Manual InterContinental Hotels Group
MEETING WITH NEW GENERAL MANAGER: FOOD & BEVERAGE
1. Show where the relevant material and templates can be found on I-Connect
2. Explain Key Tasks during the Pre-Opening and Critical Path
a.
b.
Discuss Financials (Pre-opening budget, Staffing Plan, First year Budget)
Discuss Staffing matters
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Organisational Chart
Staffing Plan (Hiring Dates and Number of Staff)
Key Executives (Possible candidates / Approval and coordination)
c. Explanation of Critical Path
3. Discuss Staffing for hotel
a.
b.
c.
d.
e.
f.
g.
Candidates for hotel Food & Beverage Manager: special needs?
Culinary background required for Executive Chef: candidates
Candidates and recruitment of Food & Beverage supervisory staff.
Review Pre-Opening staffing schedule for Food & Beverage department
Recruitment ideas used at other InterContinental Group hotels
Competitive wage scale and impact on recruiting
Staff transportation, any problem?
Methods used at other InterContinental Group hotels to recruit casual labour for
banquets, etc. and build a loyal cadre.
4. Review local competitive situation for Food & Beverage.
a.
b.
c.
d.
e.
f.
g.
Local Food & Beverage competition and market niche for hotel
Suggestions for building a local Food & Beverage clientele
Local staff turnover and recruitment situation
Merchandising methods used by the competition
Live entertainment programs used by the competition
Availability of local food and beverage raw goods, and stewarding supplies.
[Implications for menu planning?]
Known competitive Food & Beverage costs and expenses. Regional goals.
5. Review hotel plans and blueprints for Food & Beverage areas.
a.
b.
c.
d.
e.
f.
g.
Kitchen set-up.
Explain concept envisioned by InterContinental Hotels Group and designers for
Food & Beverage outlets/kitchens.
Clientele to cashier traffic patterns.
Service stations mise-en place: location, suitability.
Food checkers locations, procedures, if appropriate.
Food storage locations and refrigerators.
Beverage storage locations, including mini-bar and wine.
6. Food and Beverage Outlets in hotels (discuss for each outlet)
a.
b.
c.
d.
e.
Location
Décor
Space and seating capacity.
Discuss potential hours of operation (legal restrictions?)
Review potential market for each Food & Beverage Outlet.
(1)
(2)
(3)
(4)
Total market potentially available.
What market segments should be targeted?
How to build InterContinental Hotels Group’s image in this market?
Special marketing and merchandising considerations?
f. Equipment to be ordered for each Outlet.
(1)
(2)
Silver and flatware.
China.
__________________________________________________________________________________________________________
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12
Hotel Opening Manual
(3)
(4)
(5)
(6)
(7)
Glassware
Linen.
Serving Trolleys
Ashtrays and candleholders
Service equipment.
InterContinental Hotels Group
g. Outlet Menus
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
(9)
Menus from local competition.
Competitive price structure in local/regional market.
Special menus needed: children, ethnic, religious.
Menu design
Calendar for printing contracts and deadlines.
Menu covers used by other InterContinental Group hotels.
Guest check presentation practiced by competition.
Doorknob room service menus used by InterContinental Group hotels.
Menu cycle.
7. Goal and Objectives:
a.
b.
c.
Hotel and Regional Food & Beverage Goals/Objectives for Pre-Opening.
Marketing Plan.
Implementation needed to achieve goals and objectives.
8. Food and Beverage Marketing:
a.
b.
c.
d.
e.
f.
g.
External promotional merchandising: what works locally, and what has been
successful at other hotels.
Internal promotional merchandising programs.
Known successful advertising programs.
Public relations programs: what is considered media-worthy locally? What gets
in the papers? Ideas from other InterContinental Hotels Group hotels.
Competitive trends.
Marketing Plans and desired InterContinental Hotels Group image in
competitive market.
Required sales organization for Food & Beverage needs.
9. Entertainment:
a.
b.
c.
10. Mini-bars:
a.
b.
c.
d.
e.
f.
Discuss possible joint regional hotel entertainment program.
Regional coordination on Entertainment contracts.
Possible regional hotels assistance: scouting, etc.
Equipment supplied in guestrooms.
Restocking carts: overnight storage and corridor security.
Who handles restocking; can room maids be used?
What are successful programs to minimize late charges on guest departure day?
Who is responsible for cleaning guestroom dirty glassware?
Successful InterContinental Hotels Group programs to control liquor stock and
maintenance of same in mini-bar stores.
11. VIP Food & Beverage Amenities to Guestrooms
a.
b.
c.
12. Banquets
a.
b.
c.
Who should deliver: guest
relations/room services/other?
What does competition offer?
Unusual ideas other hotels?
Banquet menus from other sister hotels and competition.
Banquet promotional brochures and material: samples.
Banquet office set-up and organizational recommendations.
__________________________________________________________________________________________________________
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13
Hotel Opening Manual
d.
e.
f.
InterContinental Hotels Group
Recommendations for successful banquet sales program.
Banquet equipment ordered.
Casual Labour.
(1)
(2)
(3)
(4)
(5)
Availability and recruitment locally.
Personnel processing
Payment method expected locally (by job or hour/cash/check)
Training and development of cadre for call-back.
Records of trained staff for later call-back.
13. Purchasing for Food & Beverage
a.
b.
c.
d.
e.
Introduction and explanation
Import restrictions which affect Food & Beverage Department.
Restocking china and glassware locally.
Restocking linen locally.
Quality and availability of local products.
14. Employee Cafeteria
a.
b.
c.
d.
15. Kitchens
a.
b.
c.
16. Stewarding
a.
b.
c.
d.
e.
Recommendations on hotel policies.
Décor and ambiance.
Food Quality control and local menu recommendations.
Mechanism for staff suggestions on improvements.
Equipment layout and workflow.
Kitchen storage and refrigeration.
Fire control.
Staffing structure.
Location of department and equipment ordered.
Cleaning program commendations.
Pest control program.
Local health authorities. Check a neutral source, like the competition, on the
following;
17. Room Service
Inspection program; announces or unannounced?
Certification for opening and after opening program.
Penalties which can be imposed by health officials.
a.
b.
c.
d.
e.
Room Service Kitchen and table set-up area.
Order takers’ office.
Possible congestion from room service table set-up/storage?
In-room menu and doorknob menu: suggestions.
Clearing room service trays/tables: procedure that works.
__________________________________________________________________________________________________________
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Hotel Opening Manual InterContinental Hotels Group
. MEETING WITH NEW GENERAL MANAGER: SALES & MARKETING
1.
2.
Show where the relevant material and templates can be found on I-Connect
Explain Key Tasks during the Pre-Opening and Critical Path
a.
b.
Discuss Financials (Pre-opening budget, First year Budget)
Discuss Staffing matters
-
-
-
Organisational Chart
Staffing Plan (Hiring Dates and Number of Staff)
Key Executives (Possible candidates / Approval and coordination)
c. Explanation of Critical Path
3. Discuss following topics, as may be appropriate:
a.
b.
Regional coordination of pre-opening budget marketing expenditures.
Regional Marketing Director travel plans for site visits and General Manager
co-ordination.
4. Pre-Opening Sales & Marketing Plan:
a. Situation Analysis
- Competitive Situation: Occupancy and Room Rate trends
b. Pre Opening Sales & Marketing set up contact list / Sources of business
anticipated by InterContinental Hotels Group
-
-
-
-
-
-
Top commercial potential producers for InterContinental Hotels
Group.
Top travel agency producers in region.
Top airline producers
Airline crews
Priority Club Rewards (PCR) Program / Ambassador for
InterContinental hotels
Potential shop and store rental candidates
c. Marketing strategy
-
-
-
-
-
Innovative Marketing Activities:
What is the competition up to?
Unusual activities tried at other regional InterContinental Hotels
Group hotels.
Has anything failed and why?
Unusual promotional activities that work.
d.
e.
Sales Action Plan
Public Relations and Communication Plan
-
-
-
-
Media/Press contacts already made or required.
Coordination for hotel grand opening ceremonies.
Community relations contacts and program.
In-hotel advertising and graphics.
f.
g.
h.
i.
Pre-Opening Sales & Marketing Activities Budget
Channel Strategy and Distribution Marketing
Relationship Marketing
Sales & Marketing Critical Path
5. Brand Guideline
- Icons, Keys, Hallmarks
6. 7.
Hotel Strategic Positioning
Session, Key Message Development
Communications
__________________________________________________________________________________________________________
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15
Hotel Opening Manual InterContinental Hotels Group
8.
9.
Collaterals, Imagery, Logo and Signage
Advertising
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
Selection of local advertising agency and recommendations.
Media Planning Brief, Creative Design Brief, Advertising Guidelines
Is advertising program in pre-opening budget?
What has proven effective in the region?
What are unusual activities that create free advertising?
Image building in local community: ideas?
Cooperative advertising used in region
Joint Regional advertising campaigns.
What types of media are effective in this region?
Advertising program after hotel opening.
10. Pricing Strategy: Opening Offer & Rate Structure
a. Guaranteed Company Rate Program:
- Rate structure.
b. Hotel Room Rate structure:
-
-
-
-
-
-
-
-
-
-
-
-
Transient Discount
Locally Negotiated Rates (LNR)
Long Staying Rates
Wholesale FIT Rates
Meetings, Incentives, Conventions and Exhibitions (MICE) Rates
Airline Rates (Passenger, Crew, Employee, Layover)
Diplomatic and Government Rates
Series Rates
Ad Hoc Group Rates
Weekend Packages
Seasonal Packages
Owning Company staff, if applicable
11. Channel Management
a. Holidex Plus set up
-
-
-
PHASE I
PHASE II
PHASE III
Holidex Plus & Global Distribution System, Hotel
Descriptions, ECS
Website Requirements and Descriptions
Rates Loading / Room Types Build and Descriptions
b.
c.
Direct Channel: E-commerce / Brand Website; Central Reservation
Offices
Indirect Channel: Global Distribution System / Third Party Interface /
Wholesaler
12.
13.
Relationship Marketing
Account Management
a.
b.
c.
d.
e.
f.
g.
Account Definition
Account Profile
Account Planning
Activity Management
File Management
Request For Proposal (RFP) Express
Corporate / Business Travel Agent Rate Loading
14. Business Handling Procedures
__________________________________________________________________________________________________________
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16
Hotel Opening Manual
a.
b.
c.
d.
Corporate Section
Convention & Banquet Section
Group / Tour Section
Airline Section
InterContinental Hotels Group
15. Sales Team Management
a.
b.
c.
d.
e.
f.
Sales Force Management
End of Month Report
Business Planning
Competitor Activity Summary
Office Management
Standard Contracts and Agreements
16.
17.
18.
Pre-Opening Sales & Marketing Activities Budget Guideline
Pre-Opening Sales & Marketing Check List
Grand Opening activities:
a.
b.
c.
d.
e.
f.
Coordination on list of invites.
Samples of prior pre-opening invitation forms, etc.
Coordination of publicity blitz.
Gifts for attendees, and for Owning Company representative(s).
Entertainment activities for attendees: local options.
Number of receptions to be given and to who invited?
(1)
(2)
(3)
(4)
Prior history in other InterContinental Hotels Group openings
Budget available.
Format, theme or ambiance recommended each function.
Menus and ideas from previous pre-opening festivities include
samples and artwork.
__________________________________________________________________________________________________________
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Hotel Opening Manual InterContinental Hotels Group
. MEETING WITH GENERAL MANAGER: DESIGN AND ENGINEERING
1. Show where the relevant material and templates can be found on I-Connect
2. Explain Key Tasks during the Pre-Opening and Critical Path
a.
b.
Discuss Financials (Pre-opening budget, Staffing Plan, First year Budget)
Discuss Staffing matters
-
-
-
Organisational Chart
Staffing Plan (Hiring Dates and Number of Staff)
Key Executives (Possible candidates / Approval and coordination)
c. Explanation of Critical Path
3. Candidates for hotel Chief
4. Meet Architect / Interior Designer / Owner’s Project Manager assigned to project.
5. Design and Engineering overview briefing
6. Review hotel Fact Sheet.
7. Review hotel floor plans and discuss related matters.
8. Review Design and Engineering pre-opening activities for this project
Discuss Interior and Graphics Design Checklist.
Observations related to fixed décor this project.
Project Countdown and Handover
Importation problems with equipment and spare parts.
Review Engineering Department operating plan and facilities as designed
1
This may be coordinated out of the Human Resource Department
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Hotel Opening Manual InterContinental Hotels Group
. MEETING WITH GENERAL MANAGER: INFORMATION TECHNOLGY
1. Show where the relevant material and templates can be found on I-Connect
2. Explain Key Tasks during the Pre-Opening and Critical Path
a.
b.
c.
Provide Estimation of Cost (Equipment, Maintenance and Training)
Discuss Staffing matters (1 manning only)
Explanation of Critical Path
3. Explain InterContinental Hotels Group Information Technology Standards
a.
b.
c.
Broadband for Internet and I-Connect
Hotel Systems
“What is endorsed” and “What is not endorsed” by InterContinental
Hotels Group
4. Discuss Coordination and Implementation Plan between Regional Office, Hotel and
Vendor
5. Explain importance of “Strict Compliance” by hotel of InterContinental Hotels Group
Technology Standards and Procedure
__________________________________________________________________________________________________________
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Hotel Opening Manual InterContinental Hotels Group
. MEETING WITH GENERAL MANAGER: LEGAL COUNCEL
1.
2.
3.
4.
5.
6.
7.
8.
Show where the relevant material and templates can be found on I-Connect
Explain Key Tasks during pre-opening and Critical Path
Discuss relevant issues in hotel contract.
Selection of local attorney.
Registration to do business in locality and local licenses.
Registration of names, copyrights and the like.
Powers of attorney to represent InterContinental Hotels Group if hotel owned/leased
Obtaining minutes of Owning Company meetings (if InterContinental Hotels Group
owns stock) and updating list of Officers and Directors of Owning Company.
__________________________________________________________________________________________________________
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20
Hotel Opening Manual InterContinental Hotels Group
2. HUMAN RESOURCES – PRE OPENING CHECKLIST
. HUMAN RESOURCE SURVEY1
1.
2.
3.
Once a firm signed contract has been executed for a management agreement for a
new project, the Vice President - Hotel Openings will designate a human resource
specialist to conduct a Human Resources Survey.
This survey will accumulate the data required for preparing the hotel pre-opening
budget, the manning schedule and staffing headcount by position. The survey needs
to be compiled as early as practicable.
The survey would normally be completed 2 to 3 years prior to the anticipated opening
of the project, and then updated periodically by the Regional Specialist until it is
handed over to the General Manager appointed for the project.
. STAFFING PLAN
1. The Staffing Plan uses the Human Resource Survey (Excel Based model) as the primary
source document to “automatically calculate” and accomplish the following tasks:
a. Establish an accurate Pre-Opening Payroll budget for hotel staff.
b. Provide a detailed document for Pre-Opening manpower planning, and serve as a
guideline for recruitment planning.
c. Identify the number of expatriate staff required (if applicable).
d. Determine the number of uniforms which must be purchased, by department, for male
and female staff.
e. Determine the number of staff lockers which should be purchased for the employee
male and female locker rooms. Provide for full capacity and also casual labour.
f. Serve as a useful working document for the incoming General Manager and
Department Heads.
2. The Vice President - Hotel Openings will delegate to a staff member the task of preparing
a Staffing Plan for the new project, who in turn will closely coordinate with all affected
Regional Department Heads / Functional Specialists.
. STAFFING PLAN REVISIONS2
1.
2.
Wage ranges and related staff conditions/benefits for each hotel position identified in
the survey / staffing plan should be reviewed twice prior to the opening by the
incoming General Manager; once at the six-month period and again three months
before the scheduled opening.
The review to the projected wage rates is meant to ensure that Human Resources
information and pay scales are current, practical and competitive. The General
Manager and hotel Human Resources Manager have the responsibility, but will
require periodic updates from Regional staff with respect to the wage rates of
expatriate staff.
1 The Human Resource Survey comprises of a Quantitative Section (. Excel Based model) and a Qualitative
Section (. Questionnaire). See the end of this chapter.
2
__________________________________________________________________________________________________________
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21
Hotel Opening Manual InterContinental Hotels Group
3.
4.
The Regional Director Human Resources will coordinate with the Vice President -
Hotel Openings and the General Manager to agree on a meaningful program to
provide the most efficient Regional assistance for recruitment and training, as may be
required by the General Manager.
Revisions to the Staffing Plan may result in material changes to the Pre-Opening
Budget. Such changes require approval of the Owning Company (or whatever legal
entity is funding the Pre-Opening Budget). Unless specifically authorised by the Vice
President - Hotel Openings, the General Manager does not have the authority to
revise the total amount in the Pre-Opening Budget. The Vice President - Hotel
Openings must authorize each change in the total Pre-Opening Budget, and has
responsibility for coordinating such changes with affected Regional Departments (.
Operations, Development, and Design and Engineering), as well as with the Owning
Company.
. HOTEL HUMAN RESOURCE MANAGER
Hiring Schedule
1.
2.
3.
4.
5.
The Hotel Human Resources Manager will work with the General Manager to review
the Hiring Schedule, in accord with the Staffing Plan supplied by the Regional Office.
The Hiring Schedule is prepared on a department by department basis, suitable for
later use by each hotel Department Head.
The General Manager will coordinate with the Vice President - Hotel Openings on
the schedule for the soft opening as it pertains to the Hiring Schedule. In the event of
any changes to the Staffing Plan, the General Manager will then publish the revised
Staffing Plan and copy the Vice President - Hotel Openings.
Department hiring schedules must be realistic with respect to arriving hotel
Department Heads who do the actual final staff selection for their own respective
departments. Arrival schedules for the Department Heads may require modifications
of the Hiring Schedule, or vice versa.
The Vice President - Hotel Openings will coordinate with affected Corporate
Departments throughout the pre-opening program, to ensure that InterContinental
Hotels Group consultants, advisors and trainers are adequately briefed to permit
timely scheduling of key specialist to accomplish their jobs at the lowest possible cost.
. TEMPORARY QUARTERS
1.
2.
3.
Timing of the Hiring Schedule may dictate that staff is hired before office space or
housing facilities are completed.
The General Manager will delegate responsibility for contracting required temporary
office space off-site, or temporary housing quarters, according to local conditions.
The Human Resources Manager must keep this requirement in mind and work closely
with the General Manager to ensure that arriving staff or consultants are properly
accommodated with respect to both office space and housing, to ensure efficient use
of expensive manpower.
Temporary training quarters may also be required, and this well be a consideration to
bear in mind when planning the Hiring Schedule.
__________________________________________________________________________________________________________
____
22
Hotel Opening Manual InterContinental Hotels Group
HUMAN RESOURCE SURVEY
Fill in the Project Details
__________
__________
__________
__________
__________
__________
__________
__________
__________
__________
__________
23
Hotel Opening Manual InterContinental Hotels Group
HUMAN RESOURCE SURVEY
I. WAGE AND SALARY ADMINISTRATION
Fill in the Personnel, Training & Employee Related (PTER) benefits. This survey will normally be completed 2 to 3 years prior the anticipated opening of
the project, and then updated annually by the Regional Office until the General Manager is appointed for the project.
Please Enter PTER Assumptions Base Below
Calculation Base of Statutory Insurance/Fund Statutory Insurance/Fund
Income Tax Quick Calculation Deduction Beijing Pre-opening Allowance
Local
Expat
(Chinese only)
(Foreigner in China)
￥1,
￥4,
IHG Insurance Plan (As at Dec 2004)
Local Currency
Future Value Factor
Salary Review %
Salary Review Date
Base Year Present Values
Inflation Rate
CNY Exchange (local units to USD):
1
%
1/Jan/07
1/Dec/04
%
IHG Pension Plan
(10% of Annual Benefits Salary) %
Life Insurance
Basic Life
Accidental Death and Disability
Premium
%
%
PPP Healthcare
Single
With Spouse
With Children
Annual
? 00
? ,400
? ,900
Location Beijing Max Min
Social Average Salary (Housing Fund)
Benefits Salary of Social Insurance (Medical Insurance)
Benefits Salary of Social Insurance (Other Insurance/Fund)
6,011
6,011
6,011
-
1,202
465
Local Social Insurance
% of
Monthly
Salary
Provident Fund
W/Compensation
Unemployment
Housing Fund
Medical Insurance
%
%
%
%
%
JB1-JB4: Meal Laundry
Single
With Spouse
With Children
￥3,600
￥7,200
￥10,800
￥500
￥1,000
￥2,000
JB5-JB6 ￥500 ￥0
JB7-JB10 ￥200 ￥0
______________________________________________________________________________________________________________
24
Hotel Opening Manual InterContinental Hotels Group
HUMAN RESOURCE SURVEY
Fill in the Personnel, Training & Employee Related (PTER) benefits.
The system will automatically calculate the PTER benefits for each hotel position.
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
Please Enter the hotel PTER Assumptions Below
Job Band
Pre-opening
Annual
Incentive (#
of Mth)
Monthly
Benefits
Base Salary
(IHG)
IHG Pension
Plan (10% of
Annual
Benefits
Salary)
Monthly Meal/ Allowance $/LC Monthly Laundry Allowance $/LC Monthly Transportation/ Allowance $/LC Monthly Accommodation + Utilities $/LC
Single With
Spouse
With
Children
Single With
Spouse
With
Children
Single With Spouse With
Children
Single With Spouse With Children
JB1 %
JB2 %
JB3 %
JB4 %
JB5 - -
JB6 - -
JB7 - -
JB8 - -
JB9 - -
JB10 - -
3,600 7,200 10,800
3,600 7,200 10,800
3,600 7,200 10,800
3,600 7,200 10,800
500
500
200
200
200
200
1,000 2,000 3,000
800 1,000 2,000
500 800 1,000
300 500 800
3,000 3,000 3,000
2,000 2,000 2,000
1,000 1,000 1,000
500 500 500
15,000 20,000 20,000
8,000 12,000 15,000
5,000 8,000 12,000
3,000 5,000 8,000
Job Band
Others Other HR Expenses
Expenses1 Expenses2 Expenses3
Airfare
Home Leave
$/LC
Uniform
$/LC
Medical
Check-up
$/LC
Annual
Schooling
Fee $/LC
Visa
Application
$/LC
Relocation
$/LC
JB1
JB2
JB3
JB4
JB5
JB6
JB7
JB8
JB9
JB10
15,000 20,000 20,000
8,000 12,000 15,000
5,000 8,000 12,000
3,000 5,000 8,000
- - - - - -
_________
_________
_________
_________
_________
_________
_________
__
25
Hotel Opening Manual InterContinental Hotels Group
HUMAN RESOURCE SURVEY
Fill in the fields in the respective columns with the heading [Enter]. The system will automatically calculate the following and produce the Staffing Plan:
The Total Cost per Employee sub-categorised by Monthly Payroll and PTER benefits (pro-rated on a daily basis for partial months)
Projected Weekly and Manning Intake which will assist with the logistical plan when the staff arrives for work
Establish the staff ratio of Male to Female employees and the number of staff lockers that needs to be purchased
Determine the number of offices and workstations required in each of the respective functional areas
______________________________________________________________________________________________________________
26
Hotel Opening Manual InterContinental Hotels Group
STAFFING PLAN
Once the quantitative portion of the Human Resource Survey is completed:
The Weekly Manning Intake is automatically calculated
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_
_________
_________
_________
_________
_________
_________
_________
___
27
Hotel Opening Manual InterContinental Hotels Group
STAFFING PLAN
Once the quantitative portion of the Human Resource Survey is completed (cont’d):
The Monthly Payroll is automatically calculated, pro-rated on a daily basis if the employee does not work a full month.
By the same principle, the [Monthly PTER benefits] and the [Total Payroll inclusive of PTER benefits] are also automatically calculated.
______________________________________________________________________________________________________________
28
Hotel Opening Manual InterContinental Hotels Group
STAFFING PLAN
Once the quantitative portion of the Human Resource Survey is completed (cont’d):
The system will also compute the Consolidated Hotel Payroll Report broken down by Expatriates and Locals.
Holiday Inn XYZ
Summary Estimates of Pre-Opening Budget
in USD
-11 -10 -9 -8 -7 -6 -5 -4 -3 -2 -1
Months ------> Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Total
Salary & Wages
S&W Expatriate
S&W Local
Total Salary & Wages
-
-
-
-
-
-
16,371
16
16,387
31,550
4,867
36,417
39,000
13,344
52,344
39,000
17,325
56,325
39,000
19,218
58,218
39,000
23,858
62,858
39,000
116,596
155,596
39,000
119,782
158,782
39,000
121,296
160,296
320,921
436,302
757,223
Salary Tax
Bonus
IHG Insurance Plan
Statutory Insurance/Funds
Allowance (Pre-opening)
PTER Others
Total
-
-
-
-
-
-
-
-
-
-
-
-
-
-
5,065
2,755
2,559
7
9,766
-
20,152
9,777
5,564
4,762
577
17,615
-
38,295
11,864
7,588
5,890
2,085
25,305
-
52,732
11,864
7,891
5,890
3,565
27,459
-
56,669
11,864
8,028
5,890
4,355
27,721
-
57,858
11,864
8,402
5,890
6,299
28,788
-
61,243
11,864
14,014
5,890
44,031
40,277
-
116,076
11,864
14,205
5,890
45,331
40,846
-
118,136
11,864
14,275
5,890
45,965
41,128
-
119,122
97,888
82,722
48,551
152,217
258,904
-
640,282
______________________________________________________________________________________________________________
29
Hotel Opening Manual InterContinental Hotels Group
STAFFING PLAN
And if required,
You can expand (or collapse) the worksheets to drill down the details further to reflect the breakdown by departments.
The same Staffing Plan is then used for the preparation of the Pre-Opening Budget.
This reduces work duplication, ensures better consistency and accuracy, and easier to administer as there is only one common source of information.
______________________________________________________________________________________________________________
30
Hotel Opening Manual InterContinental Hotels Group
___________
___________
___________
___________
___________
___________
___________
___________
___________
___________
31
Hotel Opening Manual InterContinental Hotels Group
B. Who within the Human Resources Survey above, if any, receives full maintenance;
indicate as ‘FM’ in the Housing column. Indicate whether live-in or live out in staff quarters.
1. Staff housing airconditioned ?
2. Staff housing kitchenettes ?
3. Staff housing refrigerators ?
__________
__________
__________
C.
D.
Are expatriate salaries taxable ?
Any bonuses ? If so, size as a percentage of annual salary ?
1. Expatriates
2. Department Heads
3. Line Human Resources
__________
__________
__________
4. Any other special payments __________
E.
F.
G.
H.
I.
II.
Annual salary increments ? __________ Frequency ? __________
Employee pay period: Weekly ____; Bi-weekly; ____; Bi-monthly; ____; Monthly;
____
Cash payroll required; Locals ____; Check; ____; What currency; ____
Cash payroll required; Expats ____; Check; ____; What currency; ____
Any portion of expatriate salary paid in blocked funds ? ____; What percentage; ____
FRINGE BENEFITS
A. Is medication, by prescription, and cost of medicines provided ? Is this a hotel cost?
B. Medical doctor services free ? _____; For whom; _______ ?
C. Do competitive hotels have their own medical department ? _____
1. If so, how staffed ?
2. Doctor’s salary arrangements and hours ?
3. If not, where are employees sent when they get sick ?
4. Hospital for on-the-job accidents ?
a. Private health Service ?
b. What is provided ?
c. Who pays ?
d. Insurance available ?
(1) Hotel benefit ? _____ Average employee annual cost; _____
(2) Extent of medical insurance ?
e. Any other medical benefits ? (eg. Dentist, vision, annual x-ray)
5. Maternity and paternity benefits ? Explain in full.
D. Life insurance ? _____; Hotel pays ? _____; Partially paid ? _____
E. Pension plan for Provident Fund ? Employee participation ? _____
F. Sick Pay ? Specify
G. Birth in family; Any days off with pay ?
H. Death in family; Any days off with pay?
I. Any other similar days off with pay ?
J. Death of employee by natural causes; Any payment to family or estate ?
K. Workers compensation; Self –insured or covered by Insurance Company ?
L. Severance pay. Detail legally required severance information.
M. Long term disability ? Who pays ?
N. Meals
1. List by Position on the Human Resources Survey, the number of meals per shift
for live-out staff.
2. Are meals provided for free ? If not, at what cost ?
3. Staff meals, where are they eaten ? Type of food expected ?
4. Department head meals, where are they eaten ?
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Hotel Opening Manual InterContinental Hotels Group
5. Which staff allowed to eat run-of-house ?
6. How many meals / refreshment breaks allowed per duty shift;
a. Day workers; _____
b. Split shift workers; _____
c. Night Workers; ______
7. Present average employee meal cost annually (excluding Dept. Heads
__________ )
O. Vacation benefits;
1. Executives
2. Department heads
3. Staff
4. Expatriates
5. Expatriates home leave
6. Expatriate vacation transportation
III WORK WEEK AND EMPLOYMENT PRACTICES
A. List work week by position on the Human Resources Survey for exceptions to the
following;
1. Hours worked per day _____ ? Includes or excludes lunch break ?
2. Days worked per week _____ ?
3. Hours worked per week _____ ?
B. Shift Breaks
1. Paid mid-shift breaks for coffee / tea ?
2. Paid lunch break ?
3. Length of lunch break in minutes
4. Length of mid-shift breaks in minutes
C. Legal requirements or restrictions on employment
1. Age of employee: Minimum; _____ and Maximum; _____
2. Sexual gender of employee ?
3. Religious affiliation ?
4. Marital status ?
5. Economic status ?
6. Race ?
7. Nationality ?
8. Disability ?
9. Special working hour restrictions ?
10. Other
D. Are split shifts permissable ?
E. Legal requirements on duration of employment ?
F. Legal requirements on new hire probationary period ?
G. Legal or customary restrictions on layoffs ?
1. Employer notification to employee
2. Termination pay
H. Legal or customary requirements on dismissals ?
1. Detail formal procedures. Notice required ? ______ ; How much time ? _____
2. Document dismissal pay formula, suspension procedures, warnings systems and
the like
3. Attach required or desired forms
I. Overtime
1. Overtime triggers;
a. Hours worked exceeding _____ hours per day; Overtime rate _____
b. Hours worked exceeding _____ hours per week; Overtime rate _____
c. Hours worked exceeding _____ hours per week; Overtime rate _____
d. Weekend ? ______ .Overtime rate _____
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Hotel Opening Manual
e. Holidays ? ______. Overtime rate _____
InterContinental Hotels Group
f. Other ? ___________________________. Overtime rate _____
2. Overtime sweeteners (holiday work; pay overtime plus day off later) ?
3. Can time off be given in lieu of time worked ?
4. Attach calendar of legal or customary hotel holidays
a. Are these paid days off ?
b. Can time off be given in lieu of overtime pay ?
c. If worked and must be paid, what premium rate, if any ? ______
J. Employee Uniform
1. Food and beverage service staff _____. Provided by the hotel ? ______
2. Kitchen staff ______. Provided by the hotel ? _____
3. Stewarding staff _______. Provided by the hotel ?
4. Housekeeping staff ______. Provided by the hotel ?
5. Maintenance staff ______. Provided by the hotel ?
6. Rooms Division staff _____. Provided by the hotel ?
IV STAFF HOUSING
A. Full maintenance employees living in hotel should be noted on the Human Resources
Survey
B. Staff Housing
1. Is staff housing to be provided by the hotel ?
2. To which employees
a. Expatriates _______
b. Department heads _____
c. All Staff
d. Other
_______
_______
3. Type of housing
a. Houses / villas _____
b. Apartment house ______. Private / semi-private or communal bathrooms ?
c. Scattered apartments in the city ____________
d. Employee village _______. Private / semi-private or communal bathrooms ?
4. Room configuration and number of employees per room
a. Single bedded rooms _____.
b. Bunk bedded room _____.
c. Rooms off central hall _____.
d. Rooms off common lounge _____.
e. Kitchenette _____.
5. Availability of local housing
a. Attach local newspaper rental section, if available.
b. What are average rentals for the following;
(1) 3 – room apartment furnished; ______ , unfurnished; ______
(2) 4 – room apartment furnished; ______ , unfurnished; ______
c. Typical or minimum length of rental or leases ______
d. Deposits ______
e. Can hotel rent in it’s own name ? _____
f. Should hotel consider constructing staff quarters ? ______
g. Location of staff housing ______
h. Transportation to hotel _______
i. Night security en-route to hotel / housing _____
V
A.
EMPLOYEE TRANSPORTATION
Do existing hotels transport employees or give allowances ? _______
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Hotel Opening Manual InterContinental Hotels Group
B.
C.
D.
VI
Are bus or train lines convenient to the hotel ? ______
1. What are the fares for each ride ? ______
2. Do they run 24 hours a day ? _______
What is a taxi fare ? _____
Does hotel make loans available to employees to purchase transport vehicles ?
TAXES
A. Obtain copies of income tax structure, local and expatriate, and attach.
B. Are cost of rooms or meals added to income for tax purposes? _________
C. Specify type(s) of payroll taxes _________
1. Percentage by management ? _____
2. Percentage by employees ? _____
VII
A.
B.
C.
D.
E.
LANGUAGES
What languages required other than concierge ? _________
Local staff foreign language availability _______
Minimum languages for the Concierge ? _________
Any special linguists required ? ( English, Japanese, Mandarin, etc) _________
Language of local room attendants and housemen ? __________
VIII DEPENDANT EDUCATION
A.
B.
C.
D.
Quality of public (free) education _____
Language of instruction at public schools _____
Tuition costs for private schools _____
Attach reproducible brochures describing schooling system in community including ALL
special language schools, suitable for inclusion in expatriate recruitment package. If
appropriate brochures not available, provide suitable narrative description of schooling
facilities available
E. Make a serious effort to find the nearest quality school facilities teaching the languages
which would reasonably be desirable to the potential department heads and expatriate
InterContinental Hotels Group could reasonably recruit if such school systems were
available.
F. Determine extent of any required religious education in local schooling system and
implication for recruiting
IX
A.
B.
C.
D.
E.
F.
X
UNIONS
Specify which unions are active in hospitality industry, if any.
How active are the unions
Do local hotels negotiate collectively or individually ?
Local legal requirements regarding membership; Compulsory ?
Get copies of union contracts and union pay scales.
What positions count as “management” and thus are exempt from union membership.
PHYSICAL EXAMINATIONS
A. Are these required as a condition of employment ?
B. Which staff positions ?
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Hotel Opening Manual InterContinental Hotels Group
C.
D.
E.
F.
G.
XI
A.
B.
C.
D.
E.
F.
XII
A.
B.
C.
D.
How often ?
How extensive ?
Who performs examination ?
Any charge ?
Any certification procedure ? Document the procedures ?
REQUIRED EMPLOYMENT DOCUMENTATION
Pre-Employee
Health card
Police check or police card
Record of previous employment.
Tax records
Other >
FEMALE EMPLOYEES AND MINORS
Any restrictions or taboos on employing women or minors ?
Any special benefits ?
Any security problems relating to late shirt transportation ?
Any requirements to employ disabled or other groups (specify) ?
XIII EXPATRIATE EMPLOYMENT RESTRICTIONS
A.
B.
C.
D.
E.
F.
G.
H.
If work permits required, attached detailed procedure.
Usual length of contract for expatriates.
Any restrictions based on religion ?
Any restrictions based on race ?
Any restrictions based on nationality ?
Any other restrictions pertaining to importing Human Resources ?
Approximate number of imported Human Resources, by job, in existing local hotels.
Specify / document visa procedure for temporary pre-opening experts and sister hotel
trainers.
XIV STAFFING SOURCES
A. Department Heads Possible Source Possible Source Possible Source
1. Assistant Manager
2. Front Offices Managers
3. Housekeeper and Assistants
4. Chief Engineers
5. Laundry Manager
6. Chef, Sous Chef, Chefs de Partie
B. Staff Possible Source Possible Source Possible Source
1. Accounting
2. Maids or males room attendants
3. Cooks
4. Dishwashers
5. Cleaners
6. Waiters
7. Commis
8. Captains
Operators
C. Any jobs required not normally found in InterContinental Hotels Group hotels ?
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Hotel Opening Manual InterContinental Hotels Group
D. If InterContinental Hotels Group were to open a hotel in three years, what provisions
would have to be made to get a staff together ? In other words, assuming some of the
employees from existing local hotels would apply for jobs with InterContinental Hotels
Group, would InterContinental Hotels Group have to train the majority of the staff in the
basics? Indicate the potential scope of training that would be required.
_________________________________________________________________________
E. Will any staff positions require more training than usually provided in a Pre-Opening
Budget? Specify.
F. If at all possible obtain productivity figures from other hotels:
1. Room Attendants ________________________________
2. Food Services ___________________________________
3. Kitchen Production _______________________________
4. Ware Washing ___________________________________
G. Are there any hotel schools in the area ? Specify name of contact ?
1. What job positions are gradates able to fill?
2. How many graduates for each position?
3. Would graduates be of international standard or would they require further training?
Specify scope for required training.
H. Will or does the Government help train Human Resources ? ______ If so, specify contact
within Government;
1. Training instructors available ? _____ In what areas
2. What costs, if any, involved ?
I.
XV
Ascertain where the majority of national of the country (in which hotel is located) might
be located, who are working in hotels, restaurants etc/
SERVICE CHARGE
Specify the percent added to guest bill (or included)
A.
B.
C.
D.
E.
F.
G.
H.
I.
Food
Beverage
Rooms
Banquets
Telephone
Laundry
Valet
Paid outs
Other
_______
_______
_______
_______
_______
_______
_______
_______
_______
XVI DISTRIBUTION OF SERVICE CHARGE INCOME
A. Percent, if any, distributed to employees of total income _____
B. Is service charge distributed:
1. In addition to an established base salary, or,
2. Against a guaranteed monthly salary, whereby if Service Charge income does not
cover salaries, hotels, pays difference.
3. If neither, explain.
4. Is service charge distributed:
a. Monthly
b. Quarterly
c. Surplus in high season carried over to cover possible deficits in slow season.
5. Are administrative overhead costs deducted from service charge income prior to
distribution to employees ?
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Hotel Opening Manual InterContinental Hotels Group
6. Specify service points per job category on the Human Resources Survey if
cooperative pool method is used, otherwise specify distribution calculation.
XVII CONTACTS MADE ON SURVEY
A. List all contacts made at hotels, hotel associations, government departments, and the like,
interviewed for this survey, with names, titles, phones and the like.
B. Attach business cards if possible.
_______________
Signature
Type Name / title
_______________
Date of Survey
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Hotel Opening Manual InterContinental Hotels Group
3. TRAINING – PRE OPENING CHECKLIST
. TRAINING SCHEDULES
1.
2.
3.
4.
5.
6.
In this Pre-Opening Manual, a distinction is made between “What to Train” and
“How to Train.” Imbedded in this manual are several Departmental lists detailing
“What to Train.” A separate Training Manual details “How to Train.”
The “What to Train” listings are intended to serve as a training agenda. In some
departments, there simply may not be sufficient training time in the pre-opening
program, and some topics may require later reinforcement training. Each trainer(s) in
each department should be tasked with preparing a 12-month training calendar for
each sub-department or section listing at least 4 one-hour training segments per
month together with the topic for each training segment. After the opening, time must
be set aside for this training in each section of the hotel.
Training sessions should be broken into one-hour segments. Sessions which last more
than on hour are generally unproductive as students’ minds wander and become
restless. Schedule breaks.
Training sessions should always be task oriented. Large task, such as butchering,
should be broken down into manageable tasks, and any training sessions should focus
on, say: care and sharpening of knives; breaking the carcass down French style vs.
American style; deboning; and the like.
The “What to Train” lists are not definitive and all-encompassing by any means. Pre-
Opening General Managers should instruct Department Heads to make a note of
major topics which have been ignored.
These notes should be compiled at the hotel and forwarded to the Vice President -
Hotel Openings and Director - Operation Planning (Asia Pacific) as recommendations
for additions to the Pre-Opening Manual.
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Hotel Opening Manual InterContinental Hotels Group
4. FINANCE & BUSINESS SUPPORT – PRE OPENING CHECKLIST
.
.
INTRODUCTION
Before commencing on-site employment, the hotel Director of Business Support
should have had interviews with both the Regional Director of Business Support 1
and the hotel General Manager to determine the current status on each of the
responsibilities which fall to the hotel Director of Business Support upon reporting to
the site.
It is not possible to create a detailed checklist to cover the full responsibilities of a
hotel Director of Business Support, as these responsibilities vary depending on
InterContinental Hotels Group’s involvement in the project; whether it is managed,
leased or wholly-owned project, the level of equity participation in the Owning
Company, and also the varying degrees of exchange controls, importation restrictions,
labour restrictions and the like. In such circumstances, the hotel Director of Business
Support is encouraged to use I-Connect and refer to InterContinental Hotels Group
Accounting Policy and Procedures for self help before requesting assistance from the
Regional Office.
The hotel Director of Business Support must read the hotel Management/Lease/Joint
Venture Agreement, as a preliminary step, in order to intelligently address the
questions which follow. Once any queries have been answered and the hotel Director
of Business Support has a full understanding of InterContinental Hotels Group’s legal
status as hotel operator, the hotel Director of Business Support can proceed with the
following.
CONTROL OF PRE-OPENING BUDGET
Prior to the arrival of the hotel Director of Business Support, The Regional Office has
been monitoring and reporting pre-opening expenditures against budget amounts.
The hotel Director of Business Support should obtain a briefing from the regional
staff member who has had the control responsibility and all relevant files should be
relocated to the new hotel site.
The hotel Director of Business Support will takeover and update the forecasted pre-
opening expenditure versus budget semi-monthly through the opening date, and
advise the hotel General Manager and Regional Office when planned pre-opening
activities exceed total budgeted amounts so that necessary corrective action can be
taken to bring pre-opening expenditures back within budget.
The Regional Director of Business Support will advise the frequency with which the
hotel Director of Business Support’s forecasts is to be forwarded to the Regional
Office for review.
The hotel Director of Business Support is responsible to ensure that whoever is
required to fund the pre-opening budget under the Management Agreement is in fact
advancing funds to the hotel as agreed, and that the hotel is complying with
accountability and reporting requirements as agreed. Report any difficulties regarding
receipt of advances or reimbursements for pre-opening expenditures to the Regional
Director of Business Support for action and guidance. Revisions to the budget
1 This may be delegated to the Regional Manager – Finance and Business Support.
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Hotel Opening Manual InterContinental Hotels Group
invariably require approval of the Owning Company, or as per Management
Agreement.
.
.
.
.
RECRUITMENT & TRAINING OF HOTEL ACCOUTING PERSONNEL
The hotel Director of Business Support, based on quality and availability of local staff,
should determine the training assistance that will be required through regional
accounting staff or other InterContinental Hotels Group hotels. Recruitment of
trainers and staff for new hotels with computer installations should focus on sister
hotels with equivalent computer equipment in place. Any support assistance request
should be channelled through the Regional Director of Business Support 1 . In
absolutely no case should sister hotel employees be approached directly. All queries
regarding staff at other InterContinental Hotels Group hotels must be directed through
the General Manager of the affected hotel, without exception.
The hiring schedule shall be in tandem with the Human Resources Staffing Plan.
Local conditions are decisive in determining when an employee should report to
work2. For example, if the kitchen and restaurant areas are ready and functioning one
week before the opening, the cashier-checkers may report to work one to two weeks
(or even earlier) before the opening so that a “school” environment may be made by
serving the operations personnel who will be eating in the hotel. Orders can be taken,
food checked and accounting done for the restaurant checks as in a normal operation,
thus affording an ideal opportunity for training on the job.
Other Accounting personnel should report four to eight weeks 3 before the opening in
order to get acquainted with the back of the house, open crates and take inventories,
open perpetual inventory records, get familiarized with the equipment, or receive
appropriate training.
An efficient bonding procedure should be established for all employees being
recruited to handle cash in the hotel. If a payroll clerk is already on board, the hotel
Director of Business Support should ensure that the clerk’s background we checked
at the time of employment for fidelity and bonding purposes.
RELATIONS WITH OUTSIDE AUDITORS
Refer to InterContinental Hotels Group Accounting Policies and Procedures
RELATIONS WITH LOCAL LEGAL COUNSEL
Refer to InterContinental Hotels Group Accounting Policies and Procedures
RELATIONSHIP WITH BANKERS
Refer to InterContinental Hotels Group Accounting Policies and Procedures
1
2
(and/or Regional Manager – Finance and Business Support for Greater China)
In countries where skilled labour is lacking, the hiring period will need to be earlier, as more training time
will be required.
3 This is only a guideline and will depend on local conditions and the core competency and skill levels of the
staff.
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Hotel Opening Manual InterContinental Hotels Group
.
.
RELATIONSHIP WITH GOVERNMENT OFFICIALS
Refer to InterContinental Hotels Group Accounting Policies and Procedures
ACTIVITIES TO BE DISCUSSED WITH THE GENERAL MANAGER
1.
2.
3.
4.
5.
6.
7.
Interpretations of special/unusual clauses in the Management Agreement
and/or lease.
Any known idiosyncrasies of project, site or location.
Construction progress reporting and timetable for opening.
Feasibility study and related financial data given to Owning Company.
Hotel’s Furniture, Fixture & Equipment Purchasing Listing
Hotel’s Expendables and Operating Equipment purchasing list. Agree on
method to review locally-purchased items (. liquor should be bought
locally if hotel located in duty-free port) and items not needed for this hotel.
Hotel organization chart.
. HOTEL POLICIES1 TO BE APPROVED BY THE GENERAL MANAGER
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
Vacations for employees
National and religious holidays.
Hiring policy
Layoff policy
Probationary period for new hires
Employee termination policy and documentation needed for disciplinary
actions.
Sickness procedures.
Disability procedures
Overtime policy and approval procedure.
Employee bonus policy, if applicable (end of year, holiday, etc.)
Severance pay policy and procedure to pay same.
Who lives in hotel?
Who eats where? Dependent meals?
Officer Check procedures. No city ledgers for employees.
Department head privileges (pool, steward sales, meals, etc.).
Medical insurance and related benefits.
Pension or retirement plan or policy.
Cash advance, loans, uniform allowance to employees.
Department head practices inside hotel and entitlement
Department head privileges and entitlement out of hotel.
Hotel surcharge for local and long distance calls.
Laundry and valet prices to be printed on respective lists.
Handling of cigar and cigarette sales.
Swimming pool and cabana club regulations for guests, city patrons and hotel
employees.
Operating policies regarding other small operated departments.
Foreign exchange rates to be used by Front Office Cashiers: who monitors
and posts rate changes?
Steward sales privileges (inventory sales to officers/staff).
Intended opening/closing hours of Food & Beverage Outlets. Local laws may
prevail.
1 Reference should be made to Corporate and Local Policy
__________________________________________________________________________________________________________
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Hotel Opening Manual
29.
30.
31.
32.
33.
34.
35.
36.
37.
38.
39.
40.
41.
42.
43.
InterContinental Hotels Group
Operating hours of other operated departments, if applicable.
Evening transportation of staff at night hours, if local service not available or
not reliable. Night security escorts required?
Fine for missing Food & Beverage checks?
Checks for walk-outs charged to bartender, waiter, etc.?
Front desk paid-outs policy.
Petty cash limitations and who need same?
Cashier over and short policy.
Complementary room approval procedure.
Complementary amenities procedure.
Credit cards to be accepted by hotel for payment, and procedure for reception
and Food & Beverage outlets.
Accounting for special marketing packages (weekend package, etc.).
Opening of mail and handling of checks received by mail.
Insurance
Lost & Found
Indemnity
HOTEL CREDIT POLICY
Liase with Regional Director of Business Support and/or refer to InterContinental
Hotels Group Accounting Policies and Procedures.
1.
2.
3.
The Regional Director of Business Support should supply a credit policy
from another InterContinental Hotels Group using a hotel with similar guest
profile, as a guideline.
The Regional Director of Business Support should provide clear guidelines
for Group Negotiated Contracts, and provide a list of “special” wholesalers
that enjoy preferred terms.
The principal elements of a sound hotel credit policy are:
a.
b.
c.
d.
Sound business judgement
Requirements of government agencies
Requirements of credit card companies
Local laws and customs regarding extension of credit, inn-keeper
liability, skippers and the like.
. DESIGN OF HOTEL PRINTED FORMS
1. INTRODUCTION . The hotel Director of Business Support will be given a
complete set of standardized forms, from which to select the most applicable,
subject to the approval or guidance of the Regional Director of Business
Support.
There are many forms that can be readily adapted and ordered immediately;
other must wait until certain local factors are known. The first group should
be ready to be given to the local printers not later than two months before the
hotel soft opening, with an absolute deadline for delivery of one month prior
to the soft opening. The second group of forms should be designed and
ordered about four weeks before the soft opening, with a definite deadline for
delivery of two weeks before the opening.
It is not unusual that many last-minute changes are made which delay the
final designing and printing of forms. Names of bars and restaurants can be
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Hotel Opening Manual
2.
InterContinental Hotels Group
changed; operated departments are given to concessionaires, and the like.
Such changes will affect forms like the Daily Report, Food Covers Report,
Sales Recapitulation and the Weekly Food & Beverage Report, among others.
Other forms are inter-related to, and must be adapted to, local requirement.
For example, some reports must list guest rooms in the same order as shown
on the Front Desk Room Rack, including the Night Clerk’s Report,
Housekeeper’s Report and Maid Count Slip. These forms belong in the
second group for sending to the printer.
Form design should be organized so the General Manager has the opportunity
to review the forms at least two weeks before they are sent to the printer. In
remote locations with limited printing facilities, or when hotels are opening
during peak printing periods (. Christmas, Chinese New Year), it may be
necessary to develop a longer printing calendar.
If it is not evident in the samples attached for the printer, specifications must
be made for special perforations for binding or detachment and any other
peculiarities. Space should be provided at the bottom of the printer’s
instruction sheets to enter the number of months the stock is estimated to last,
name of printer winning the contract, date order given, date due back to hotel,
date first proof approved, date second proof approved, who is to approve
proofs and date finished product is received.
Originals of the instruction sheets will be given to the printer together with
sample forms and their copies. The duplicates are filed in numerical order for
future reference and the triplicates are used for follow-up files. As proofs are
approved and the final work received, the information is entered in the
respective follow-up copies.
Review with Regional Director of Business Support Re: Forms
a.
b.
c.
d.
e.
Current status as known by Regional Director of Business Support of
any printing underway.
Which forms are locally accepted or expected by hotel clientele as a
local standard in restaurants and bars.
Special forms required meeting local laws and customs.
Printing of bank checks, and recommended format.
Payroll forms and required documentation.
3. Forms Review with General Manager
a.
b.
c.
d.
Recommendations and suggestions of Regional Director of Business
Support re: forms.
Agree on person to coordinate printing contracts and delivery and
proof-reading schedules.
Discuss program to coordinate printing requirements among various
hotel departments.
Discuss how to ensure accurate local language translation and
proofing of same.
4. 5.
Coordinate deadline and storage
requirements with Materials Manger.
Develop and publish printing calendar
after discussing printing workload
with several local printers.
Design and order all rubber stamps.
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Hotel Opening Manual InterContinental Hotels Group
.
.
COMPUTER INSTALLATIONS
Liase with Regional Director of Business Support and/or refer to InterContinental
Hotels Group Accounting Policies and Procedures.
Also refer to the Information Technology Standards found in I-Connect and the New
Hotel Opening Management System under Information Technology.
RECEIPT AND CONTROL OF PRE-OPENING MERCHANDISE
1.
2.
3.
4.
5.
The General Manager should arrange through the Project Manager that the
schedule be maintained for the completion of construction work on storage
areas and the erection of proper shelving. If this work is not completed before
the opening, the usual result is a serious hampering of operations and
weakening of controls, due to storeroom confusion.
Determine, through the General Manager, whether InterContinental Hotels
Group has responsibility for receiving Furniture, Fixture & Equipment and
supplies.
Determine whether the hotel has to produce hotel Fixed Assets Record. If so,
plan accordingly, mobilize staffing, and establish with the Regional Office on
the approved software.
The hotel Director of Business Support is responsible for supervising the
receiving and the controls of safeguards for security of merchandise and
supply inventories and service equipment1. Perpetual inventory cards are the
hotel Director of Business Support’s supervisory responsibility. The
Materials Manager has responsibility for supervising the storage of
merchandise.
Materials and supplies, as well as service equipment (china, glassware, linen
and silverware) are normally sent to the hotel shortly before the opening. It
often happens that this material starts arriving at the hotel before the official
hotel Receiver has taken over. The following recommendations are important:
a.
b.
The Project Manager or hotel Director of Business Support should be
instructed by the General Manager to receive the shipments in bulk,
without opening the containers and to store them in a well protected
area under the responsibility of the Materials Manager, or whoever
acts as such, provisionally.
If shipments are to arrive before the official hotel Receiver takes over,
the General Manager should instruct the Project Manager or hotel
Director of Business Support to open a separate folder for each
shipment received, in which all corresponding documentation will be
filed. A running record should be kept in each folder, listing each
document received and keeping tract of any documents subsequently
taken out of the files
. SECURITY OF FURNITURE, FIXTURE & EQUIPMENT EXPENDABLES
Refer to InterContinental Hotels Group Accounting Policies and Procedures
1
In certain hotels (. in China and several parts of Asia), the functions are carried out by the Cost Controller
/ Storekeepers under the supervision of the hotel Director of Business Support.
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Hotel Opening Manual InterContinental Hotels Group
. OFFICES AND STORE RENTALS
1.
2.
3.
Obtain the originals of all office and store rental contracts and
concessionaires’ agreements form General Manager, and work out a routine
billing procedure.
If store rentals or concession agreements are based on percentages of sales or
profits, discuss with each tenant a proper accounting and control procedure
for that operation. If there is any doubt or disagreement, consult with outside
auditors or lawyers, as appropriate, for written opinion.
Instruct all store tenants and concessionaires on proper handling of charges
for account of hotel guests, preferably by means of Front Office cash
advances. Clarify tenant’s liability on credit card charge backs/skippers for
such payouts.
