喜来登酒店管理集团有限公司HRSOP

喜来登酒店管理集团有限公司酒店运转手册(人力资源部)2010年8月修订目录页码一、组织结构图二、岗位责任制：•人力资源部总监•人事经理•人力资源部秘书•培训部经理•培训主管•人力资源部文员•人事劳资助理•人事劳资文员•员工餐厅经理•员餐主管•员餐厨师长•员餐厨师领班•员餐厨师•员餐管事员•更衣室清扫员•美发师•医务室医生•护士•宿舍管理主管•宿舍管理员三、政策标准程序１４•名门饭店员工仪容仪表及行为准则•招聘程序•员工入职程序•员工考核评估程序•美发操作程序•医务室工作程序•员工餐厅工作程序•厨房纪律•厨房卫生标准•厨房防火安全管理制度•处置室工作制度•员工餐厅就餐规定•宿舍管理员守则•员工宿舍管理规程•员工住宿规定•更衣室、浴室管理规定•员工活动室管理制度•员工辞职程序•员工调职程序•员工晋级程序•员工请病、事假程序•入职培训程序•员工餐厅用餐标准•员工休年假的规定•员工申请结婚及计划生育的管理规定•员工受雇饭店期间在外兼职事宜的规定•员工更衣室工作标准•饭发放物品遗失补领程序及赔偿标准•员工生病就诊程序•培训管理制度Job Description 岗位责任制岗位名称人力资源部总监级别编辑人________直接上司总经理、管理对象人事部经理、培训部经理、员餐经理资历要求大学以上学历，能讲、写流利英语。

十年以上高星级酒店部门高层管理经验，经过酒店专业人力资源管理培训。

拥有一定工作经验熟悉电脑系统操作，掌握地方人事政策，年龄在四十岁以下。

批准人_____________ _____________ _____________部门经理部门总监总经理日期编号_______________________******************************************************************岗位概述：负责饭店人力资源的全面管理工作，通过计划、发展、激励饭店员工，以保证有素质的人力资源队伍来支持饭店的运营。

酒店集团人力资源工作手册一、引言本手册旨在对酒店集团的人力资源工作进行规范和指导，确保公司人力资源工作的高效运作和员工的良好体验。

本手册包括以下内容：组织架构、招聘与选拔、培训与发展、绩效管理、薪酬与福利、劳动关系管理等方面的政策和流程。

公司人力资源部门将负责执行和监督本手册的执行情况，同时将根据实际情况进行相应的修改和完善。

二、组织架构本酒店集团由总部和各酒店分支机构组成。

总部设立人力资源部，负责总体人力资源规划、政策制定和执行。

各酒店分支机构设立酒店人力资源部，负责本酒店的人力资源管理工作。

三、招聘与选拔1. 职位需求分析在开始招聘前，人力资源部将与相关部门进行沟通，了解各部门的需求并进行职位需求分析。

职位需求分析应明确岗位职责、资格要求以及薪酬等方面的信息。

2. 招聘渠道本酒店集团会通过多种渠道发布招聘信息，包括在线招聘平台、校园招聘、人才市场等。

同时，酒店人力资源部还会与相关高校、职业培训机构建立合作关系，并参与人才交流活动，以扩大招聘渠道。

3. 应聘者的面试与选拔人力资源部将根据预先设置的面试评估标准，对应聘者进行面试和选拔。

面试评估标准应包括相关工作经验、专业背景、技能和知识等方面的考察。

4. 入职手续和培训在录用合适的候选人后，人力资源部将安排新员工进行入职手续和培训。

入职手续包括签署劳动合同、办理入职登记等；培训包括新员工入职培训和岗位培训。

四、培训与发展1. 培训需求分析人力资源部将定期对员工进行培训需求调查，了解员工的培训需求。

基于调查结果，人力资源部将制定培训计划和培训课程。

2. 培训方式和场所公司将通过内部培训和外部培训相结合的方式，对员工进行培训。

内部培训包括员工内部培训、岗位轮岗培训等；外部培训包括邀请专家授课、参加行业培训课程等。

3. 培训成果评估培训结束后，人力资源部将对培训成果进行评估。

评估方式可以采用考试、考核、绩效评估等多种方式，以保证培训效果的有效性。

五、绩效管理1. 目标设定每个员工在入职时都将与直接上级进行目标设定，明确工作目标和绩效指标。

酒店经营管理人力资源开发部SOP手册人力资源开发部是酒店中最关键的决策职能部门之一，酒店的经营管理离不开人、财、物、时间、信息等资源。

在诸资源中，唯有人力资源是最为宝贵的。

因为，其它任何资源均由人来开发利用，而且通过合理地开发人力资源、充分发挥人的最大潜能，能够产生巨大的增值效应，最核心内容就是要通过最大程度地满足目标客源市场的需求，以实现企业效益和社会效益的最大化。

家庭式的温謦，俱乐部式的荣耀与便利，博物馆式的文化氛围要通过酒店上下全体人员象配合默契的团队一样努力工作才可实现，正所谓没有高素质、高协作、高满意度的员工，就没有高满意度的顾客和酒店的高效益。

人力资源开发部作为开发、管理酒店人力资源的职能部门，所处的位置和所担负的责任都是极为重要的。

从广义上讲，要通过人力资源开发部的工作，在全店上下均能明确地树立起现代人才观念，真正做到了解人、关心人、尊重人、培养人，合理地选好人、用好人，使得人尽其才、才尽其用；从狭义上讲，要在酒店内部真正按照科学合理的原则，根据实现企业目标的需要，从最大限度调动人的工作积极性、创造性出发，制定出一整套包括选拔、培养、使用、考核和奖惩在内的劳动人事制度和分配制度，科学地定岗定编，使人与事得以最佳结合。

人力资源开发部的工作特点是既有阶段性目标，又要有贯彻始终、永无止境的追求。

因为社会的发展，科学技术的进步会不断地给人力资源开发提出新课题，且酒店管理思想、管理体制、管理手段和管理方法的科学化、现代化本．身也要求员工不断调整自己的知识结构，提高自己的知识水平。

人力资源开发部要尽可能为员工表现自己的能力提供机会，使他们获得的知识在实践中转化为经验，上升为理论。

在机构设置上，人力资源开发部下设人事部、培训部、质量质量督导部、劳资关系协调部四个部门，直接负责整个酒店的人力规划、员工招聘、录用、培训、考核、工资、劳保、福利、调配、质检、劳动关系协调等工作。

作为“员工之家"，人力资源开发部下设的劳资关系协调部要开展各种有效活动，密切劳资关系，协调政府、企业、员工、客人之间的利益，增强员工的向心力、凝聚力。

喜来登酒店员工手册第一章简介1．喜达屋酒店及度假村管理集团喜达屋酒店及度假村管理集团成立于 1990 年，是全球规模最大的饭店连锁集团之一，在全球 80 多个国家拥有、管理并特许经营超过 750 间饭店，遍布北美、拉丁美洲、欧洲、中东、亚太区、印度等地区。

位置旗拥有六个品牌，每一个品牌均提供各自的产品及服务以满足特定顾客群体的需要，这六个品牌分别是：威斯汀、喜来登、福朋、瑞吉、至尊精选、W 饭店。

作为喜达屋集团的重要品牌，喜来登酒店及度假村管理集团的第一家酒店于 1973 年在美国马萨诸塞州的波士顿开业。

1985 年喜来登在中国开设了国内第一家由国际酒店管理集团经营管理的饭店北京长城喜来登饭店。

喜来登拥有遍布世界各地的分支机构、行销网络和全球订房系统，并以其新的产品特征而独树一帜。

在过去产的三年中喜来登蓬勃以展，现已将 30 多间新酒店列入发展计划之中。

无论在世界的任何角落，喜达屋的员工都充满省略、热情洋溢，并以高度的自豪感提供关怀备至的、和宾客至上的服务。

2．喜达屋使命及宗旨使命：作为一个集高水准与杰出服务为一体的全球性酒店集团，它将为世界各地旅游者提供豪华与舒适的享受。

宗旨：只有达到并超越顾客、业主和股东的期望，我们才能成功。

我们追求卓越，力争达到诚信与公正的最高境界。

我们赞美人、思想和文化的多姿多彩。

我们推崇团队协作中个人的尊严和价值。

我们努力改善我们所处的环境。

我们也鼓励创新，承担责任，迎接改变。

我们勤奋好学，追求知识，寻求发展。

我们同有紧迫感，我们灵活敏锐，我们乐在其中。

3．武汉汉口泛海喜来登酒店是泛海建设集团投资兴建的，由喜达屋酒店与度假村国际集团经营的五星级酒店。

酒店坐落于全新的王家墩中央商务区，地理位置十分优越，由酒店大堂可直接前往多家企业办事处和零售商场。

喜来登的舒适与丰富多样的设施将让宾客沉醉其中，流连忘返。

客房与套房酒店拥有 509 间客房和套房，每间均配备喜来登甜梦之床，让您尽享一夜酣眠。

喜来登HRD标准SOP喜来登是国际酒店集团万豪国际旗下的高端品牌，享誉全球酒店业。

为了确保每一个喜来登酒店都能保持一贯的品质和服务标准，喜来登酒店确立了HRD标准SOP，该标准规范了酒店员工招募、培训、绩效管理等方面的流程，是喜来登酒店的管理制度重要部分。

HRD是指“Human Resource and Development”，中文意思是人力资源和培养，是传统人力资源管理的一个扩展和发展。

HRD通过对人力资源进行有效管理和培养来提高组织绩效，培养组织自身的核心竞争力。

在喜来登酒店中，HRD标准SOP就是为了实现酒店高效管理，更好的招聘和培养人才，提高员工的工作技能和绩效，并形成一套成熟、高效的管理方法。

一、员工招聘在SOP标准下，喜来登酒店对员工的招聘相当严格。

所有的招聘岗位必须请人力资源部门和相关部门的经理共同参与面试。

经过面试之后，如果符合条件，人力资源部门会发放关于待遇、健康保险、退休金计划、休假等相关政策的书面通知并要求签署合同。

同时，喜来登酒店也会安排全员工定期体检，以确保员工的身体状况符合工作岗位的需要。

二、员工培训喜来登酒店始终认为员工培训是其中最为重要的工作之一。

SOP标准下，喜来登酒店为员工提供了全面、实用的培训。

新员工入职前会接受一定的培训，以便了解基本流程和流程规范，并被分配到合适的职位。

而且对于每个员工，喜来登酒店还提供专业和普及性的培训，以帮助提高员工技能并增进他们的不同领域专长。

三、员工绩效管理喜来登酒店非常注重员工的绩效管理。

在SOP标准下，喜来登酒店设置了非常详尽、严格的绩效评估制度，包括实施绩效考核、定期反馈、发放激励奖金等。

这样一来，能够让员工知道自己的工作内容、评估标准和规范，而且能够极大地激发员工的工作积极性。

四、员工关系管理喜来登酒店还注重员工关系管理。

员工在工作环境中的遇到的问题，有时候可能需要有专业的帮助。

在SOP标准下，喜来登酒店为员工提供了专业、有效的员工关系管理服务。

喜来登酒店的管理制度范文喜来登酒店管理制度范文第一章总则第一条为规范喜来登酒店的管理制度，确保酒店的顺利运营，提高服务质量和顾客满意度，制定本管理制度。

第二条本管理制度适用于喜来登酒店的所有员工，包括管理层、部门经理和普通员工。

第三条酒店的管理层必须积极履行管理职责，确保各项制度的执行和实施。

第四条酒店的员工必须遵守本管理制度，履行相应的职责，努力提供优质的服务。

第五条酒店提供员工培训和发展机会，鼓励员工创新和提升能力，以提高工作效率。

第二章酒店服务标准第六条酒店服务人员必须积极主动地接待和问候每一位顾客，提供礼貌、热情和周到的服务。

第七条酒店提供干净整洁的客房、餐饮及其它设施，保证设施的正常运行和维护。

第八条酒店提供高质量的餐饮服务，确保食品安全和品质，满足顾客的需求。

第九条酒店服务人员必须具备良好的专业知识和沟通技巧，能准确理解和回答顾客的问题和需求。

第十条酒店服务人员必须以礼貌、友好和耐心的态度处理顾客的投诉和问题，并及时解决。

第三章员工管理制度第十一条员工必须遵守酒店的工作纪律，包括守时、守信和保密，不得违反法律法规和道德伦理。

第十二条员工必须穿戴整洁和标准的工作服，并佩戴工作牌。

第十三条员工必须参加酒店组织的培训和学习，提高专业技能和服务水平。

第十四条员工必须配合上级的工作安排和指令，完成工作任务，不得擅自请假或旷工。

第十五条员工必须保护酒店和顾客的利益，不得泄露商业机密和顾客隐私。

第四章绩效考核与奖惩制度第十六条酒店将按照一定的考核标准和指标对员工进行绩效评估，以激励员工的积极性和提高工作质量。

第十七条酒店将对表现优秀的员工给予适当的奖励和提升机会，如加薪、晋升和培训机会。

第十八条酒店将对违反制度和工作纪律的员工进行相应的惩罚，如警告、罚款和辞退等。

第十九条员工可以向酒店的人力资源部门投诉和申诉，酒店将认真调查并及时解决。

第五章维权保障与福利待遇第二十条酒店将建立健全的劳动合同，保障员工的合法权益，如工资待遇、工时安排、休假制度等。

TASK01: Pre-Shift BoardPROCEDURESTANDARD• Read pre-shift boards at Front Office to be well informed of day’s activities and any special circumstances or incidents requiring follow up.• If you have any questions, discuss them with Back Office Agent or Assistant Manager.• Check bulletin board for new information and initial memos as required.• Check schedule daily for any changes.• Note current “Standard of the Week.”• Check room type availability, be aware of room status for future dates.• Check “Rate of the Day.”• On full house nights, know which hotels in the city have availability for referring walk up guests, too.• Pre-shift board read and initialed by all staff. • Pre-shift board checked and initiated daily for new information. • Supervisor informed if unsure of any information on board. • Approximate number of check ins/check outs known.• V.I.P.’s due to arrive, unknown.• Aware of all groups and important details from resume.• Know how to interpret current status/housecount.• All clerks know availability status and rate of theday before shift begins. TASK02: Lobby/Desk Area StandardsPROCEDURESTANDARD• Inspect the Front Desk area and back office and make sure it is orderly and clean. Check that all equipment and supplies are in their proper order.• All Front Office and Back Office areas are to be inspected throughout shift. • No trash visible on desk or floors, ash urns emptied as needed. • Furniture aligned and dust free.• Windows and doors are free of smudges, dust streaks.• All problems are reported to PropertyMaintenance immediately.• All ash urns free of cigarette debris and sand filtered .• No trash on floors. TASK03: Review Arrival ReportPROCEDURESTANDARD• Review arrival information at start of shift: 1) Ensure that requests have been honored.2) Check for any possible rate or guest type errors.3) For guest recognition, review registration cardsTo ensure all have been printed correctly and Neatly.4) Filed in proper alphabetical order.• Check for discrepancies in: 1) Rate2) Group code 3) Guest type4) Share with reservations• All reservations are guaranteed.• Review number of guests field on reservations for accuracy.• Communicate special requests to Service Express And Housekeeping as rooms are blocked.• Ensure guest history guests are blocked in a room matching profile.• Guest History Remarks are read.• All repeat guests receive their favorite room.• All remarks are incorporated into blocking. • Aware of all V.I.P. arrivals and special requests. TASK04: Pre-Register V.I.P.’sPROCEDURE STANDARD• Pre-register all V.I.P. guests, repeat guests and Westin Premier Gold and Burgundy level membersprior to check in.1) Obtain V.I.P. report.2) Pre-registered in upgraded accommodations.3) Call Housekeeping with V.I.P. room numbersby 7:30 a.m.4) Pull correct registration card and key packet. Place the key in V.I.P. envelope and attach to the registration card.5) Complete pre-typed or handwritten credit card voucher using card number from WestinPremier profile or reservation. Guest not asked to produce credit information and not requested to sign the registration card. Double check that V.I.P. keys are correct before key packeting. 6) Ensure all V.I.P. registration packets are completed to alert desk staff of V.I.P. status. 7) Check for amenity requests and ensure deliveryprior to arrival.• All V.I.P.’s will be pre-registered by 10:00 a.m. unless rooms are still occupied.• Housekeeping to have rooms ready by 11:00 a.m. unless rooms are still occupied.• Staff is not to change V.I.P. room at check-in without supervisor’s approval.• All V.I.P. room inspections completed by a.m. unless otherwise noted.• Credit voucher is completed prior to guest arrival.• All V.I.P. key packets are accurate. • All Gold members receive a room on premierfloor.• Burgundy members receive a room on premier floor based on space availability. TASK04: Pre-Register V.I.P.’s (cont’d)PROCEDURE• Accounts with pre-registration status are pre-blocked into vacant/clean rooms.Pre-registered guests never have to wait for their room to become available.STANDARD TASK05: Daily ActivityPROCEDURESTANDARD• Go to the T/K file and pull daily function sheet and group resumes for the groups for that day.• Review the activities as to who is here and what time for all group functions and meetings.• Ensure that each printer station has a daily activity sheet posted for reference. • All function sheets posted and reviewed with the staff daily. • All current resumes read and understood by all staff on duty. TASK06: Hotel Rates and InformationPROCEDURE• Know your property’s information on rates, packages, promotional programs, extras and bonuses.• Have all this information available to all staff.• Know this information for ready recall for staff and guest inquiries.STANDARD• Knows all rates, packages and promotions.• Have all information regarding rates, packages and promotions available to staff in at least one central location.• Ensure proper quotation of information by staff.• Variances to rate of the day and volume corporate rate strategies are approved by Assistant Manager. TASK07: Group PreparationPROCEDURE• Review group resume for all arriving groups. Check rates, billing, dates of stay, general activities, etc.• If group will be arriving at the same time, pre-register:1) Print group arrival report by date.2) Pull up available vacant rooms. If rooms areDirty, make list to turn over to Housekeeping to clean.3) Block rooms.4) Write room numbers on registration cards. 5) Select keys for all rooms and place in key packet. Write name and room number on key packets.6) Print report again and check to ensure all rooms have been blocked.7) Print labels as required for key packets and pre-registration packets.• When group arrives, complete “group check-in”.STANDARD• No billing mistakes on groups.• Groups arriving together are pre-registered or pre-blocked.• A final cross check is completed prior to arrival which matches computer to rooming list if non- computer generated, e.g., football teams, to key packets. TASK08: FlagsPROCEDURE• When an action step to service a guest or change a guest account needs to take place on a future day, use a flag.• When the Front Desk Manager should be informed of a situation with a guest or a future date, a flag will be used.• Trace report each morning by 8:00 a.m. and complete entries by 2:00 p.m.STANDARD• Flags are only used to inform the manager of a situation on a future day or to signal the Front Desk to take care of a guest request or change on the account.• Flag reports are printed daily in the morning and reviewed and acted on by 2:00 p.m. each day.• No incorrectly dated flags.• No comments or notices field to containinformation which should be recorded using a flag.• Flag report is initialed by Assistant Manager and reviewed with PM Assistant Manager as part of pass on.TASK 09: Due Outs and Discrepancies PROCEDURE• At 2:00 p.m., pull up all discrepant rooms from room discrepancy task on Front Desk menu.• Note discrepancies:1) Skip – Housekeeping has inputted the room asvacant/clean and Front Desk shows an account checked into the room prior to that day/time. 2) Sleep – Housekeeping has inputted the room as occupied/clean and the Front Desk has no account showing checked into that room.Check out all skips which are scheduled as due out. Settle accounts like express check outs, based on PHYSICAL room check information.Ensure all express check outs have been processed.Pull up all discrepant rooms again and print key. Print due out report. Cross off any rooms approved for late check out.Note exact status of rooms next to room number on reports and write down the name of the guest for all rooms listed as sleeps.All vacant due out rooms checked out by 4:00 p.m.All sleeps researched and resolved. If due to Front Desk error, address with individual responsible.All discrepancies resolved by 4:00 p.m.All balances settled for checked out accounts.STANDARDAll due out and discrepancy back up filed for research purposes with Assistant Manager checklist.Front Desk records to mirror actual status of room.All skips are physically checked.Front Desk is responsible for checking skips.Obtain guest name from luggage in room, is registration card in bucket?Skips with outstanding balances with no credit available brought to attention of Assistant Manager or Front Desk Manager. TASK09: Due Outs and Discrepancies\ (cont’d)PROCEDURESTANDARD 1) Check out all due out rooms listed as vacant. 2) Review all accounts thoroughly that are reported as vacant but are not due out.3) If account does not show an indication ofHousekeeping error, check out.Check inquiry for all information on occupied sleep rooms.1) Use room number and if necessary, guest name.2) Locate guest account and check into guest Room.3) Check sleeping room to see if occupied. 4) If unable to locate account, check bucket or Contact guest to resolve.Go to Housekeeping menu and input all rooms listed as vacant/clean. All sleep rooms showing vacant clean or dirty by Housekeeping must be inputted according to status.At 2:00 p.m., pull up any remaining due outs and Discrepancies. Physically check each room and resolve.File all reports and printouts in with Assistant Manager checklist. TASK10: Express Check-OutsPROCEDURE• Make sure all express check-outs are processed through the system correctly and to check-out standards.• Periodically during check-out period, check the express check-out box and distribute the check-out slips to clerks to process.STANDARD• All expressed check outs processed by 2:00 p.m.• All expressed check out guests received copy of charges and posting in mail.• Failure to check out express on a regular basis is a primary cause of discrepant rooms. TASK11: V.I.P. AmenitiesPROCEDURE• All V.I.P. amenities to be placed in room prior to guest arrival (except when noted).• Call Room Service to have amenity delivered and mark the time of delivery.• Monitor V.I.P. reservations every hour. If the guest has not checked in three hours after the amenity delivery, physically check the amenity to determine if the amenity needs to be refreshed by Room Service.STANDARD• All V.I.P. amenities to be in guest room prior to check-in.• All V.I.P. amenities to be monitored as stated.• All amenities to be refreshed as needed. TASK12: Late ChargesPROCEDURE• Should a charge be posted after a guest has checked out do the following:1) Recheck guest folio back in the computer. 2) Post the late charge to the room bill reinstatingThe account. Check out credit card number manually.3) Send the customer copy of the voucher with anexplanation letter to the guest.4) If the payment was made on Visa orMasterCard, make sure a new voucher isProcessed. If paid with American Express, add The charge and put new total in the revised totalcolumn. Write in on the card “After Departure Charge” and a description of the charge (i.e., Room Service, Long Distance, etc.)STANDARD• All late charges are billed back to guests.• Guest receives correct voucher. TASK13: Disabled GuestsPROCEDURE• Back Office Agent/Room Blocking Coordinator review daily arrivals for any guests withdisabilities. Pre-block rooms when appropriate.• Upon arrival, ask the guest if any special assistance is needed and determine if appropriate room has been blocked.• Accommodate all guests with disabilities.• Be especially sensitive to the needs of guests with disabilities (i.e., non-ambulatory guest may prefer a room on a low floor, large bath with handicap bars, room close to elevator).• Record status in computer using special service code “HA” and indicating special needs in the comment section.• In the event of an emergency, give log sheet to security or print special service code report for disabled guests.• Handle any special requests for equipment such as: 1) TDD2) Phone strobe 3) Phone amp4) Vibrating alarm clock 5) TV decoder6) Door knock indicator 7) Portable smoke detectorSTANDARD• To assist guests with disabilities and in the event of an emergency, all guests with disabilities to be readily identifiable in computer.• All agents know emergency routes throughout property for guests with disabilities.• Guest with disabilities accommodated during their stay, ensuring guest comfort.• Sensitivity displayed to any guests withdisabilities by being aware of inappropriate body language and facial expressions.• Understand that not all guests with disabilities require special assistance.• In the event of an emergency, a Special Codes Report will be run in order to identify guests who may need assistance. TASK14: Block Special RequestsPROCEDURE• Print special requests report and block according to specifications.Special requests we are unable to accommodate will be noted on notices filed to be addressed with guest at check-in to discuss alternate solutions.Alternate solutions should always be discussed with guest concerning request.Notify appropriate departments of delivery of specially requested items. STANDARDAll special requests will be blocked by 1:00 p.m. the day prior to arrival.Alternate solutions concerning requests always discussed with guest at check-in.Housekeeping notified by 9:00 a.m. of room blocks requiring special items to be delivered.TASK 15: Balance Room Types PROCEDURECheck availability and note number of room types or bed types oversold.Print arrival report.Note reservations that can be upgraded or bed types that can be changed.In some cases, it may be necessary to upgrade reservations to ensure room types have been balanced. Avoid a downgrade.To balance bed types:1) Check availability and note discrepancies. 2) Assign upgrades according to the following criteria: a) VIP’sb) repeat guestsc) corporate program guests d) rack rated guests e) long staying guests3) If overbooked on two-bedded rooms: a) assign “one” guest reservation a one-bedded roomb) assign “Mr. and Mrs.” Reservation a one-bedded roomc) assign one name and “two” guests a one-bedded roomd) assign “two” name and “two” guests a two-bedded roome) assign low rated “two” name, “two” guests reservations a one-bedded room with a rollaway, at no charge.STANDARDAll reservation bed type requirements will be met. (Exceptions will be on sold out nights or excessive requests for particular bed types.)All bed types balanced before 3:00 p.m.Upgrade rather than risk guests being dissatisfied with room type.Every effort made to accommodate our guests bedding requests. TASK15: Balance Room Types (cont’d)PROCEDURE4) If overbooked on one-bedded rooms, charge low rated, two-person reservations to a two-bedded room.5) If overbooked on small suites, utilize larger Suites, upgrading V.I.P.’s and high rated reservations. If overbooked on all suite categories, notify the supervisor.Record New Room Type on registration card. If guest has been upgraded, stamp upgrade to signal check-in clerk to inform guest at time of registration.STANDARDAssistant Manager approves upgrades to Luxury Suites.Only Executive Office or Director of Marketing can approve use of renovated Luxury Suites and connecting bedrooms. TASK16: Credit CheckPROCEDUREPrint credit check report.Review each account listed. Note current balance on account and amount of approval. Address if amount of approval is not adequate to coverremainder of stay. Check each cash only account and ensure account has no incidental postings. If so, address. Also look for any posting errors and correct.To obtain additional credit on credit card accounts:1) Pull registration card and voucher.2) Enter amount needed in approval machine and record approval code and amount on voucher and in notices field on account.3) Change credit code to reflect increased amount of credit.4) If unable to obtain additional approval, handle Like cash only. Place a “Y” in no post.To obtain additional credit on cash only accounts: 1) Telephone the room.2) If no answer, leave message light on to contact the Front Desk Supervisor.3) If a message was left for the guest the day before and guest has not responded, discuss double locking the door with Front Desk Manager. If account shows room and taxowing or more than $100.00 incidentals owing proceed with double lock after approval of Front Desk Manager.STANDARDCredit check report reviewed by 11:00 a.m.All credit card approvals and message lights left on by 3:00 p.m.Outstanding credit issues discussed with Assistant Manager or Credit Manager daily.• Credit Manager informed immediately. TASK17: Amenity RequirementsPROCEDUREBlock vacant/clean rooms for all guests scheduled to receive amenities.Write room numbers on amenity form and guest Registration card.Call room service by 5:00 p.m. to pick up blocked amenity order forms.Pull up each guest account and record the amenity that was put in the room under the comments section.STANDARDAll amenity orders delivered to Front Desk by 9:00 a.m.All amenity rooms blocked by 1:00 p.m.All accounts show that amenities are scheduled for the guest room in the event of a room change.In event of room change at check-in, Service Express is notified to move amenity.Guest is not disturbed after 10:00 p.m. TASK18: Repeat GuestsPROCEDUREObtain repeat guest arrivals daily. Block rooms in upgraded accommodations.When indicated, complete amenity request form for designated gift based on guest’s total number of visits. Record amenity being sent on guest history record.Review guest history for guest preferences.Clearly mark return reservation and registration card to show repeat guest return.Welcome back all repeat guests at time of check-in.Use repeat guests name upon arrival when known.STANDARDAll repeat guests welcomed back.Upgrades given to repeat guests based on availability.Guest history updated for each visit.Value of our repeat guests acknowledged.Repeat guest welcomed back.Repeat guests should be pre-registered in the system. TASK19: Out-of-Order RoomsPROCEDUREReview all out-of-order rooms daily with the appropriate departments to determine:1) Why room is in out-of-order status (on a sold- out evening due to minor repairs can be utilized to prevent relocating guests).2) How long room expected to be in out-of-order status.Spot check out-of-order rooms to make sure they Really are out-of-order as reported.All out-of-order rooms to be sold only after being Released by Housekeeping Department.STANDARDAll out-of-order rooms checked on status daily with Engineering and Housekeeping.Review daily at Operations Meeting if projecting full house. TASK20: Communicate With HousekeepingPROCEDUREClosely work with Housekeeping & Engineering management to ensure:1) Inspected vacant and ready rooms are turned in, in a timely manner.2) Prompt reporting of ready V.I.P. rooms. 3) Special requests have been handled.Communicate any complaints or deficiencies reported by guests.Clear all 0ut-0f-0rder rooms when occupancy is at 100%.When a guest arrives and room is note ready, advise guest.- determine if guest will store luggage- determine if guest will be waiting for room or proceeding to meeting- advise Housekeeping of above informationSTANDARDV.I.P. rooms called in at 7:30 a.m. to be ready by 11:00 a.m.Due out and discrepancy checks submitted at 2:00 p.m. and 7:00 p.m. to be physically checked and reported back within one hour.Vacant and ready rooms turned over in even percentages hour by hour beginning at 9:00 a.m.Do not “rush” multiple rooms in one section of a floor (this slows down the room attendant).Rooms for arrived guests are given priority, Housekeeping informed at what time guest will return for room.Rooms for guests waiting in the Lobby are “rushed”.The guest is never given a time estimate of less than 45 minutes unless Housekeeping has been consulted. TASK21: Late Check-Out RequestsPROCEDUREIf there are available rooms for check-in guests and the specific room requested is not pre-blocked, allow late check-outs as follows:1) Up until 3:00 p.m., check-out is “no-charge”. 2) After 6:00 p.m. is a full day rate. 3) After 3:00 p.m. is a half day rate.Exceptions to late charging procedures at discrimination of Assistant Manager.All late check-outs to be called in to Housekeeping and noted in computer on Housekeeping message screen.STANDARDAll late check-outs approved according to occupancy.Gold members given every consideration for late check-out. TASK22: Bucket CheckPROCEDUREEnsure all registration cards have been filed.Advise other clerks to place new registration cards off to the side.Pull any stale cards.Make corrections on misfile cards.Create a new registration card for any missing cards:1) Determine the clerk who checked in the guest. 2) Follow up with clerk to determine what happened to registration card.Check-outs for following day should be “pulled up” on PM shift. STANDARDComplete bucket check to be done nightly.All discrepancies resolved. TASK23: Walking GuestsPROCEDUREKnow in advance how many rooms are over-booked and what area hotels have comparable rooms.Locate and reserve other accommodations for guest in case of sell-out.Explain circumstances to guest and apologize (call manager/assistant manager if problem arises).Check for an arrival message, mail or packages.Explain completely where the guest is going and how.Arrange for necessary transportation.Explain company will handle room charges, telephone calls and transportation arrangements.Offer to advise necessary parties and offer any assistance.Give guest relocation letter and manager business card.Cancel existing reservation and clearly note where guest is relocated.Inform PBX on all relocations for handling incoming calls, messages and mail. STANDARDAll guests walked to a comparable hotel (if possible).Guest is V.I.P. upon return for the duration of the stay.General Manager notified of all walked guests.Upgrade accommodations wherever possible upon return.Original reservation rate will be applied to returning guest’s reservation.All walked guests receive letter of apology.Industry jargon not used when situation is explained to guest.Guests are not given false reasons for the relocation.Acknowledgment of our mistake is made and guest is apologized to. TASK23: Walking Guest (cont’d)PROCEDUREMaintain walk log of each guest relocated and hotel name.If guest is returning, book new reservation, noting all information.Advise transportation of morning pick-up if guest has another night’s stay.Upgrade the guest to V.I.P. status for the remainder of his/her stay upon return.After a guest has been walked, fill out the hotel walk log with:1) Full name of guest 2) Guest address 3) Company4) Hotel relocation 5) Rate6) If the guest will be returning the next day 7) If transportation will be required. If so, what time?8) Guest’s reaction to the situationDistribute walk log to: 1) Front Office Manager 2) Executive Office 3) Accounting STANDARDUse black car service whenever possible. TASK24: Surrounding Area PropertiesPROCEDUREDuring the evening shift, call around and audit daily surrounding area hotels for: 1) Room availability only 2) Best rate availableIn the event of a sold out situation, refer to the area hotel list to professionally direct the guest to another hotel or assist in making reservations.Note: Only information available to the public at large must be obtained; specific occupancies orprivate company information is to be neither given nor asked for. STANDARDAll area hotels audited daily. TASK25: Low OccupancyPROCEDUREAll rooms assigned to most efficiently utilize staff and allow for needed deep cleaning and maintenance during low occupancy periods.Floors to be placed out of service. STANDARD TASK26: Supervise RegistrationPROCEDUREAll guest registration procedures to standards.Spot checked daily.Clerks visible to guests throughout shift. STANDARD TASK27: Check In/OutsPROCEDUREAll guests checked in and out in an efficient manner.Assist when necessary to speed up process. STANDARD TASK28: Handle DisputesPROCEDUREShould there be a disputed charge, follow these steps:1) Listen to the guest and repeat it back to them. Do not interrupt.2) Ask permission to research the dispute. 3) Investigate and determine the status. 4) Produce back-up if you have it.5) Follow through if a major yet unclearallowance or refund is involved, see manager. 6) Act on your best judgment in solving the dispute. Refrain from becoming emotional or taking comments personally.Do not blame other departments for posting errors, apologize to the guest and resolve the dispute efficiently and professionally.Communicate to other Department Managers any careless or consistent posting errors and make suggestions for rectifying the problem. STANDARDAll disputes handled in a calm and professional manner.Notify senior management if the situation requires decisions that exceed the Shift Manager’s authority. TASK29: Anticipate NeedsPROCEDUREAt the beginning of each shift, determine what the business day will be and anticipate situations and be prepared with effective solutions, i.e., if you know there will be 200 people checking out,anticipate at what hours check-out business will be heaviest. You might want to set up stationsdesignating cash payment or credit card or utilize another employee to handle all phone calls toallow the cashiers to process guest check-outs with interruptions.Agents’ breaks should be planned around “rush”.Block special requests.Always be prepared with methods to expedite situations.Do not wait for a situation to happen and then expedite. Always be prepared. STANDARDBusiness needs are anticipated and solutions thought out prior to situations occurring. TASK30: Office StandardsPROCEDUREFile paperwork and organize neatly.At end of shift, remove everything on desktop (except terminal) and wipe desktop down.Front and Back office areas are neat and tidy.All paperwork is filed, no loose paper. STANDARDAll desktops organized and clean: 1) No trash 2) No clutter 3) No dirt。

喜来登酒店员工手册第一章简介1．喜达屋酒店及度假村管理集团喜达屋酒店及度假村管理集团成立于1990年，是全球规模最大的饭店连锁集团之一，在全球80多个国家拥有、管理并特许经营超过750间饭店，遍布北美、拉丁美洲、欧洲、中东、亚太区、印度等地区。

位置旗拥有六个品牌，每一个品牌均提供各自的产品及服务以满足特定顾客群体的需要，这六个品牌分别是：威斯汀、喜来登、福朋、瑞吉、至尊精选、W饭店。

作为喜达屋集团的重要品牌，喜来登酒店及度假村管理集团的第一家酒店于1973年在美国马萨诸塞州的波士顿开业。

1985年喜来登在中国开设了国内第一家由国际酒店管理集团经营管理的饭店北京长城喜来登饭店。

喜来登拥有遍布世界各地的分支机构、行销网络和全球订房系统，并以其新的产品特征而独树一帜。

在过去产的三年中喜来登蓬勃以展，现已将30多间新酒店列入发展计划之中。

无论在世界的任何角落，喜达屋的员工都充满省略、热情洋溢，并以高度的自豪感提供关怀备至的、和宾客至上的服务。

2．喜达屋使命及宗旨使命：作为一个集高水准与杰出服务为一体的全球性酒店集团，它将为世界各地旅游者提供豪华与舒适的享受。

宗旨：只有达到并超越顾客、业主和股东的期望，我们才能成功。

我们追求卓越，力争达到诚信与公正的最高境界。

我们赞美人、思想和文化的多姿多彩。

我们推崇团队协作中个人的尊严和价值。

我们努力改善我们所处的环境。

我们也鼓励创新，承担责任，迎接改变。

我们勤奋好学，追求知识，寻求发展。

我们同有紧迫感，我们灵活敏锐，我们乐在其中。

3．三亚喜来登度假酒店简介三亚喜来登度假酒店由喜来登酒店和度假村集团管理，喜来登酒店及度假村隶属于酒店及度假村。

酒店业主为三亚盈湾旅业有限公司。

三亚喜来登度假酒店隶属亚太区域，总部设在新加坡。

三亚喜来登度假酒店位于亚龙湾中心，背靠亚龙湾高尔夫球场，地理位置得天独厚。

湛蓝的大海和银白沙滩是海洋生物栖息繁衍的天堂和户外活动的理想之地。

酒店离三亚市凤凰机场仅30分钟的车程，离三亚中心仅一石之掷的距离。