All Department Training Topics

All Department
Training Topics
Prepared by Macky Amores

Hotel Operations Manager
Table of Contents
2
Front Office 5
Front Office Guidelines 6
Concierge Guidelines 12
Reservations Standards 15
Guest Service Standards 20
Front Office Morning Shift Checklist 22
Front Office Evening Shift Checklist 24
Front Office Night Shift Checklist 26
Room Rates Classification 28
Front Office Daily Control Sheet 30
Credit Card Authorization Form 31
Group Reservation Form 32
Monthly Rooms Forecast Report 33
House Keeping 35
House Keeping Guidelines 36
House Keeping Telephone Skills 41
Guidelines for Checking Rooms 53
Cleaning Guest Room 55
Cleaning Guest Bathroom 58
Bed making 60
Cleaning Checked Out Room 61
Cleaning Vacant Room 62
Second Service of Guest Room 64
Evening /Turn down Service 65
Public Area Cleaning 67
Spring Cleaning 77
Guest Room Amenities Checklist 78
Competitive Hotel Amenities Analysis 80
Guest Room Cleaning Checklist 82
Guest Room Inspection Checklist 84
Room Attendant Daily Report 87
Public Area Checklist 88
Deep Cleaning Checklist 89
House Keepers Checklist 92
Food and Beverage 94
Buffet Service Guidelines 95
Banquet Service Guidelines 99
3
In Room Dining Guidelines 106
Mini Bar Guidelines 113
Restaurant Opening Checklist 114
Restaurant Closing Checklist 115
Bar Opening Checklist 116
Bar Closing Checklist 117
Breakfast Quality Standards 118
Light Meal Quality Standards 124
Lunch Quality Standards 128
Dinner Quality Standards 134
Drink Service Quality Standards 140
In Room Dining Quality Standards 143
Mini Bar Quality Standards 147
World Food and Beverage Standards 149
Banquet Checklist 153
Pre Meal Checklist 154
Service Staff Etiquette 156
Restaurant Reservation and Telephone Procedure 159
Steps of Service 163
Managers Opening Checklist 168
Managers Closing Checklist 170
Managers Shift Change Checklist 173
Banquet Manager Closing Checklist 175
Waiter Training Schedule 177
Waiter Induction Plan 179
Waiter Evaluation Report 184
Waiter Training Checklist 186
Waiter Side Works Checklist 188
Other 194
Kitchen Preparation Checklist 195
Kitchen Cleaning Checklist 198
Stewarding Closing Duties 202
New Hire Checklist 204
Orientation Checklist 205
Department Orientation Checklist 209
Employee Confirmation Review 212
Employee Performance Review 215
Employee Grooming Standards 223
4
Employee Uniform Standards 225
Telephone Handling and Standard Phrases 228
Employee Training Needs Analysis Form 232
Employee Training and Development Plan 236
Employee Discipline Policy 237
Employee Rewards and Recognition Programs 243
Duty Manager Opening Checklist 250
Duty Manager Closing Checklist 251
Manager Time Management Checklist 253
Daily and Weekly Management Duties Checklist 256
Manager on Duty Report 260
Management Interview Form 262
Food and Beverage Controls Spot Check Report 266
Food and Beverage Cost Control Checklist 268
Hotel Cost Control Checklist 272
Hostess Closing Duties 276
Security Officer Checklist 278
Safety Inspection Checklist 280
Accident Investigation Report 287
Maintenance Tracking and Follow up Report 289
Purchasing Checklist 290
Receiving Checklist 292
Storage Checklist 294
Competitor Review 296
Competitive Rate Analysis 298
Company Account Profile 299
Credit Application Form 304
Pre Shift Meeting Checklist 305
Sales Call Report 306
Weekly Sales Report 307
5
Front Office
FRONT OFFICE GUIDELINES To make arriving and departing guests feel comfortable and ‘welcome’ and to ensure
that they are attended to by competent and well trained staff
 Foyer/lobby is well lit, fresh and inviting

PHYSICAL SPACE  Air is fresh and clean
 Temperature is regulated
 Background noise is minimal
 Floral statements in central location or by entrance
 Seating available
 No machinery visible
FRONT DESK  Desk between guest and employees minimal
 Maximum 2 telephones visible
 No paperwork visible
RESERVATIONS To offer friendly, knowledgeable, helpful and efficient assistance in making

reservations, while maximizing revenues and ensuring accuracy of information.
 Minimum one Reservation Clerk on duty between 9.00 am to 7.00 pm, or time most appropriate
DAILY ADMINISTRATION for area of the world
 Availability of room types constantly maintained and updated
 Telephone to be answered within three rings

GUEST ROOM RESERVATIONS  Greeting is clear and audible
 Callers name used at least twice during all telephone calls
 Room types explained fully and range of rates quoted
 Reservations Sales Agent is positive and enthusiastic in describing rooms and hotel, not robotic
 Amenity requests and special requests noted
 Rates quoted from ‘highest to lowest’ – upselling opportunities taken
 All facilities of the room are explained
 Credit arrangements are confirmed
 Transfer/transportation services are offered and the charges are explained
 Caller is provided with confirmation number and offered written confirmation
 All reservation information is accurately entered
 Guest history is checked and referenced for repeat guests

GUEST HISTORY  All details of guest requests are recorded
 All guests comments are recorded, actioned and maintained
 Written confirmations are sent out within ‘same business day’

CONFIRMATIONS  All reservation details confirmed
 Guest Profile form sent to first time guests (not to returning guests)
To make arriving and departing guests feel comfortable and ‘welcome,’ and to ensure
RECEPTION/ that they are attended to by competent and well trained staff
CASHIERING
 Minimum of one staff member to be present at the desk at all times
DAILY ADMINISTRATION  Telephone to be answered within three rings
 Special requests and amenities noted for all arriving guests
 Supplies of all hotel literature including tariff cards and banqueting information is available
 Eye contact is immediately established with all arriving guests

ARRIVING GUESTS  A warm personalized greeting is offered as guests approach reception desk
 Employees listen carefully to guest questions and instructions
 Children are greeted individually
 Guest name is used at all opportunities, a minimum of twice during an arrival introduction
 Returning guests are recognised and acknowledged
 Total ‘registration’ time at desk lasts no more than 2 minutes (with reservation)
 Departure date confirmed
 If room is not ready arrangements are made for complimentary beverages
 An accurate time for room to be ready is given, and adhered to
 Credit card imprints taken or credit card information noted for new guests or if a returning guest's
credit card has expired
 Guest name used frequently
ROOMING GUESTS  Guest introduced/reminded of hotel facilities
 Guest allowed to enter lift/room first
 Welcome beverage offered- tea/coffee/or discretionary drink (soft drink)
 All the facilities of the room explained
 Pressing offered
 Guest asked to complete registration form as required (if information is not on file)
 Credit details checked and method of payment reconfirmed
 All details of guest requests recorded

GUEST HISTORY  All guests comments are recorded, actioned and maintained
 All cashiering transactions recorded within one hour of receipt

CASHIERING TRANSACTIONS  Guest provided with full back-up on all transactions at anytime requested
 Copy of current rates of exchange for major currencies available at desk when requested
 Guest greeted by name and room number reconfirmed

DEPARTING GUESTS  Offer of assistance made for luggage collection and transportation
 Hotel bill amounts not verbally announced
 Guest provided with accurate preview bill at check out
 Recent in-room bar or additional late charges added to bill
 Return of guest room keys requested
 Final bill presented in presentation folder
 Total departure process last no more than 3 minutes (assuming no billing problems)
 Guest asked about the enjoyment of stay in the hotel and thanked for staying
 Inquiry of guest made to make a future reservation/offer alternative Hotel property
To handle all calls sincerely, professionally, and accurately.
TELEPHONE
 All calls answered within three rings

INCOMING CALLS  Calls answered in local language using most polite form of greeting
 Hotel's name used in initial greeting
 Guest or caller name used as appropriate
 Calls for management/staff not screened
 Background noise kept to minimum
 Guest room numbers not revealed
 “Do not disturb” available and implemented as requested

DO NOT DISTURB  Call screening available to all guests
 Guest call instructions followed
 Messages taken professionally

GUEST MESSAGING  Every effort made to locate guests when they receive an outside call
 Offer to take message from a busy or unanswered call within 6 rings or 30 seconds
 Alternative of written message or voice mail to be offered
 All details of written messages to be reconfirmed back to caller
 Message light lit within 5 minutes of receiving message
 If written message, delivered to room within 10 minutes
 Voicemail option offered as a message option
 All details for wake up calls to be accurately recorded

WAKE UP CALLS  Employee inquires if guest needs any additional assistance, i.e., breakfast order, pressing, shoe
shines, etc.
 Wake up call to be given on time (within five minutes of requested time)
 Follow up call offered as appropriate
 Details of local weather available
If no response to wake up, security informed within five minutes
 Incoming facsimiles to be recorded, placed in envelope and delivered within 15 minutes
FACSIMILES  Outgoing facsimiles to be professionally presented and recorded
 Call charges for guests competitively priced

CALL CHARGES  No charges posted for receiving facsimiles
 Sending a facsimile charged at the normal telephone call rate
 Complete record of numbers for executive managers and other key staff available
EMERGENCY NUMBERS  Full listing of emergency services and call out contractors available
 Complete directory of important local listings available
 List of qualified first aiders and emergency personnel available
 Instructions/ information for the handling of emergency calls to be available
 Emergency procedures processed monthly
To provide guests with warm and friendly, personalized assistance and a pro-active
level of service.
CONCIERGE GUIDELINES
 Doorman provides eye contact with guest prior to car stopping
FRONT DOOR AND DRIVEWAY,  Car doors opened and guests receive warm personalized welcome, utilizing their name whenever
WHERE APPLICABLE possible
 Guests offered clear directions to all areas of the hotel and to specific functions
 Assistance with luggage and packages offered immediately
 Doors opened for arriving and departing guests
 Driveway area maintained in immaculate condition and free of litter
 No excessive noise from whistles, horns or public address systems
 Umbrellas available for guests and used when raining
 Local maps available and directions known to local sites and amenities
 Red carpet available for visiting VIP guests
 Curbside neat and clean

PARKING, WHERE  Valet parking service available at all times
APPLICABLE  Employees offer warm personalized greeting within 30 seconds
 Employees listen carefully for guest needs and instructions
 Maximum retrieval time for cars is 5 minutes
 Clear instructions given for reclaiming car
 Car claim ticket with disclaimer issued for all cars
 Cars returned to guest with seats, mirrors and radio in original position
 Battery jumper cables available
 All luggage items counted and verified with guest
LUGGAGE SERVICE  Items accurately recorded and entered in appropriate log books
 Luggage items correctly tagged and marked
 Luggage delivered for arriving guests within 10 minutes
 Luggage carts stored out of sight
 Departing guest luggage verified with guest before car departs
 Employees offer personalised greeting to guests as they approach the desk and as guest pass by
CONCIERGE SERVICE the desk
 Professional concierge (clefs d'or members if possible) to be available between 7 am and 10 pm
 All guests requests are courteously accommodated
 If guest request is not possible an alternative is suggested; Guest are never told “no”
 Complete and helpful information provided without prompting by guest
 Employees knowledgeable about local area directions and provide quality maps and instructions
 Local and international newspapers available
 Reading material available for guests waiting in the lobby
 Full listings of all local restaurants, theatres and other service amenities to be available
 Employees fully conversant with procedures for making airline and transportation arrangements
 All incoming mail and packages delivered within 15 minutes
MAIL AND PACKAGES  Full packaging service for guest outgoing packages provided
 All hotel cars maintained in an immaculate condition

TRANSPORTATION  Drivers fully conversant with local directions and sites
 Guests offered cool towel prior to start of journey
 Umbrellas
CARS PROVIDED WITH  Daily newspapers
 Tissues
 Mobile phone for guest use
RESERVATIONS STANDARDS
DATE AND TIME:
TAKING A RESERVATION
1 Was the telephone answered within 3 rings or 10 seconds?
2 Did the employee answer the phone with the appropriate greeting (good
morning/afternoon) and identify the department?
3 If caller is put on hold did it not exceed 30 seconds?
4 Was the background free of any noise or disturbances?
5 Did employee confirm date in and date out?
6 Did employee offer information on full range of room types within the category
requested?
7 Did employee describe the difference between room types (i.e. location, size, in
room facilities)?
8 Did employee offer information on full range of applicable rates?
9 Did employee immediately check availability?
10 If dates unavailable, did employee offer alternative dates?
11 Did employee obtain guest's name?
12 Did employee confirm the spelling of guest's name (if necessary)?
13 Did employee obtain guest's address?
14 Did employee obtain guest's telephone number?
15 Did employee obtain guest's fax number or e-mail address?
16 Did employee ascertain if it was a private or company booking (city hotels only)?
17 Did employee clearly state room rate and what it included (i.e. tax, service, meals
etc)?
18 Did employee clarify guest's smoking preference for hotels in excess of 100 rooms
and in the case of a non smoking hotel was this made clear during the reservation
enquiry?
19 Did employee ascertain expected time of arrival?
20 Did employee explain check in times?
21 Did employee ascertain if the guest required any transport arrangements?
22 Did employee repeat and confirm all details of the reservation during or at the end
of the call?
23 Did employee offer reservation number or booking reference/name?
24 Did employee thank the guest?
EMPLOYEE
25 Was the employee's speech clear and audible?
26 Did the employee have a good working knowledge of the English language?
27 Was the employee polite, organized and helpful whilst ascertaining information
with regards to the reservation?
28 Did employee ascertain guest's name and use it at least once during the
conversation?
29 Did employee offer his/her name for any future assistance required at the end of
the call?
ACCOUNTING
30 Did employee request advance deposit/guarantee in order to secure the booking?

31 If a credit card was offered as a deposit, did the employee repeat back the number?
32 Did employee explain cancellation policy?
CONFIRMATION
33 Did employee automatically offer to send a confirmation?
34 Was the confirmation received within 24 hours?
35 Were all details typed on company letterhead?
36 Was all information contained on confirmation correct?
37 Did confirmation promote in house food and beverage facilities?
38 Did confirmation explain cancellation charges?

Guest Services Standards
General
Does the front desk have proper signage, so guests don’t wait in the wrong place?
Are the procedures for guests waiting in lines for check-in/check-out frequently
monitored and changed if necessary?
Are procedures established for receiving and processing of guests who are members
of special hotel guest programs or who are destined for "special guest (VIP, Club
Concierge, etc.)" floors or sections?
Are hotel guest service hours (restaurants, pool, etc.) known by front office staff?
Are procedures established for processing guest mail?
Are special procedures in place for processing guest express/special delivery mail?
Are guest safety deposit box procedures established and implemented?
Are affiliate (chain) current hotel directories available to the guests?
Do front office receptionists and cashiers have friendly, positive attitudes?

Telephone (PBX)
Are phones answered promptly and courteously?
Do telephone operators have full knowledge of hotel services as well as local

services, attractions, and points of interest?
Is an information directory maintained and accessible?
Does the department provide for proper handling of messages taken:

for guests in the hotel?
for guest with reservations?
for meeting rooms?
and for rooms requesting no calls?
In manual systems, are time stamps used on messages, phone charges, mail, and
folios?
In manual systems, are message lights turned off promptly?
In automated systems, are un retrieved guest messages followed up periodically?
Are procedures in place for wake-up calls?
Are telephones for the hearing impaired available (in compliance with ADA audit):
guest rooms?
house phone?
public phone?
Do front desk office cashiers update local phone meters at check-out in

semiautomatic systems?
Are phone and operator service bills reviewed regularly for accuracy?
Is credit received from telephone company for disputed calls?
Are equipment rental charges checked periodically?
Are local and long distance carriers reviewed regularly for quality, service, and
pricing?
In an automated system, is there a system for recording and reviewing phone

charges for unoccupied or late check-out rooms?
Front Office Morning Shift Checklist
Prepared By : Date:
 Arrive early for your shift. Go through the pre-shift meeting check list.
 Prepare your Daily Log Report. Read Previous reports and initial.
 Check Current Status.
 Check out the expected arrival on screen and print.
 Check for Pre-Registration.
 Check for discrepancies in Guest Registration.
 Check for expected departures.
 Check the interfaces for the telephones and movies to see that they are operational. Do a
printout of charges and put in check-out drawer.
 Record all wake-up calls on the master sheet at the front desk.
 Call the guest after the system has printed the message. Be polite.
 Count your cash ($000.00). Shortages are the clerks responsibility.
 Turn the outside lights off.
 Check incidental deposit to see which rooms have left an incidental deposit.
 Review Group Files for arrivals and departures and block any special requests.
 Do any specials, Credit Check Reports or V.I.P. requests.
 Provide guest with all promotional information on check-out.
 The Movie System is to be blocked when the guest has paid cash, Group Arrivals and
Special Request.
 Check-in procedure:
 The Registration Card must be filled out in its entirety (including vehicle
information).
 If a cash customer, Drivers License or other major I.D. must be on the

Registration Card.
 If the customer is paying by credit card, be sure to put the date, room
number, your initials, authorization number and amount you have
authorized on the credit card form.
The guest must be clear on their room rate. The Registration Card must be
signed.
 Post all charges to the Guests Folio. Leave the charges with the folio.
 Upon check-out, have the guest sign the folio and keep one copy.
 Ask that the keys be returned to the front desk upon check-out.
 Complete the Housekeeper's Log of changes for any supplies leaving the desk.
 Be sure that Housekeeping is aware of which rooms have cots in them.
 Be sure that Housekeeping is aware of any rooms which have Day Rate check-ins.
 Be sure that Housekeeping is aware of late departures or new check-ins.
 Check all due out rooms and room discrepancies and process any charges.
 Do your deposit and put it in the safe (include all cash, credit cards, direct bills).
 Count the float in back safe if you have made a change during your shift. Leave tape
with Date, Initials & shift.
 Complete the Daily Log listing all exceptional occurrences that happened during the
shift.
Notes:
Front Office Evening Shift Checklist
Prepared By : Date:
 Arrive early for your shift. Go through the Pre-Shift Meeting check list.
 Prepare your Daily Log Report. Read previous reports and initial.
 Check out expected arrival on screen and print.
 Check for pre-registration.
 Check expected departures. Verify if guests still in the hotel are stay-over.
 Prepare Discrepancy Report by comparing the Housekeeping report to computer. Charge

an additional day rate unless permission has been granted for late check-out.
 Check the interfaces for Telephone and Movies to see that they are operational. Do a
printout of charges and put in check-out drawer.
 Count your cash . Shortages are the clerks responsibility.
 Verify completion of V.I.P. Form and Special Request.
 Check-in Group Master Accounts.
 Check incidental deposit to see which rooms have left an incidental deposit.
 Check the service codes to see if any special items are required for our guests.
 Check-in procedure:
 The Registration Card must be filled out in its entirety (including vehicle information).
 If a cash customer, Drivers License or other major I.D. must be on the Registration Card.
 If the customer is paying by credit card, be sure to put the date, room number, your
initials, authorization number and amount you have authorized on the credit card form.
 The guest must be clear on their room rate. The Registration Card must be signed.
 Post all charges to the Guests Folio. Leave the charges with the folio.
 Upon check-out, have the guest sign the folio and keep one copy.
 Record all wake-up calls on the master sheet at the front desk.
 Check that the outside lights are on at dusk.

 Complete the Housekeeper's Log of changes for any supplies leaving the desk.
 Be sure that Housekeeping is aware of which rooms have cots in them.
 Complete the Housekeeper's Report of the Room Status. Double check for blocked
rooms.
 Do your deposit and put it in the safe (include all cash, credit cards, direct bills).
 Count the float in back safe if you have made a change during your shift. Leave
tape with Date, Initials and shift.
 Complete the Daily Log listing all exceptional occurrences that happened during
the shift.
 Smile!!!!!
Notes:
Front Office Night Shift Checklist
Prepared By: Date:
 Arrive early for your shift. Go through the Pre-Shift Meeting check list.
 Prepare your Daily Log Report. Read previous reports and initial.
 Check out expected arrival on screen and print.
 Do a bucket check against your computer print out. Follow up any

discrepancies.
 Check for pre-registration.
 Check expected departures. Should be 0 before continuing.
 Check the interfaces for the Telephone and Movies to see that they are
operational. Do a printout of charges and put in check-out drawer.
 Count your cash ($050.00). Shortages are the clerks responsibility.
 Post incoming functions to the board in the lobby. Change the date.
 Check for incoming reservations. Allocate to rooms.
 Any rooms checking in after your audit will be recorded on the new day sheet.
The computer must be adjusted to show NCI as occupied/dirty. Also record the
room numbers and times on the Housekeepers Report.
 Prepare a wake call Sheet, a log of changes and a shag sheet for the new day.
 Check wake-up calls that have been entered onto the system against the
telephone record sheet. Do a wake-up call audit from the telephone system.
 Leave the work area neat and organized.
 Do your deposit and put it in the safe. Date for the new day.
 Count the petty cash if you have made change during the shift.
 Key audit to be done every night.
 Complete the Daily Log listing all exceptional occurrences.
Notes:
Room Rates Classification
Rack Rate: The highest rate you believe you can sell a given room for on your
highest demand day. This can be done seasonally but in fact may
be a year long rate. Example, the rate in many hotel directories
would be shown as: January 1 to December 31st 2007, $69 to $159.
This is a rate for internal use only.
Walk-in Rate: This rate can be above BAR. A walk-in guest does not have
perfect knowledge of what the market is charging. Example: BAR
+ 10%. In the winter, the walk-in rate may be below BAR.
Best Available Rate: This becomes the “Internet Rate”. Transparency means that
(BAR) Senior and Corporate rates disappear as these markets are now
booking the “Best Available Rate” on the internet.
BAR should be attached to the slowest selling room type of the

day. This may vary by season or by day of the week. For example,
in the winter, a smoking double may be your lowest demand room
from Sunday to Thursday but will be your highest demand room
on the weekend.
We then build other rates from the room type that BAR has been
attached. For example, an upgraded Club room can be BAR + $10.
Package Rates: Rates where the value of the guest room is hidden by a package of
goods and services. You should obtain a rate higher than BAR.
Having at least two or three packages loaded is mandatory. (More
than 3 packages is to many).
Fenced Rates: Fenced rates are a reservations department sales tool which
provides a series of options to the guest. The rate is unavailable to
guests if they do not accept certain restrictions. For example:
options may include a nonrefundable and non-cancelable
reservations with advanced purchase. It may also be restricted by
date. For example, weekend stay.
Negotiated Rates: These are rates that are “hidden” from the general pubic
AAA/CAA Rate: This is a “negotiated rate” that is available to the public (however,
they have to be a member to obtain the discount. 10% off the rate
attached to a given room type. This rate will show up on sites such
as Expedia as your lowest rate. Remember, the card must be
shown at check-in.
Preferred Corporate: These are rates negotiated by our sales department. We should be
trying for a rate that approximates BAR less 5%.
Government: Submitted once a year by the month. Rate set within our
competitive set to drive occupancy when we need it and to reject
the business when we don’t.
Group Tour/FIT Rates negotiated by our sales department. The marketplace and
our desire to fill guest rooms will drive the rate. It should be noted
that Expedia and companies like them are now selling to this
market for major markets as they have been able to negotiate
better rates than the receptive.
Consortia: Today, this rate represents Rack rate less 20%. However, this
business model is rapidly changing. The consortia do not want to
be seen as offering to their client’s rates that are higher than those
being shown on the internet. As a result, they are asking
(demanding) that their rate be a fluctuating rate of BAR less 10%.
Merchant Rate: To gain preferred status with sites such as Expedia, you may be
providing them with a discount of 25% from BAR. It is important
you understand inventory requirements etc. This would include
sites like Hotels.com, Travelocity etc.
Opaque Sites: Priceline, Hotwire etc. These sites are designed to move excess
inventory.
Front Office Daily Control Sheet
Date Day
Today’s Date Instructions GSR Initials

Actual Information
Room Occupancy _ Arrivals
_____
A.D.R. _____ Departures

_____
Walk-ins _____ No-Shows

_____
Other _____ 4 PM/Cancellations

_____
Competition:
Weather:
Comments:
 The top half of the Daily Control Sheet is to check for any rate, stay and room restrictions
when taking the reservation.
 During the audit, use the bottom half of the Daily Control Sheet to record the important
statistics after the days business is over.
Credit Card Authorization Form
Date
I, _____________________________________ hereby authorize the use of my credit

card as the method of payment to cover the following charges as stated below:
 Guest room and taxes only for each night. Individuals pay own incidentals
 All Charges including guest room, applicable taxes, meals, phone charges,
and any other incidental charges for each night
 All banquet room charges including food & beverage charges, where
applicable, for each day
 Both banquet room charges, including food & beverage charges, where
applicable, for each day and guest room and applicable taxes only for each
night. Individual pay own incidentals.
 Both banquet room charges, including food & beverage charges, where
applicable, for each day and all charges including guest room, applicable
taxes, meals, phone charges, and any other incidental charges for each night
 Other. Please advise.

For the reservations of Confirmation #
Arriving on Number of Nights
Type of Credit Card:  Visa  MasterCard  American Express
 Discover  JCB  Diners

Club/Enroute
Type and Credit Card Number Expiry Date
Name of Cardholder E-mail Address
Cardholder Signature
Cardholder’s Business Phone Home Phone
Please Note: This Authorization Form is not valid without a photocopy of the front
and back of the credit card.
Group Reservations Form
Please complete, in full, for any small group reservations accepted at the Front Desk. One
copy must be distributed to the Sales Department and a second copy remains at the Front
Desk.
Group Name Contact Name
Address Title
City Province/State Postal Code/Zip Phone Fax
Arrival Date Arrival Time Departure Date

Departure Time
Confirmation Number Group Code
Number of Rooms: Rates: Type:
Single: __________ $  Sports Team
Double: __________ $  Wedding

Triple: __________ $  Corporate/Convention
Quad: __________ $  Other:

_______________________
Total # People:__________
Reserved By:  Individual (30 Day Cut-Off)  Rooming List (2 Weeks Prior)
4:00 P.M. or Guaranteed By Credit Card #: ______________________________ Expiry

Date: _______
Deposit Required Due Date
(The standard deposit for a group is $100. All Sports Teams require a $ deposit which is held until after check-out to
ensure no damages. A $25 incidental deposit is required from all cash paying individuals who reserve on their own.)
Cots Required Rate Cribs Required Rate
Comp Rooms (1 for every 15 paid) Method of Payment
Special Requests:
Follow-up Required Booked By Date

Monthly Rooms Forecast Report
Date Prepared Month of Prepared By
Last Yr Last Yr Last Last Yr Current Expected Current Expected

ROB Actual Pick-Up Year Pick-Up Total Yr ROB Pick-Up Group Year Pick-Up IT Total Forecast Rooms
Day Date Group Group Group ROB IT IT Occ Occ % Group Group Forecast ROB IT IT Forecast Forecast Occ % Available
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House Keeping
To provide guests with sparkling cleanliness and thoughtful placement of amenities
and decorative touches throughout the hotel.
HOUSEKEEPING
GUIDELINES
 Arrival list reviewed for Housekeeping requests
DAILY PROCEDURES  All guest requests recorded in guest history
 Record is maintained of placement of items such as rollaway beds, extra pillows etc.
 Telephone answered in a professional and responsive manner
 Housekeeping service provided twice per day to all occupied rooms
 Housekeeping service unobtrusive and provided when guest is out of room
 All rooms and suites impeccably clean and well maintained

GUEST ROOMS  Rooms and suites free of dust, hair and smudges in both visible and hidden areas at all times
 Air smells fresh and not perfumed with air fresheners
 Temperature at an ambient level
 Drapes open during daylight hours
 Entry door features keyed lock with dead bolt indicator, viewing port, and emergency instructions
in accordance with local code requirements - Security chain or latch
 Bed linen comprises of a duvet or triple sheets; (sheets and duvet cover are 100% cotton.)
 Bed linen thread count of 165 threads per square inch
 Patio/balcony, if applicable cleaned daily
 Provided to all occupied and arrival rooms
TURN DOWN SERVICE  Bedspread removed and neatly stowed - not put directly on the floor
 Bedsheets turned down and arranged with minimum of 4 pillows- king size down feather
 All used towels replaced
 Trash bins and ashtrays emptied and cleaned
 Complimentary water with appropriate set up provided
 TV remote control placed at bedside
 TV cabinet opened
 Breakfast doorknob menu placed in convenient location
 Table top magazines in each room (and a selection of three magazines per suite)
GUEST ROOM CONTENTS  Analogue modem and fax jack conveniently located in all rooms, if telephones available
 Guest comment card visible in all rooms and suites
 Note pad and pen/ pencil located at each telephone
 Stationery box or folder containing minimum of 6 letterhead, envelopes, postcards
 All bathroom sanitary fixtures are sparkling clean and sanitised daily
BATHROOMS  Good lighting at mirrors, appropriate to shaving and applying make-up
 Drains and exhaust fan operate quietly
 Hot water available within one minute/ hot water temperature is 115ºF/45ºC maximum
 Flowers placed on the vanity unit in bathroom

BATHROOM AMENITIES  Hand soap at each sink and bidet
 Bath soap at each bathtub and shower
 Bath gel at each bathtub
 Moisturiser at sink area
 Cotton balls at sink area
 Shower cap near bath and shower ,Facial tissues in presentation box near sink
Spare toilet paper wrapped in decorative paper with ribbon
 Clean, soft, absorbent and in good condition
TOWELS PROVIDED  Towels 100% cotton, 550 grams per square metre
 Four bath towels
 Two hand towels
 Two wash cloths
 One bath mat, 800 grams per square metre
 One bath rug
 Two bath robes - on hook
 All linen/terry not worn or snagged
 Six wood suit hangers(non captive)

CLOSET CONTENTS  Six wood skirt hangers(non captive)
 Three silk padded hangers(non captive)
 Two fabric laundry bags - with laundry slips where appropriate
 Tie rack
 Shoe horn
 Clothes brush
 Welcome letter from Managing Director

GUEST SERVICE DIRECTORY  List of all hotel services
CONTENTS  In Room Dining menus including children's menu
 Telephone and voicemail instructions
 Written in the local language, English and the language of any country representing more than
25% of the hotel guests
 Directory of Hotel in all suites/rooms
 Foam pillows
ON DEMAND ITEMS  Cotton blankets
 Baby cribs
 Roll away beds (non folding)
 Adapters (electrical and telephone) and transformers
 Bedboards
 Ironing board and steam iron
 Prayer mat
 Exercise equipment
 Hairdryer/ curling tongs/ rollers
 Hair brush
 Telephone jack converters
 CD's/ Videos
 US/UK Video Recorder
 Heaters/ Humidifiers/ Fans
 Facial Steamers
 Greetings cards
 Games console
 Board games
 Toiletries
 Tights
 Hair clips
 Shoe polish
 Cuff links
 Collar stays
 Service provided 24 hours a day

SHOE POLISHING
To provide professional laundry pressing and dry cleaning services on a timely basis
by a competent and fully trained staff.
LAUNDRY
 Laundry and dry cleaning returned same day by 6:00 pm
ADMINISTRATION  One hour pressing available between 7:00 am and 9:00 pm
 Overnight pressing service available
 Telephone answered in a professional and courteous manner
 Employees are polite and professional

LAUNDRY  Laundry presented in attractive basket or box
 Hanging laundry returned on good quality hangers in individual plastic bags
 Broken or missing common buttons automatically replaced with matching buttons and minor
mending is automatically completed
 Items are returned by quoted time
 Items are returned well cleaned and pressed
 Special handling completed as requested
 All tags removed before returning to guests
 All items inspected for quality of work before returning to guest
 Dry cleaned suits returned in individual plastic bags with cleaning tags removed
DRY CLEANING
 All staff uniforms to be maintained in an immaculate condition
STAFF LAUNDRY  Seams and linings to be repaired as necessary
 Buttons to be replaced when missing or broken
 Heads of Department to be advised when uniform items are in need of replacement
Housekeeping Telephone Skills
Lesso Function Skill Focus Structure Phrases
n
Telephone
language
1 Greeting on the Speaking Alphabet Telephone greeting

telephone
Listening Spelling (If the call is answered within 3
rings) Good morning/
Contractions afternoon/evening.
Housekeeping. ____ speaking.
How may I help you?
(If the call is answered after 3

rings) Good morning/
afternoon/evening.
Housekeeping. ____ speaking.
Thank you for waiting. How may
I help you?
 Sorry, Sir. She is not in

now. Would you like me
to take a message?
2 Dealing with Listening Count non Dealing with requests

requests count nouns
Speaking  How may I help you?
 Your room number

please.
 How many glasses do you

need?
 How many towels do you

need?
 I’ll send someone up with

it/ them right away.
 I’ll send someone up to

fix it right away.
 I will inform an engineer

and send them to your
room at once.
 I will inform the Front

Desk at once.
 I will inform the Service

Centre at once.
 Thank you for calling.

3 Taking notes Listening Listening and Taking notes from a telephone
from a writing conversation
telephone Speaking names, and
conversation numbers  Hello. I’d like 2 towels
Writing and 3 bottles of water
please.

please.
 May I confirm your

request?
4 Giving polite Listening Negatives Giving polite explanations

explanations
Speaking  I’m sorry; your laundry
won’t be ready until
tomorro
 I’m afraid we don’t stock

margarita glasses.
 I’m sorry, we don’t have

electric razors.
5 Difficult Listening Telephone Difficult telephone calls

telephone calls. alphabet
Review of Speaking  I’m sorry the line is very
telephone bad.
language.
 Could you speak up a
little, please?
 I’m sorry, I didn’t catch

the date.
 I’m sorry I don’t

understand.
 Could you repeat that

please?
 Could you please speak

slowly?
 Your name again please
 Could you spell that for

me?
 Did you say N for

November?
(Please see additional notes
for the telephone alphabet).
 Could I have a contact

number for you please?
 Could you repeat that,

please?
Greeting guests
6 Greeting guests Listening Timing of Greeting

greetings
Asking guests Reading  Good morning
to wait
Speaking  Good afternoon
 Good evening
 Just a moment please.
 Sorry to have kept you

waiting.
7 Offering help. Speaking Politeness Offering help
Pronunciation  May I help?
 What can I do for you?
 Is there anything I can

do for you?
 I beg your pardon

(pardon me)?
 Please let me know if

there is anything else I
can do for you.
Offering Help
 Excuse me. I locked my

key inside the room. Can
you open the door for
me?
 Yes Sir. Could you tell me

your name please?
 Jason Seaward.
 One moment please.

(After checking with the
Front Desk)
 Thank you for waiting.

(Opens the door)
 Thank you.
 There is something
wrong with the …
 Please don’t worry. We

will have it fixed right
away.
 We’ll send a repairman to

fix it at once.
 I’ll tell the Engineering

Department. They’ll
check it for you.
 I’ll check on it for you.
 We’ll find the problem

and solve it as soon as
possible.
8 Responding to Listening Responding to When guests say ‘thank you’

‘thank you’. all guest
What to do Speaking utterances Response:
when unable to
answer a
 My pleasure.
question
 You’re welcome.
Review greeting
guests.
 My pleasure, I’m happy
everything is
satisfactory.
 It’s no trouble at all.
 Not at all. It’s one of our

services.
 I’m happy I could help.
 Please call me if you

need anything.
When unable to answer a

question
 I’m sorry. I’m not sure.

Please go to the Front
Desk. They should be
able to help you.

Please go to the
Concierge. They should
be able to help you.
Making up the
room
9 When the guest Listening Making up the room
would like the
room made up. Speaking  Housekeeping. May I
come in?
 Good morning, Mr Scott.

May I make up your room
now?
 Yes please.
 Certainly, Sir.
 Housekeeping. May I
come in?

May I replace your
towels?
 Yes please.
 Certainly, Sir.
10 When the guest Listening  Housekeeping. May I

does not want come in?
the room made Speaking
up.  Good morning, Mr Scott.
now?
 No thank you.
 Certainly, Sir.
 Housekeeping. May I
come in?

now?
 Please come back later.
 Certainly, Sir.
11 Other situations Listening  May I vacuum the room

now? (If guest is on the
telephone).
 No thank you.
 Certainly, Sir. When

would be convenient for
you?
 Excuse me, Sir. But I
haven’t finished. Shall I
continue?
Vocabulary  Excuse me, Sir. I’ll clean

your room as soon as I’ve
finished this one.
Vocabulary (see list for more)
Linen, soiled linen, sheet,

pillowcase, towel, bathmats,
tablecloth, napkin, blanket,

mattress, mattress pad,
quilt (bedspread), stain, washer,

dryer, iron.
12 Review making Any skills Any areas

up the room needing needing
review review
Turn down
13 When a guests Listening Polite Turn down

wants the turn requests,
down service Speaking ‘may I’  Good evening, Sir and
madam. May I turn down
your bed now?
 Please.
 … I hope I’m not

disturbing you. Good
night.
 Good night.
14 When a guest Listening Polite  Good evening,

does not want requests, Sir/Madam. May I turn
the turn down Speaking ‘may I’ down your bed now?
service
 No thank you.
 Thank you. Good night.
 Good night.
15 Turn down – Listening Polite  Good evening, Sir and

further requests, madam. May I turn down
requests. Speaking ‘may I’ your bed now?
 Please. But can you get

me a bottle of water
first?
 Sure. … Here it is.
 … I hope I’m not

disturbing you. Good
night.
 Good night.
 If the bed is too hard, I

can put another cotton
quilt on the mattress.
16 Review of Turn Listening Polite

down requests,
Speaking ‘may I’
Laundry
17 Responding to Listening Listening for Laundry

guest requests specific
about laundry Speaking information  How may I help you?

please.
 How long will it be?
 It’ll be ready tomorrow

morning.
18 Responding to Speaking Listening for  Do they need pressing?

guest requests specific
about laundry information  I’ll send someone up
right away.
 Housekeeping. May I pick

up your laundry?
 Please fill out the form.
19 Problems with Listening  Excuse me. There should

laundry be three shirts in your
Speaking bag but there are only
two.
 There are two shirts in

your bag that aren’t
marked on your form.
 The name in the list

should be the same as
the one when you
checked in.
 Sir, we found a hole in

your trousers. Would you
like it have it sewn up?
 Let me check our delivery
records. I’ll call you back
shortly.
Vocabulary (see vocabulary list

for more)
Clothing. For example, trousers,

pants, skirt etc.
Check. Fold, wash, dry, iron,

press.
20 Review Any skills Any areas

needing needing
review review
Giving
directions
inside the hotel
21 Giving Listening Prepositions Giving directions inside the hotel

directions
inside the hotel Speaking Straight, turn  Excuse me, but where’s
left/right, the toilet?
opposite  Go straight, and then

turn left.
 Good afternoon. May I

help you?
 Yes. Can you tell me

where the Fitness Centre
is?
 Please take the elevator

to the third floor. The
Fitness Centre is at the
end of the corridor to the
left.
 Thank you very much.
 My pleasure.
 Excuse me, where’s Café

Marco?
 It’s on the third floor,

opposite the lift.
 Thank you.
 Take the lift to the first

floor
 Turn left/right.
22 Giving Listening Prepositions Giving directions inside the hotel

directions
inside the hotel Speaking Straight, turn  Walk along the corridor.
left/right,
Opposite  It’s on the left/right.
Past, through,
at the end of,
at the bottom
of.  Go across/past/through
the lobby.
 It’s at the end of/ the

bottom of the corridor.
 It’s on the
ground/first/top floor
23 Review of Listening Prepositions Giving directions inside the hotel

giving
directions Speaking
inside the hotel
24 Review of Listening Prepositions Giving directions inside the hotel

giving
directions Speaking
inside the hotel
Giving
directions
outside the
hotel
25 Giving Listening Prepositions Giving directions outside the

directions hotel
outside the Speaking
hotel  It’s quite near here.
 Turn right/left outside

the hotel the hotel.
 Walk towards the square.

 It’s on the other side of
the square.
 Go straight along the

street.
 You can’t miss it.
26 Giving Listening Prepositions  Excuse me, but can you

directions tell me where the (…) is?
hotel  Go straight for 2 blocks.
Then turn right.
 2 blocks straight. Then

turn right?
 That’s right. Then one

more block. The (…) is
right there.
 So it’s not far to walk?
 Yes. It’s only about 20

minutes’ walk. You can’t
miss it.
 Many thanks.
 My pleasure.
27 Giving Listening Prepositions  Discuss local landmarks

directions and places of interest.
hotel
28 Review of Listening Prepositions

giving
directions Speaking
outside the
hotel
Review
29 Greeting guests Listening Timing of Greeting

greetings
Asking guests Reading  Good morning
to wait
Speaking  Good afternoon
 Good evening
 Just a moment please.
 Sorry to have kept you

waiting.
30 Offering help. Speaking Politeness Offering help
Pronunciation  May I help?
 What can I do for you?
 Is there anything I can

do for you?
 I beg your pardon

(pardon me)?
 Please let me know if

there is anything else I
can do for you.
Offering Help
 Excuse me. I locked my

key inside the room. Can
you open the door for
me?
 Yes Sir. Could you tell me

your name please?
 Jason Seaward.
 One moment please.

(After checking with the
Front Desk)
 Thank you for waiting.

(Opens the door)
 Thank you.
31 Responding to Listening Responding to When guests say ‘thank you’

‘thank you’. all guest
What to do Speaking utterances Response:
when unable to
answer a
 My pleasure.
question
Review greeting
guests.
 My pleasure, I’m happy
everything is
satisfactory.
 It’s no trouble at all.

 Not at all. It’s one of our
services.
 I’m happy I could help.
When unable to answer a

question

Please go to the Front
Desk. They should be
able to help you.

Please go to the
Concierge. They should
be able to help you.
32 Assessment
Guidelines for Checking Rooms
 Note what rooms must be checked so that you can try to check all rooms in
one area before moving on to the next one. This will save time and energy.
 Check VIP, early arrival and special request rooms first.
 Record your inspection on the appropriate checklist, in case these need to

be referred to later.
 Check the room in a logical manner, either according to your checklist, or

using the “around the room” approach to avoid missing items or areas.
 When checking, think of what the guest will see (behind closed doors,
ceilings when lying in the bath or the bed, marks on mirrors, missing hooks
when curtains are closed, underneath soap dishes, outdoor or balcony
areas).
 Use as many of your senses as possible – sight, touch or feel, smell, hearing
or sound.
 Always carry air freshener with you.
 Report problems, faults or shortages immediately, according to your

procedures.
 Vacant ready rooms must be reported immediately, according to your

procedures.
 Room attendants must report or log maintenance faults identified while

servicing rooms.
 Inspections of completed rooms should log and record maintenance faults.
 Guest maintenance request cards should also be dealt with promptly, and
recorded or logged according to procedures.
 Supervisors or housekeepers should always follow up frequently to check

that repairs have been done.
 Maintenance requests can be recorded in maintenance log books, on

duplicate request forms, or on job cards.
 Requests should contain the following information:
Date, room number or area, description of problem, who reported the fault, time etc.
The completed job should be dated and signed by the relevant member of
maintenance.
 Housekeeping should always have access to copies of maintenance requests so
that they can follow up and check that jobs have been completed.
 Items or equipment sent externally for repair should also be

logged in the appropriate book or document, so that you have
records of where equipment is, how long it will be out of
service, etc.
 Incomplete or unsatisfactory repairs should be reported back to maintenance
immediately, and the appropriate documents completed.
 Follow your procedures for dealing with unresolved maintenance issues.
 In some cases, external providers or contractors may be responsible for
repairing items. They should be contacted immediately so that items can be
returned for repairs.
 Do not sign job cards or orders for incomplete work.
 Report ongoing problems to your superior, according to procedures.
Cleaning Guest Room
1) Before starting the cleaning, the room attendant should see the status of all the
rooms from the lot of rooms allocated to him.
2) The room attendant can prioritize rooms to be attended to first on the basis of
immediate needs; 'clean my rooms', and finally other occupied rooms.
3) For occupied rooms, look whether the room has a 'do not disturb' card on the
door knob. If it does, then go to the room which does not.
4) Knock at the door firmly with the index finger knuckle announcing clearly
'housekeeping'. When there is no answer, repeat the knock after 10 seconds
announcing you as before.
5) If there is, still no answer; open the door with the floor master key. Push the
door again; knock announcing inside the room 'housekeeping'.
6) When there is no reply and one is relatively sure that there is no one in, open
the door wide and keep it that way till the entire cleaning cycle in the room is
completed.
7) Switch off the room air-conditioner or heating. Draw all curtains and open the
windows for airing the room.
8) Remove soiled linen from beds and bath. Shake out the linen to ensure that no guest
articles are lost in the folds of the linen. Put the soiled linen in the linen
hamper/laundry bag provided on the chamber maid's trolley.
8) Check for maintenance requirements and report the same to the control desk and
enter in the room check list.
10) Contact room service to remove used "trays and glasses”.
11) Turn the mattress side-to-side on succeeding days followed by end-to-end turning.
Smooth out the mattress and air it.
12) If vacuum cleaning is not available, brush the carpet first to enable the dust to
settle while doing the next task.
13) Empty all ashtrays and waste paper baskets.
14) Pick up guest clothes and hang in the closet or place in the wardrobe.
15) Clean the bathroom and replenish all the required supplies.
16) Collect all loose articles and magazines and other guest papers and stack them
neatly on the writing table.
17) Clean all surfaces in single circular motions with a dry cloth. Use a hand dust pan
to collect any unwanted matter on the surfaces without lifting dust in the air. Ensure
that all surfaces are spotlessly clean. Pay special attention to nooks and corners
especially those points that may not obviously be visible to the guest eye.
18) Use a stiff upholstery brush or vacuum cleaner on upholstered furniture arms, back
and seats.
19) Replace, if necessary, stationery as prescribed by the management. The number of

items must exactly be as per standard.
20) Dust and replace each item on the dresser, bureaus and desks. Special attention
must be given to the display of publicity material as prescribed by the management.
21) Clean lamp shades with a clean dry duster. Lift lamps and clean under the base.
Replace lamp if damaged and adjust the shade.
22) Disinfect the telephone in the room and the bathroom with Dettol. Wipe balance
of the telephone with a damp cloth. Then check phone for the dial tone.
23) Clean mirrors with a dry cloth first and then with a damp newspaper to make it
sparkling.
24) Dust closet, shelves, hangers and rods. Brush the closet floor. Supply new laundry
bags and replace the missing hangers. Replace drawers / shelves with paper liners, if
required.
25) Dust both the sides of the room doors, head board, window sills, inside and outside
of the window rails, top of the radiators and air-conditioning units.
26) Close the windows.
27) If vacuum cleaner is available then vacuuming of carpet should be done at this
stage, instead of brushing the carpet as mentioned earlier.
28) Arrange furniture properly, if necessary.
29) Switch on the air-conditioning or heating on the minimum temperature for a

departure room or at the same temperature the guest has left for an occupied room.
30) Have a last look at the room referring to the check list for completion of work and
exit the room closing the door behind.
Cleaning Bathroom
1) Cleaning activity starts from the ceiling downwards to the floor. Floors are
cleaned from the wall farthest to the door to the exit.
2) Open all windows and exhaust vents.
3) Shake out all soiled bathroom linen, e.g. towels, bathmat, etc and deposit in the
linen hamper / laundry bag provided on the chamber maid's trolley.
4) Collect the trash from all the ashtrays, sanitary bins, and waste paper basket and
deposit it into the garbage bag provided on the chamber maid's trolley.
5) Clean the ceiling and air-conditioning vents for cobwebs
6) Wipe off light bulbs and shades with a dry cloth.
7) Wash the bathtub and surrounding tiles and wipe dry. Wipe the shower curtain
from both sides with a wet sponge and ensure that all are free from any water
marks.
8) Clean the mirror, (with a dry cloth then wipe using a wet folded newspaper and
then again with a dry cloth).
9) Scrub dry the areas surrounding the wash basin and the counter.
10) Scrub the toilet bowl and bidet using the special brush / Johnny mop. Ensure
that it is dry and spotless inside. Clean the seat, lid and the outside of the toilet
bowl and put a disinfectant solution inside.
BED MAKING
Bed making is the technique of preparing different types of bed to make a guest
comfortable or his/her position suitable for a particular condition. Learning the
proper procedure for making a bed helps to ensure the guest’s comfort and sense of
well-being. The bed is an important part of the guest’s hotel environment.
Remove soiled sheets and pillow cases and shake out individually. Check linens for
dentures, hearing aids, jewelry, glasses, face tissues, or anything else belonging to
the guest before stripping the bed.
Turn the mattress side-to-side on succeeding days followed by end-to-end turning.

Smooth out the mattress to air it out.
Shake out the mattress protector and relay it on the mattress. Change the protector
that is soiled or smelling.
Open out the fresh lower sheet evenly and puck it securely at the head, foot and
the sides.
Open out fresh top sheet and distribute it evenly over the lower bed sheet. Ensure
that the laundry creases are in the same line as the inner sheet for even
distribution. The sheet hem should be evenly pulled up to the headboard. Tuck
this sheet at the foot.
Open out the blanket and place it evenly on the top sheet using the crease as
described earlier for even distribution. Ensure that the blanket labels are at the
foot.
Pull the blanket 4 inches from the headboard.
Fold the top sheet, at the head of the bed over the blanket and fold the sheet and
blanket once again.
The blanket and the top sheet are together tucked uniformly on both sides while
the comers at the foot of the bed are neatly mitered.
Cover pillows with fresh pillow slips. Fluff the pillow and even out pillow slips to
look neat and tidy. Since pillow slips are larger than the pillow the excess slip
should be neatly folded downwards. The side of the pillow which has the fold
should be away from guest view.
Cover completed bed with the bed spread / bed cover ensuring that it is right side
up and is falling evenly all around the bed. Keep extra bed spread toward the
headboard to crease in between the pillows so as to make the bed look appealing.
The bed spread corners should be aesthetically done. Put spare blankets in the
upper most shelf of the wardrobe in case required by the guest. Blankets are folded
in such a manner that the hotel logo appears on the top.
CLEANING CHECKED OUT ROOM
A check out is a room the guest has departed from; so there are none of his
belongings there and it has to be prepared to re-let another guest.
1) The room has to be cleaned first before cleaning the bathroom because the
room attendant may take water from the bathroom ending up in splashing of
water resulting in re-cleaning the bath room
2) First open the curtains, arrange neatly and adjust lighting.
3) Empty and clean ashtrays and waste bins.
4) Strip and make the bed, clean inside drawers and cupboards, putting in correct
supplies at the same time.
5) Dust and clean the furniture followed by mirrors and pictures cleaning.
6) Put all the correct supplies, clean the mini fridge from inside and outside.
7) Remove any stains on the carpet and/or walls, or windows.
8) Vacuum clean the carpet and arrange furniture correctly. The bathroom
cleaning procedure is the same as explained in section
CLEANING VACANT ROOM
Rooms must be cleaned each and every day even if it is vacant. Day to day care
encourage high standard of work. It allows the time allocated for special cleaning
to be spent out to full advantage.
1) Leave the front door open; make work sign "no" on the door.
2) Place the trolley standing in corridor outside the room to be serviced.
3) Ventilate the room. Open all the doors and windows.
4) Switch off the air conditioner or heating system
5) Remove soiled linen, used crockery and any other rubbish.
6) Airing of bed and making it.
7) Dusting the furniture.
8) Disinfect the telephone mouthpiece, check for dial tone.
9) Clean the carpets and dusts on the surroundings.
10) Cleaning of furnishing arrangements and appearance of the room.
11) Switch on the bathroom light, dry the floor if wet, wipe down the walls,
windows with dry dusters, occasionally damp duster is also used.
12) Use detergent for cleaning wash basin and dirty surfaces.
13) Check for plumbing faults like leakage, faulty flushes, and electrical faults and
exposed wires.
14) Replace bath linen and also complimentary items namely toilet soap, shampoo.
15) While working around the room checks for damages to the furniture's, walls,
windows and other fittings.
16) Replace the complimentary items like match boxes, stationers, etc.
17) After final check up draw the curtains place the DND card on the outside knob
of the door
18) Vacuum the floor finish at the door.
19) Give a final check and remove the sign "no".

SECOND SERVICE
Second service is normally carried out in an occupied room at any time in a day if
the guest requests to clean the room again. Only light cleaning is done in such
cases. Sometimes, guest has a meeting or a get together functions etc. in the room
and he wants his room to be cleaned after the so-called function is over. The
second service method is as follows:
1) Remove empty bottles and other room service equipment from the room.
2) Pick rubbish from the floor.
3) Arrange the furniture as required.
4) Dust the room where ever necessary.
5) Check the bathroom floor, make it dry, if needed. Flush the toilet bowl and dry
the area around the sink.
6) Use air freshener, if required.
7) Replace toilet soap, paper & linen, if necessary.
8) Replenish room stationary, if necessary.
9) Replace water tumblers and refill the water flask with fresh water, if necessary.
EVENING / TURN DOWN SERVICE

In hotels, normally the bulk of room cleaning should have been done in the
morning shift. The exception would be rooms 'with the 'do not disturb' sign. Some
rooms are occupied by late night / early morning arrivals by international flights.
All rooms therefore require an evening service which mostly, involves preparing
the room for the guest to sleep comfortable for the night and it should be done
prior to the guest retiring for the night. In this service, the bed is made for night,
the room is cleared and soiled bath linen is replaced.
1) Knock at the door and enter the room as per the procedure mentioned earlier.
2) Switch on the lights and ensure that all the light fixtures are working.
3) Draw the heavy curtains.
4) Hang guest clothes if lying around.
5) Take off the bedcover, fold neatly and store in the wardrobe, either in the
topmost shelf for in the lowermost shelf
6) Fold one corner of the blanket to enable the guest to slide in to the bed.
7) Place the breakfast knob order card along with a chocolate / cookies / sweet as
prescribed by the management on the pillow.
8) Remove soiled glasses and bottles if any. Replenish fresh glasses and fill in the
water flask with drinking water.
9) Empty and clean ashtrays and waste paper baskets.
10) Replace soiled linen - bed and bath if required.
11) Replenish missing toiletries and other supplies.
12) Set climate control as directed.
13) Turn out all the lights except the night lamp/ passage light as prescribed by the
management.
14) Before leaving the room, give a final glance then lock the door properly, and
proceed to the next room.
Public Area Cleaning
Clean Hallways and Stairways
Hallways and stairways are cleaned daily
Deep cleaning tasks (e.g., cleaning carpets, etc.) are performed on scheduled basis.
1. High dust (e.g., ceiling, walls, door vents, etc.) on regular basis according to
property policy and procedures.
2. Dust all horizontal surfaces.
3. Dust all light fixtures and replace or report burned out lights.
4. Clean and empty ashtrays and ash urns.
5. Pick up trash and empty trash cans.
6. Sanitize telephones.
7. Clean (e.g., vacuum, dust mop, damp mop, etc.) floor.
8. Perform required floor maintenance on scheduled basis.
9. Clean baseboards beginning at one point in hallway and work down one side of
hallway and back to starting point.
10. Wipe away smudges and marks on walls and doors.
11. Note conditions of emergency exit lights and report any damage or problems to
supervisor.
12. Clean front and back of exit door and check to see that it properly opens and
closes.
13. Clean fire extinguisher cabinets and other fixtures.
14. Report any damage to supervisor
15. Spot clean carpets as needed.
Cleaning Public Restrooms
Public restrooms are cleaned twice daily, once in morning and once in evening.
Frequency of cleaning may vary depending on customer usage and property policy
and procedures.
PERFORMANCE ELEMENTS
1. Check to see that bathroom is vacant. Knock on door first and announce
“Housekeeping,” and wait for response. After three announcements, it is assumed
safe to enter.
2. Prop door open when entering, and place an approved floor sign at entrance.
3. Flush toilets and urinals and apply appropriate cleaner/sanitizer before attending to
other tasks.
4. Empty trash containers, sanitize and reline with new bags.
5. Wipe down mirrors with cleaning solution leaving mirror free of streaks.
6. Empty and clean out ashtrays, urns and individual stall units.
7. Clean basins, checking drain traps for hair and debris.
8. Clean counter tops, checking for stains and damage.
9. Wipe fixtures with cleaning/sanitizing solution and damp rag and then polish
bright work.
10. Wipe dry sinks and surrounding countertops and then polish.
11. Clean toilets and urinals using bowl brush and clean rag for each fixture.
12. Wipe and polish handles on toilets and urinals.
13. Clean partitions using spray bottle containing cleaning/sanitizing solution and a
damp cloth or sponge.
14. Wipe down wall with appropriate cleaning solutions depending on type of
surface. Remove any graffiti.
15. Restock dispensers for toilet seat covers, toilet paper, tissue, paper towels, and
soap.
16. Wipe and polish dispensers to remove any surface marks or smudges.
17. Sweep all exposed floor areas and baseboards.
18. Reassemble all cleaning supplies and return to cart.
19. Mop floor using clean warm water and an appropriate amount of
cleaning/sanitizing solution.
20. Rinse floor, wringing out mop frequently.
21. Give one final visual check before leaving.
22. Move floor warning sign when floor is dry.
23. Report to maintenance any conditions that need attention.
Clean Front Office and Lobby areas
Front office and lobby are cleaned daily.
Deep cleaning tasks (e.g., carpet shampooing, tile care, stone surface maintenance,
etc.) are performed on scheduled basis.
1. Complete high, middle and lower dusting requirements.
2. Clean and empty ashtrays and ash urns.
3. Pick up trash and empty and sanitize trash cans.
4. Clean and sanitize telephones.
5. Clean and polish water fountains.
6. Vacuum carpets and spot-clean.
7. Vacuum upholstered furniture.
8. Clean/sanitize handrails.
9. Set up wet floor signs prior to mopping floors.
10. Dust mop/damp mop hard surface floors.
11. Clean hard surface floors. Refinish floors on regular basis according to PM
Schedule.
12. Clean mirrors and glass table tops.
13. Spot clean carpets and upholstered furniture as needed.
14. Step out of way if guests approach; greet guests.
Clean Elevators and Escalators
Elevators are cleaned daily and monitored throughout day for debris, etc.
1. Take elevator/escalator out of service and set up signage.
2. Clean elevator.
a. Dust ceiling and lights. Note burned-out light bulbs.
b. Dust all surfaces with dust cloth or damp cloth followed by clean, dry cloth.
Work from top to bottom.
c. Clean insides of elevator doors.
d. Remove gum and tar from elevator floor, and remove spots from carpet.
e. Vacuum carpeted elevators.
f. Clean floors in elevators using dust mop, vacuum and/or attachments and
damp mop.
g. Clean door tracks with vacuum crevice tools or small toy broom. Polish
periodically with steel wool.
3. Clean escalator.
a. Dust all surfaces, including sides, with dust cloth or damp cloth followed by
clean, dry cloth.
b. Remove gum and tar from escalator.
c. Wipe handrails of escalator with wet sterilized cloth.
d. Use special equipment to clean and polish treads when provided by property.
4. Place all cleaning supplies back on cart.
5. Place elevator/escalator back in service.
6. Close door and clean outside of door; spot clean wall near elevator request button.
7. Report any burned out bulbs, etc., to maintenance.
Cleaning Food and Beverage outlets
Food and beverage outlets are cleaned daily.
Stripping and refinishing of floors and extraction of carpets are performed on

scheduled basis or as needed.
Carpet is spotted daily.
1. Prepare room for cleaning by turning on lights, opening window treatments, and
posting proper signage.
2. Pick up trash, empty and sanitize trash cans.
3. Clean seats, table legs and chair rails. Spot seats as needed.
4. Clean table bases.
5. Sweep edges of carpets and hard floors.

6. Dust furniture and fixtures and clean glass surfaces.
7. Remove food residue and spills from carpets.
8. Move chairs away from table. Spot and vacuum carpets. Clean hard floors.
9. Clean window treatments, light fixtures and other pieces of furniture paying close
attention to small grooves and other places where dust collects.
10. Follow carpet care schedule.
11. Report/replace burned-out light bulbs and report maintenance problems to

appropriate personnel.
Clean Banquet and Meeting Rooms
Banquet and meeting rooms are cleaned and straightened according to property
policy and procedures.
All banquet and meeting rooms are cleaned immediately after function.
ERFORMANCE ELEMENTS
1. Spot-clean walls.
2. Wipe windowsills where applicable.
3. Clean light fixtures and replace burned-out bulbs according to property policy and
procedures.
4. Dust and polish furniture. Spot-clean upholstery as needed.
6. Clean hard floor surfaces.
7. Move chairs away from tables and vacuum carpeted area; spot-clean as needed.
8. Gather cleaning supplies.

9. Perform final inspection according to property policy and procedures before exiting
room.
43
Banquet and meeting rooms are clean and ready for next meal or function.
44
CLEAN EXERCISE AND
Clean Whirlpool, Sauna and Swimming Areas
Swimming pool and exercise areas are neat, clean and free of wet towels and soiled
linen.
Clean towels and linens are available.
Swimming pool and exercise areas are cleaned once or more daily depending on
use.
1. Collect wet towels and soiled linen.
2. Empty and clean ashtrays.
3. Empty and clean trash receptacles and replace liners.
4. Clean glass areas.
5. Clean wall areas.
6. Sweep and mop hard floor surfaces.
7. Clean and straighten lounge furniture.
8. Restock towels and linen.
9. Vacuum carpeted areas.
10. Report to supervisor any unsafe or damaged conditions.

Cleaning administrative offices
Administrative offices are cleaned according to property policy and procedures.

Skill is performed on daily basis.
Some cleaning tasks (e.g., window cleaning) are performed on weekly or monthly
basis and/or as needed.
Nightly cleaning varies depending on size and number of offices.

1. Knock before entering the office and pick up debris and empty trash cans and
ashtrays.
2. Spot-clean wall areas.
3. Clean windows and window treatments according to property policy and

procedures.
4. Dust furniture.
6. Arrange furniture but avoid moving or rearranging any items on desks or

work surfaces.
7. Sweep or vacuum floor.
8. Gather all cleaning supplies and exit office, closing door and checking to make
certain it is locked.
9. Clean door hardware and surrounding area.
10. Check and report any burned-out light bulbs to appropriate personnel.
Clean Other Areas

Employee areas are free of dirt, grime and dust.
Employee areas are cleaned daily with deep/rotational cleaning tasks (e.g., steam
Extraction of carpet soil, stripping and refinishing of floors) performed on a
Scheduled basis.
1. Clean elevator.
a. Take elevator out of service post appropriate signage.

b. Sweep and damp mop elevator.
c. Place elevator back in service.
2. Clean service corridor.
a. Pick up debris and empty trash.

b. Clean corridor floor.
3. Clean employee dining room by picking up debris and straightening contents.
a. Remove food residue and spills.

b. Move chairs away from table.
c. Clean floors.
4. Clean and sanitize employee restroom.
a. Check to see if restroom is vacant. Knock on door first and announce

“Housekeeping,” and wait for response. After three announcements, assume
it is safe to enter.
b. Prop restroom door open when entering and place an approved floor sign at
entrance.
c. Apply appropriate cleaner to toilets and urinals before attending to other tasks.
d. Pick up any debris and empty trash cans.
e. Wipe down mirror with cleaning solution and dry, leaving it free of streaks.
f. Clean and sanitize basin and countertops using a sanitizing solution.
g. Restock and clean dispensers.
h. Clean and sanitize toilets and urinals using bowl brush, and polish bright work.
i. Clean and sanitize handles on toilets and urinals.
j. Clean and sanitize all exposed floor areas and baseboards.
k. Reassemble all cleaning supplies and return to cart.
l. Remove wet floor warning sign when floor is dry.
5. Clean general storage area.
a. Prop open door to storage area to be cleaned.

b. Pick up debris and trash.
c. Clean exposed floor in storage area.
d. Close and lock storage area door.
6. Clean back of house floors as needed.
Clean housekeeping areas
Housekeeping areas are cleaned according to property policy and procedures.

Cleaning housekeeping areas is performed on daily basis.
1. Clean linen and uniform area.
a. Organize linens/uniforms.
b. Clean linen room floor.
c. Dust any furniture and shelving in linen room.
2. Position housekeeping carts for ease in restocking.
3. Clean housekeeping storage area floors as needed.

PERFORMANCE ASSESSMENT CRITERIA
SPRING CLEANING
Spring cleaning removes the dust and dirt that accumulates from everyday wear
and tear and attends to cleaning needs identified during a guestroom inspection. It
includes activities such as turning mattresses, wiping down walls and baseboards
and washing windows and casements. The dirty-dozen can also be perfectly
cleaned.
Routine cleaning can maintain a guestroom's fresh and spotless appearance for a
period of time. But after a while, a room will need deep cleaning. In some
properties, deep cleaning is done by room attendants on special project basis;
others use teams in which each employee does a particular deep cleaning task.
Spring cleaning tasks

1) Flipping and rotating mattresses.
2) Shampooing carpets.
3) Removing soil and stains from wall coverings and baseboards.
4) Washing windows, casements, and shades.
5) Dusting high and hard to reach areas.
6) Cleaning vents and fans.
7) Vacuuming under furniture that requires heavy moving.
8) Cleaning and vacuuming drapes. Cleaning carpet edges.
9) Washing sheer curtains.
10) Washing lampshades
Guest Room Amenities Checklist
__________________
Date Inspected By Room Number
Guest Room Amenities Checklist

Room Type Room Type
Item Delux Busin Suite Item Delux Busin Suite
e e
Dresser Top:
1 Guest Service Directory 1 World Wide Directory
1 Room Service Menu 1 Do Not Disturb Sign
1 Guest Comment Card 1 Collateral Holder
Dresser/Drawer:
1 Bible (night table) 1 pocket folder holding:
3 envelopes, 4 sheets of
stationery
Clothes Closet:
8 hangers 2 laundry bags and laundry slip
8 hangers with skirt clips
General:
1 ice bucket & lid 1 memo pad with one pen
1 waste basket 4 glass tumblers with caps
3 ashtrays, smoking rooms 1 telephone book
Equipment & Supplies:

Bathroom:
1¼ oz. soap bar 4 bath towels
1¾ oz. exfoliating bar 4 bath towels, oversize
1 1 oz. conditioner 4 hand towels
1 1 oz. shampoo 3 face cloths (4 in double doubles)
1 shoe mitt 1 bath mat
1 mouthwash 1 bath robe per person (max. 2
per room)
1 lotion 1 sewing kit
1 soap dish 1 presentation tray
Miscellaneous:
1 coffee maker Mini Bar
1 filter pack Colombian coffee Iron
1 filter pack Colombian decaf. Ironing Board
coffee
2 tea bags Pant Presser
4 coffeemate
4 sugar substitute
Kitchenette
Dish Rack and stand Royal Doulton Dishes:
Dish Soap 6 Dinner Plates
Flatware Caddy 6 Soup/Salad Plates
Oneida Flatware 6 Bread Plates
6 Dinner Knife 6 Cups and Saucers
6 Dinner Fork Glassware
6 Tea Spoon 6 Beer Glasses
6 Dessert/Soup Spoon 6 Wine Glasses
6 Dessert/Soup Spoon 6 Tumblers
Microwave Oven Refrigerator
Competitive Hotel Amenities Analysis

Hotel
General Property Information
# of Rooms
# of Suites
# of Floors
# of Sales Personnel
Ratings
AAA Rating?
Mobil Rating?
Other Rating?
Transportation
Free Airport Shuttle?
Free Area Transportation
General Property Features
Elevator?
Electronic Locks?
Interior Corridor?
Free Newspaper?
Free Deluxe Continental
Breakfast?
Free Local Telephone Calls?
Meeting/Board Rooms?
Satisfaction Guarantee?
Free Long Distance Access?
Guest Laundry?
Interac Available?
Recreation
Fitness Centre?
Whirlpool?
Sauna?
Indoor Pool?
Outdoor Pool?
Other?
Business Centre
Free High Speed Internet
Access?
Business Centre?
Free Fax?
Free Copier?
Free PC Use?
Free Printer?
In Room Features
Free High Speed Internet
Access?
H.S.I.A. Wired or Wireless?
Hairdryer?
Two Phone Lines in Room?
Speakerphone?
Wireless Telephone?
Free Water Bottle?
Voicemail?
Coffee Maker in-room?
Iron/Ironing Board in-room?
Safe in-room?
Microwave in-room?
Refrigerator in-room?
Clock/Radio/DVD Player in-
room?
Large, well lit desk in-room?
Flat Screen Colour TV (Size)?
Cable Service?
Free Movies/Games?
Sport Channel?
Pets?
On-Site Food & Beverage
Restaurant?
Breakfast?
Lunch?
Dinner?
Room Service?
Open 24 Hours?
Lounge?
Games Room?
Guest Room Cleaning Checklist
Guest Room Checklist
Item Yes No Item Yes No

Door lock works properl  Mattress firm  turned regularly
Door opens easily & quietly Bedspreads free of rips & stains
Light switches work properly Upholstery clean & in good condition
Windows open & close properly Furniture scratched or stained
Window glass clean Walls clean & free of cobwebs
Window glass free of cracks Walls scratched or nicked
Drapes straight & working properly Luggage racks in good condition
Controls for air conditioning/heat work properly Pictures and mirrors straight
Air conditioning filters clean Furniture drawers slide easily
Lamps work Telephone working
Wall lights work Clean ashtrays & matches
Lamp shades clean & straight Mattress pads clean & free of stains
Beds correctly made Light bulbs with proper wattage
Bedspreads straight Minimum of 6 hangers (3 suit, 3 dress)
Fluffed/Even pillows Drapes partially closed
Rate cards posted
Item Yes No Item Yes No Item Yes No
Desk tops Mirrors Lamps & shades
Dresser Tops Rim of baseboard Light bulbs
Table Tops All drawers Window cornice
Headboards Closet shelves Window frame
Chairs Closet rods Corners
Picture Frames Telephone Window sills
Bathroom Checklist
Item Yes No Item Yes No Item Yes No

Clean toilet seat (both sides) Shower curtain clean Faucets leaking
Underside of lavatory clean Pop up stopper clean Broken Tile
Shower rod in good condition Water spots on tile Toilet seat firm
Commode clean under rim Tub grouting missing Fixtures firm
Commode flushes properly Tub grouting clean Chrome sparkling
Bathroom free of odours Supply of towels
Guest Room Amenities
Item Room Club Item Room Club
Credenza Bathroom
1 Guest Directory   1 frosted oval display tray  
1 Brand Report Card   2 bars Brand facial soap, 1.25 oz  
1 Brand World Wide Directory   1 bottle Brand shampoo, 22ml  
1 Laundry bag & laundry slip   3 bath towels (four in double, doubles)  
Night Table/Desk 3 hand towels (four in double, doubles)  
1 Bible (night table)   3 face cloths (four in double, doubles)  
1 Pocket Folder w 3 envelopes/3 stationery   1 bath mat  
1 am/fm clock radio   Hairdryer  
Closet Miscellaneous
3 hangers + 3 hangers w skirt clips   1 coffee maker  
General 1 filter pack Colombian coffee or  
1 ice bucket & poly liner   1 filter pack Colombian decaffeinated  
1 waste basket   1 tea bags  
3 ashtrays in guest room (smoking only)   1 condiment package  
1 memo pad with pen   1 Iron 
3 wrapped glasses   1 Ironing Board 
1 telephone book   1 refrigerator 
2 coffee cups, porcelain  
Guest Room Settings:

Room:
Lights Off H.V.A.C. Set at 18ºC or 70ºF Drapes Closed
Heating Set at 18ºC or 70ºF Television Off
Windows Closed Drapes Closed
Bathroom:
Sink Faucet Off Shower Head Point Towards Wall Tub Faucet Off
Drain Plugs Open Toilet Seat Lid Down Light Off
Shower Curtain Centered Inside Tub Bathroom Door Open
Guest Room Inspection Checklist

Guest Room Inspection Check List

Item  Item 
1.Entrance Door
Check door handles and locks to be sure they The provincial hotel laws, room rate sheet
are working properly. should be posted on back of door.
Check to see that room numbers are intact. Make sure that the "Do Not Disturb" card is on
the inside door knob.
Door should be free of smudges and scratches.
2.Drapes
Drapes are closed, all hooks in place. Drapes should be inspected inside and out for
stains and damage.
Check drapes for smooth pulling action.
3.Beds
Beds should be uniformly made so that spreads Lift the spread to make sure the bed has been
are even in appearance, pillows are the same made properly.
size.
Check under beds for trash or guest articles. Beds and headboards should be aligned.
4.Furnishings (armoire, desk chair, wall mirror, air conditioner/heater, occasional chairs, nightstand, desk,
wall pictures, telephone, television)
Make sure that all furniture is free of dust and Check to see that all furniture is straightened.
dirt.
Lamp shades should be straight, with the seams Check the telephone for cleanliness.
facing the wall. Instructions should be readable.
Turn on the television to make sure it is working
properly; check for cleanliness.
5.Lighting (swags, table lamps, bathroom, vanity and bedside lighting)
Lamps and lamp shades should be free of dust. Check for proper wattage of light bulbs.
Turn on all the lights to make sure they are
operating.
6.Bathroom
Floor, walls, ceiling and all fixtures should be Check to be sure shower curtain clips are in
free of mildew, dirt, hair, grit. place, the curtain is open 6” from each wall,
and the rod cover seam turned toward the
Turn on the exhaust fan to be sure it is working
wall.
properly.
Check behind door for clothes hook. There should be two rolls of toilet paper on
holders (and one on the back of the toilet).
All chrome should be shiny.
Check that there are no unpleasant odours. Flush toilet to check for cleanliness and leaks.
Date: Signature:
Guest Room Inspection Check List

Item  Item 
7.Vanity Area
Sink, counter and mirror should be free of Check to see that there is a proper number of
mildew, hair, soap, residue. towels neatly folded on the towel rack.
Chrome should be shiny. There should be two bars of soap in bath area
(1 deodorant, 1 non-deodorant).*
A clean ice bucket and four wrapped cups should Clothes rack should be dust-free, with twelve
be in the other corner of the vanity, optional liner hangers (6 suit, 6 skirt).*
on top of the bucket.*
8.Supplies
Two waste baskets should be cleaned and in Check the condition and placement of these
proper place.* items: Comment card, current Hotel Directory,
Gideon Bible, Non-smoking tent cards (where
Check telephone books for soil and damage (be
applicable), stationary.*
sure they are in their proper location).
There should be three ashtrays (smoking rooms
only).*
9.Floor, Walls, Ceilings
The carpet should be vacuumed thoroughly. Check all corners, under beds, behind doors,
around furniture and air conditioner/heater for
Ceiling, walls should be free of dirt, damages,
trash and dirt.
cobwebs, etc.
Check baseboards for cleanliness.
10. Heating/Air Conditioning Units
Check for air cooling and heating.
11. Critical Room Items (Should be checked daily)
Television
Heating & Air Conditioning
Telephone
Plumbing
Bedding
Lighting
Door Hardware
*customize for your property

Date: Signature:
Room Attendant Daily Report

Day / Date Name
Maintenance Towels Other Notes
Room Status TV light phone hvac toilet sink bath bed locks wall bath hand face Supplies Needed, Other Repairs, etc.
Housekeeping Status Maintenance

V Vacant Room Not Rented Last Night X Maintenance Required
VC Room Vacant and Cleaned by Housekeeper Today  Condition OK
OC Room Occupied & Cleaned. Room Cleaned by O See Notes
Housekeeper today.
NM No Housekeeping Service. Room Not Cleaned by
S Housekeeper Today.
B Room Blocked
INSTRUCTIONS: Please inspect all items in room for condition, quantity and status.
Mark each column with appropriate code. Note items not listed, needed supplies, or
other information in column marked "Other".
Station Key Assigned: #_____Standard Time Required: ____________

Returned (Initial) Supervisor: ______Start Time: _______ Stop Time: ______
Returned (Initial) Employee: ______Break Time: __________ Meal Time: _____
Housekeepers Signature: _________________________________
Public Area Checklist
Date Housekeeper
General
Empty trash, reline, and spot clean waste receptacles
Dust mop and wet mop hard floor surfaces
Dust all surfaces (floor to shoulder height)
Spot clean all entrance glass (twice per day if needed)
Spot clean doors and walls (twice per day if needed)
Disinfect phones
Vacuum all carpeted areas
Inspect area for defect and report to Maintenance and Housekeeping departments
Checklist for Entrance & Lobby Area
Carpet Vacuuming Picture frames on walls
Wall & wall hangings Banisters
Displays Window glazing
Window sills Underneath furniture
Furniture Clean inside elevator
Elevator stainless steel door Stair railing
Stairs/steps ATM machine
Telephone stations Watering plants
Planters/leaves Top surface of AC controls
Denny’s window ledges Put out Wet Floor signs
Cleaning & moping floors Lamps
Heating unit tops Dust wooden areas of Front Desk
Front Desk counter tops Dust top of computer, monitor, printer
Computer stations Underneath vending machines
Fireplace area and surface Handles and door knobs
Vending machines Entrance Doors/Glazing
Checklist for Meeting Rooms & Ballrooms
Stairs/steps Stair railing
Foyer area by ballroom Vacuum carpet
Displays Furniture cleaning
Doors Picture frames on walls
Window glazing Handles and door knobs
Planters Window ledges and screens
Tables Telephones
Decorative furniture Window blinds
Checklist for Offices
Empty trash Clean waste bins
Tables Chairs
Telephones Photocopy machine
Fax machine Computers
Vacuum carpets Window blinds
Window glazing Window ledges
Doors Knobs and locks
Checklist for Public Washrooms
Don’t forget to wear gloves Clean waste bins
Empty trash Rim around bowl/toilet seat
Toilet/Bowl/Tank Grab bars
Tissue Holder Box/Surfaces Door and door knobs
Baby change table Clean faucets
Floor (clean & scrub) Paper towel holder box
Sink (top & bottom) Dry rag to dry surfaces
Urinals (top & bottom) Fill paper towel
Towel bar Fill toilet tissue
Mirrors Wet mop the tiles floor
Spray air freshener Check toilet amenities, especially in ladies washroom
Comments:
Deep Cleaning Checklist

Deep Cleaning Task Checklist

Item  Item 
Turn Mattresses and Change Bedspreads
Remove linens from the bed Lift mattresses off the box springs
Lift the box springs off the bed frame Inspect for tears, soil spots or broken springs
Inspect and clean the frame and headboard Vacuum behind and inside the bed platform
Rotate the box springs Turn the mattress
Vacuum the mattress cording Inspect pillows and replace pillows that have stains
Remake the bed with clean mattress pad, linens & Report and damage promptly
bedspread
Dust High Places
Dust where the wall meets the ceiling Dust smoke detectors and sprinklers
Dust the tops of tall furniture such as armoires Dust light diffusers; clean with a damp cloth if
needed
Dust vents Clean anything else above eye level
Clean Lights
Remove the shade Use a damp cloth to clean fixture & shade
thoroughly
Reposition the shade Remove and dust exit sign covers
Wipe inside exit sighs with a damp cloth Replace exit sign covers
Clean Draperies And Wash Window
Remove draperies that need professional dry Label draperies by room number and send them
cleaning from drapery rods to be dry cleaned
Use a scrubber and window cleaner to clean To remove dust, vacuum draperies from the top
grease marks and grime from windows down. Get into the folds, and clean the back
Place hooks in a sealable bags Inspect and clean pulls, hooks and rods
Wipe vinyl draperies with a damp cloth Work from the top down in an “S” pattern with a
squeegee
Dust sheers often Hang replacement draperies
Wipe window frames with a damp cloth
Wash Walls, Baseboards and Doors
Work from the bottom up to avoid streaks Use a mild solution of all purpose cleaner on a
soft sponge and clean gently
Dry all surfaces with a clean cloth Wipe switch plates, phone plugs and wall jacks
Clean anything hanging on the wall Clean both sides of every door, including
viewers, hinges, the frame, locks and lock plates
Clean the closet walls and luggage racks
Date: Signature:
Deep Cleaning Task Checklist
Item  Item 
Clean Furniture, Upholstery
Vacuum upholstery Use a vacuum attachment to get tight spots
Check the manufacturer’s directions before Rub upholstery spots gently with a light fabric
cleaning spots from uphostery cleaner then blot the area with a white cloth
Clean under cushions and inspect and turn
them
Wood or Laminated Furniture
Use an oil-based cleaner on wood furniture Use all-purpose cleaner to wipe laminated
furniture
Clean all backs of all furniture Dry with a clean cloth
Use a cloth to wipe inside drawers Report any drawers that don’t slide smoothly
Wipe room accessories such as the telephone
Clean Carpets
Work clockwise around the room to clean Edge the carpets with a crevice tool or a broom
carpets
Take care of carpet spots. Use standard Shampoo or extract carpets by following the
removal techniques depending on the type of manufacturer’s directions and equipment
stain instructions
Allow the carpet to dry completely before Vacuum the room thoroughly
renting the room, so dirt doesn’t stick to damp
surfaces
Reposition the furniture
Replace Shower Curtains
Remove the shower curtain Soak the hooks in soapy water
Replace any broken hooks Clean the curtain rod
Reposition a clean shower curtain
Scrub Tile and Grout
Use grout cleaner and a grout brush to remove Remove any build-up from the shower, the tub,
mould and mildew around the sink, the toilet, and the ceramic tile
floor
Rinse all areas thoroughly Dry and polish with a dry cloth
Date: Signature:
Housekeepers Checklist
Housekeepers Checklist...Cleanliness...Cleanliness...Cleanliness
# Item  # Item 
1. Room exterior (windows, door, carpet or 38.* Sink fixtures and drain stopper
sidewalk, walls
2. Drapery (pins, cord operational, clean), 39. Towels and towel hangers
door guard
3.* Check key, lock (s), peephole 40. Base boards
4. Legal notice, posted rates are correct 41. Credenza, top, drawers, mirror
(back of entrance door
5. Wipe top of door and trim 42.* Television (clean, working)
6. Inspect chair cushions and back 43.* Electrical cords contained
7. Wipe chair legs and rungs 44. Amenities (in place, clean, fresh)
8.* Test entrance lights 45. Night stand
9. Window sills and trip 46. Desk condition and supplies
10. Window clean, check for condensation 47. Walls and ceiling (clean, good repair)
11.* Lamps, base, shade, light (s) switches, 48.* Air conditioner (clean, filter clean, temperature
cords, wattage controls work)
12. Test bed lamps 49. Safety hazards (employee, guest)
13. Telephone directories (condition) 50. Smoke detector (tested, clean)
14.* Under bed, headboards 51. Odours
15.* Bedspread condition 52. Luggage rack
16.* Pillows 53. Clothe rack, hangers
17.* Bed linens 54.* Telephone (clean, operational)
18.* Mattress and springs
19. Pictures (straight and clean)
20. Vents and exhaust fans
21. Carpet edges, corners, stains, nap,
vacuumed
22. Toilet tissue (point), facial tissue
23.* Underside of toilet bowl, toilet seat, rim,
tank
24.* Bathroom floor, back of door
25.* Bathroom light and heat lamps
26. Shower curtain, curtain rod
27. Tub/Shower wall tile
28. Soap dish and grab bar (handicap)
29. Bathroom walls and ceiling
30. Bath mat
31* Tub fixtures, shower head
32* Tub sides, bottom, drain
33. Bottle opener
34. Wastebaskets (clean, good repair)
35. Vanity top, surrounding area
36. Mirror, ice bucket, glasses
37.* Lights and electrical outlets
*These items are critical items. They must be checked daily.
Date: Signature:
Food and Beverage
To provide a dining experience that is unique as an option, yet consistent with the
BUFFET SERVICE level of service and food quality experience elsewhere at hotel.
GUIDELINES
1. Servers and Culinary staff are knowledgeable of all buffet items

SERVICE 2. Culinary staff is courteous and friendly to all guests
3. Servers offer to assist guests by carrying buffet items back to their table or by giving an
explanation of a dish
4. Servers explain the buffet to guests on their first approach to the table and mention at least one
entrée
5. Servers mention at least one dessert for lunch and dinner buffets
6. Attire of culinary staff behind buffets is clean and professional
1. Silver or copper chafing dishes are used with the exception of outdoor parties, where stainless
EQUIPMENT may be used
2. Quality stainless or silver utensils are used
3. An underliner plate holds utensils
4. All plates are wiped with a clean, damp cloth prior to setting on the buffet
5. All plates, serving ware and utensils on the buffet are clean and free of debris and marks
6. Linen is changed daily or as needed between buffets, to ensure cleanliness standards are met
7. Table skirting is free of stains, debris, food spills, and holes
8. Residential looking furniture used instead of buffet tables whenever possible
1. Guest can easily access all the items on the buffet

FLOW & DESIGN 2. Lunch buffet is either a cold buffet, or a hot and cold buffet
3. When one buffet line is used, soups, salads, and cold food are always first, carved items last
1. Displays are created using natural decorations, such as fresh flower, ferns, food, etc.
DISPLAYS & PRESENTATION 2. Entrees are garnished prior to putting food on the buffet tables
3. Presentation of buffets includes risers, which create various elevations and depths
1. Buffets are constantly groomed to remove splattered and dropped food

BUFFET MAINTENANCE 2. Food items are replaced using side towels or gloves when less than 20% remains, to ensure
appealing display and freshness of product
1. Salads consist of at least two types of lettuce

SALADS 2. At least three choices of salad dressings are offered, including low calorie choices
3. A minimum of four condiments for lunch and six condiments for dinner are available with
salads offered
4. At least three assorted salads are available
At least four juices are served at breakfast buffets

JUICE
 The following condiments are offered on all breakfast buffets:
CONDIMENTS  Genuine maple syrup is used or 55% maple in individual bottles
 Fruit toppings freshly made
 A minimum of four fresh, ripe fruits are offered on all breakfast buffets
FRESH FRUITS  A minimum of one fresh ripe fruit is offered on all lunch buffets
CEREALS  The following cereals are offered on all breakfast buffets:

 At least two cold cereals
 At least four condiments for cereals
 At least one soup is offered on all lunch and dinner buffets
SOUPS
 The following side items are offered on all dinner buffets:
APPETIZERS & SIDE ITEMS  Assorted cheeses
 A minimum of one selection of vegetables
 A minimum of one selection of starches
 At least two meats are offered on all breakfast buffets

MEATS  At least three selections of meats are offered at lunch
 Seafood is offered either in a salad or entrée selection on all lunch and dinner buffets
SEAFOOD
 The following entrees are offered on all breakfast buffets:
ENTREES  Eggs are made to order
 Omelettes made to order, with at least four ingredients to add
 Pancakes and/or waffles made to order
 At least three hot entrée choices
 At least one hot entrée is offered at lunch
 At least three entrée’s are offered at dinner, including a seafood selection
 The following breads are offered by Service personnel:

BREADS  At least three types of breads for toast
 Bagels
 English Muffins
 Two varieties of breads/rolls are offered on all lunch and dinner buffets
 A minimum of four desserts are offered at lunch and dinner, including a healthy choice
DESSERTS
1. Service personnel communicate any guest comments regarding the food to the Chef
QUALITY CONTROL 2. Hot food is brought out no earlier than 15 minutes prior to opening or start of the buffet
3. Cold food is brought out no sooner than 30 minutes prior to the opening or start of the function
4. All hot foods on the buffet are at least 140 degrees
5. All cold foods on the buffet are at least 40 degrees
6. Cold foods are placed on ice for all outdoor buffets in custom designed silver, copper, or
stainless inserts
To provide unrivalled attention to detail and service that is tailored to each guest’s
Banquet Service individual requirements.
Guidelines
1. Private Dining Rooms set at appropriate temperature
PHYSICAL SPACE 2. Lighting set at levels appropriate for time of day
3. Air is fresh with no evidence of kitchen odours or cigarette/cigar smoke
4. Curtains and ornaments to be in correct position and as designed for the room
5. Minimal noise from adjoining service areas
6. Room set up as detailed on function resume - all tablecloths and skirts ironed and steamed
7. In house music playing softly, when guests arrive
 Full international wine list available

DRINKS  Linen cocktail napkins offered with all canapé menus at drink receptions
1. Full private dining menus available

FOOD 2. Private dining food to be consistent in temperature, quality and presentation
3. All special dietary requirements offered with the same high level of consistency of presentation
and quality
4. Menu includes restaurant signature dishes as well as universally popular dishes selections
 Meeting pads and pencils, comprising of all stationery equipment, to be in place on organisers
MEETINGS arrival
 Audio visual equipment fully tested and of the highest physical appearance
 Hosts/organisers greeted on arrival by the person they booked with, and introduced to their Head
GUEST INTRODUCTION Waiter.
 Schedule of events is reviewed with the organiser
 All guests are welcomed into the drinks reception area by waiting staff
DRINKS RECEPTION  Drinks (ordered by host) offered to guests
1. Guests are called to lunch/dinner by Head Waiter

MEAL SERVICE 2. All guests are seated by waiting staff
3. Meal to be served courteously and unobtrusively and at the correct temperature
4. Head Waiter to check the standard of presentation of food during service
5. Head Waiter or member of the waiting staff to be present in the room at all times, unless
requested otherwise
6. Head Waiter to ensure all timings and other aspects follow as per event order
 Beverages to be served efficiently and with the correct courses throughout the meal
BEVERAGES  Wine is served prior to the course being served
 Head Waiter to thank host and offer a personal farewell at the end of the function
FAREWELL  Tables are not broken down until the last guest departs
 Tablecloth and centrepiece remains until last guest departs
 Door is opened 15 minutes prior to the function start, unless otherwise instructed
OPENING PROCEDURES Banquet service staff are in room 15 minutes prior to function start time
 Door is in good condition and free of damage or scuffmarks

BANQUET ROOM  Ceiling is free of dust and cobwebs
 Carpet is free of spots, rips, wear and tear, or is scheduled for repair
 Window ledges are wiped and free of debris or dust
 Perimeter of the room is free of debris
 Room is set to a temperature between 68 and 74 degrees
 Pictures and frames are free of dust and fingerprints
 HVAC vents are secured and free of dust
 Baseboards are free of dust
 Tables are undamaged and have sturdy legs
 Background music is available as needed
 Electrical cords are taped down
 Exits are clear and unblocked by tables or chairs
 Coat check facility is designated as needed
 Linens and skirting are free of spots, stains, wrinkles, tears or frays
LINEN & SKIRTING  Tablecloths are hung evenly with hems facing inside
 Tablecloths have even drops at ends of tables on aisles
 Tablecloths used for long tables have center creases that meet to give a continuous line from one
end of the table to the other
 Linens are consistent in type and color in a room unless otherwise specified on the event order
 Tablecloths extend at least 12 inches over the edge of the table (to the edge of the chair)
 Skirting is taut and covers specified sides of tables
 Guests leaving their seats have napkins re-rolled or refolded
 Clean silverware and flatware is always carried in a napkin or on a tray

SILVERWARE, DISHWARE &  Silverware and flatware is polished and free of spots, tarnish, stains, dents, or bends
GLASSWARE
SERVICE ETIQUETTE  All food is served using the left hand, from the left side of the Guest
 Guest is cautioned if plate is hot
 All beverages are served using the right hand, from the right side of the guest
 All dishes are cleared using the right hand, from the right side of the guest
 The utensil plates are handled by the edge, glasses are handled by the stem
 Unnecessary utensils and dishes are cleared following each course
 Ladies are served first, beginning at the right of the host, if known
 Host/head table is served first, unless otherwise specified
 Host of the table is served last even if the host is a lady
 If guests are not present when the table is served, their dinners are left covered
 Cover is removed when they return
 Entire table is served at one time
 Silverware replaced at the table is free of spots, tarnish, bends or debris, and is carried using a side
towel
 Guests are assisted when lighting a cigarette
WINE SERVICE  Wine is offered as a choice, i.e., “Would you like Cabernet or Chardonnay with your dinner?
”(Based on selections)
 Wine is poured with a side towel in left hand and placed under the bottle
 Label is visible to guest during pouring
 During entrée service, guests who have not previously been served wine are offered wine
 Guests drinking wine have their glasses refilled until entrée is completed, then offered a refill,
prior to removal of glass
Wine is filled at the appropriate level to prevent change of temperature
TABLE MAINTENANCE  Tables are free of debris

 Drinks remain over 1/2 full
 Empty glasses and bottles are removed
 Tables are crumbed after the entrée is removed
No more that two cigarette butts in ashtray
BEVERAGE GUIDELINES  Hiballs require a minimum of 1¼ ounces of liquor

 Liqueurs require a minimum of 1½ ounces per serving
 Cognacs require a minimum 1½ ounces per serving
 Domestic mineral water is available
 Non-alcoholic beverages are available
RECEPTIONS  Room is set 30 minutes prior to function start

 Guests are greeted within two minutes of their arrival
 Food levels are checked and kept filled as specified on event order
 Mixture of hors d’oeuvres is available at each station
 Bars and tables are kept clear of empty plates and glasses
 Foyer is kept clear of empty plates and glasses
 One hors d’oeuvres station per 100 guests, or as decided by client and coordinator
 Dirty trays are removed from the function and are moved out of guests way
 Reception area is cleaned and broken down within one hour of function end
 Tables are preset

BUFFETS  Cocktail and beverage orders are taken within four minutes of guests being seated
 Tables are cleared between courses. Cuttlery is reset
 One buffet line per 125 guests
 Tea and Water are refilled on the table, using a linen napkin as splashguard
TEA & WATER SERVICE
 Only one pot is carried to the table
COFFEE SERVICE  Coffee pots are never carried on trays
 Cups are refilled on the table and a linen napkin splashguard is used
 At least one refill is offered
To provide a personalized, and private dining experience with service levels
IN ROOM DINING equivalent to that of a Rosewood restaurant.
GUIDELINES
 Phone answered within three rings

TELEPHONE MANNER  Order taker is courteous, well-spoken and uses guest name
 Name used at least twice during order-taking conversation
 No significant background noise heard by guests
 Order taker knowledgeable about all menu items

MENU KNOWLEDGE  Recognises special dietary needs
 Presents daily menu specials when taking lunch/dinner order
 Order taker makes wine/beverage recommendations according to the order
 All employees are knowledgeable of daily features and communicate them to guests
UPSELLING  Descriptive words are used to suggest beverages, daily specials, soups, salads or desserts
 All employees are completely familiar with menu items in order to assist the guest, answer
questions accurately and maximise sales through upselling
 Employee is polite, knowledgeable and professional
ORDER TAKING  Room number, guest name and number of covers are verified before hanging up
 All orders repeated back to the guest
 Order taker offers course-by-course delivery of lunch/dinner orders
 All orders are quoted with accurate delivery time
 Guest’s name is used a minimum of two times
 Orders are delivered within 5 minutes of quoted time
 Guest is thanked for placing the order using guest's name
 All orders are verified through the POS system
 Pre-order - Within five minutes of requested time

DELIVERY TIMES – SET UP OF  Beverages/Coffee/Tea - Within ten minutes when requested
TABLE IN ROOM  Continental Breakfast - Within fifteen minutes
 Cooked Breakfast - Within twenty-five minutes
 Lunch/Dinner - Within thirty minutes (whenever possible
based on cook times, delivery distance, etc.)
 All items placed on table/trays are dry and polished, free of chips, cracks, tarnish, spots, or food particles
PREPARATION-TRAY  Linen, china, glass, silver free of damage and clean
STANDARDS  Fresh flowers always provided
 Specific trays are used for Room Service that have been lined
 Room Service tables are only used for Room Service orders
 Room Service tables are:
 Sturdy
 Wheels don’t squeak
 Covered with fresh linen
 Undamaged
 Free of food debris, dirt or grease
 Equipped with warmers in clean and working condition
 Trays are:
 Undamaged
 Free of chips
 Free of food debris, dirt or grease
 All trays/tables are checked prior to delivery

TABLE/TRAY CONDITION  Tables and trays are equipped with respective utensils, china and condiments for that order
 Equipment polished and clean
 Linen is pressed and free of holes, tears and stains
 Proper temperature/quality of food is maintained
 All condiments that may be needed are present and in good condition
 Plates are covered and free of spills, chips, or cracks
 Glasses are covered and free of spots, streaks, chips, cracks, lipstick, or debris
 Ice is fresh and not melted
 Flatware is clean and free of tarnish, bends, or debris
 Guest’s bill is in check folder with working logo pen
 Actual order is compared to check
 All equipment is polished, free from food, spills, stains, and debris
 All linen is clean with no holes, stains, or tears
 All orders have fresh flowers and call back cards
 All hot food is covered in a hot box, all other food and beverages are covered
 Food is presented according to plating guides
 Guest receives all items ordered
 All items delivered are rung up on check
 Items on table/tray that have moved during transport are adjusted
GUEST INTRODUCTION  Door is knocked on with knuckles or bell is rung
 Service staff announces 'In Room Dining'
 Guest is warmly greeted by name
 Service is personalized and professional
 Staff set dining table where appropriate
 Check for guest's approval
 Use guest name twice during service
 Check is presented and taken back after the guest has signed
 All service, delivery and gratuities to be noted on check when clearing
Tray Service:
IN ROOM SERVICE  Guest is asked where they would like to sit
 All orders are placed on a table or desk
 All plastic wrap is removed, prior to entering room
 Offer is extended to pour beverages
 Orders are verified with the guests
 Plate covers are removed
 Check is presented to the guest
 Guests is informed of dish removal procedure
 Guest is thanked and asked if they need anything else
 Guest is wished a pleasant meal
Table Service:
 Guest is asked where they would like to sit
 Chairs are placed in appropriate positions
 Place settings are straightened
 Condiments and glassware is arranged
 Plates are arranged so that cold food (if applicable) is placed in the middle of place setting
 Guests are seated and napkin is placed in their lap
 Offer is extended to pour beverages
 Wine and champagne bottles are opened and professionally served
 Mixed drinks served in club style
 Ladies are served first, from the right
 Guests are warned that plates are hot
 Side towel is used when handling plates
 All plastic wrap is removed, prior entering the guest room
 Orders are verified with the guests
 Plate covers are removed
 Check is presented to the guest
 Guests is informed of dish removal procedure
 Guest is thanked and asked if they need anything else
Guest is wished a pleasant meal
 Doorknob menus are picked up from guests’ doorknobs by designated time
DOOR KNOB MENUS, IF  Guest receives order within 5 minutes of selected time
APPLICABLE
 Staff bid farewell and enquire if anything further is required
FAREWELL  Tray/table removal is offered when the server leaves
 Tray/table is not left in the corridor
 Dirty dishes in hallways removed within thirty minutes
 No tables or trays are present in hallways or outside of guests rooms
 Hospitality rooms are ready 30 minutes prior to scheduled starting time

HOSPITALITY ROOMS
 All Hospitality rooms are checked throughout the duration of guest’s stay (once daily)
 Menu of amenities with prices is available for guests to order from to include; but not limited to:
AMENITIES  Fruit Baskets
 Cheese Trays
 Amenity card or a business card with a hand-written note is delivered with amenities as specified
on order
 Appropriate condiments or silverware and china accompany amenities are clean and in good
condition
 Products fresh and of good flavour
 Napkins are provided for all food amenities
 VIP amenities replenished daily (if fruit has been used -only fresh, whole, seasonal fruit used)
 All VIP & AM orders receive a call back to ensure satisfaction

CALL BACK & TRAY PICKUP  All guests who have ordered Room Service either receive a call back within 40 minutes or a table
TABLE TENT tent explaining the table pick up procedure on their table
 Speed dial number to access In-Room Dining

PRODUCT STANDARDS  Children's high chairs and booster seats available and children’s place settings
 In Room Dining available 24 hours per day
 Food, beverage, china, glassware, linens and accessories equivalent to Restaurant presentation and
service
To anticipate the in-room refreshment needs of guests by providing quality items in a
MINI BAR convenient manner.
GUIDELINES
 All items placed in the In-Room Bar are within expiration date, are sealed, have labels intact, and
FOOD & BEVERAGE PRODUCT are undamaged
SPECIFICATIONS  All liquors are premium or call brands
 Interior/exterior cabinet clean and tidy

MISCELLANEOUS PRODUCT  All In-Room Bars have a minimum of the following items:
SPECIFICATIONS  One logo item
 Bottle and wine opener
 Freezer portion is free of ice build-up
 All In-Room Bars have a minimum of the following items:

IN-ROOM BAR AMENITIES  Two rock glasses and two wineglasses that are clean and free of lipstick, debris, water, cracks
or chips
 Menu with price list
 Collateral piece that explains charge for logo items
 Napkins and stir sticks
IN-ROOM BAR SERVICE &  All products are restocked daily before 5:00 p.m.
RESTOCKING  All items are rotated, following “first-in, first-out” (FIFO) principles
 Temperature is checked to ensure proper cooling
All charges added to guest bill
Restaurant Opening Checklist
1 Clock in
2 Collect the restaurant keys from the security
3 Pick up linen from Laundry
4 Pick up the float from accounting
5 Read the log book
6 Check the back areas for cleanliness
7 Fill up condiment jars and sugar
8 Check the par stock
9 Dust the chairs and clean the tables
10 Read the notice board
11 Check the trays and tray stands if they are clean
12 Polish any Crockery, Cutlery and Glassware left from the previous shift
13 Check the tables for set up and finish any pending set up
14 Stock side stations with cutlery, Crockery and Glassware
15 Fold napkins and prepare any extra covers needed
16 Start setting up the buffet(if there is a Buffet )
17 Check Salt and pepper shakers.
18 Check the alignment of tables, chairs and covers
19 Get the butter ready
20 Get the bread baskets ready
21 Check for Par of Coffee, Tea, Sugar , Sauces and other supplies
22 Fill in a requisition if short of something
23 Sign in
Restaurant Closing Checklist
1 Stations are to be clean and neat

2 All soiled dishes, glassware and silver are to be taken to the
Dishwashing area.
3 All silverware to be polished
4 All soiled napkins are to be taken to the Laundry
5 All checks to be closed on the POS.
6 All cash and checks dropped at the Accounts/Reception.
7 All doors and windows locked.
8 Back area cleaned
9 Coffee machine cleaned
10 Empty bottles dropped at the at the empty bottle area
11 Requisition done and dropped at the Stores
12 All back area fridges stocked
13 Set the restaurant for Breakfast
14 Set the Buffet for Breakfast
15 Switch off all the lights and air-conditioning
16 Sign out of Point of sale and change shift for Breakfast
17 Drop keys at the Security
Bar Opening Checklist
1 Clock in
2 Check out Bar keys from Security office
3 Collect Bank/Float from accounting department
4 Pick up food, beverage and dry goods requisitions from purchasing
5 Open the bar
6 Sign in
7 Check log book for important information
8 Wipe the counter tops
9 Sweep and mop floor
10 Prepare trash cans with liners
11 Take out Liquor bottles and display
12 Put away all items practicing FIFO
13 Polish all glassware and check its par
14 Load Speed rails and prepare juices
15 Clean the ice bins and fill ice
16 Cut fruit and prepare garnish
17 Check CO2 and bag in box, change if needed
18 Check beer keg and change if needed
19 Fill Straws, Picks, Stirrer and all Bar supplies
20 Ensure Briefing is conducted
21 Check for the non available items for today
22 Plan for the cocktail of the day
23 Check drinks and fill in requisition if necessary
Bar Closing Checklist

1 Complete Food, Beverage and supply requisition and drop it at stores
2 Ensure trash is collected and drop it at the trash collection area
3 Put away all liquor, displays and Miscellaneous Beverage and lock all
cabinets
4 Refill all juices and put them back in the fridge
5 Wipe down counters.
6 Run POS report and complete the paperwork
7 No open checks
8 Arrange bar stools in a neat and orderly fashion
9 Clean ice bins
10 Sweep and mop floors
11 Clean soda and beer dispensers
12 Take paper work and cash ,Float and transfer slips to accounting
13 Clock out
14 Ensure bar furniture is neatly arranged before leaving
15 All glassware in cabinet and back area shelves
16 Switch off all machines
17 Fill in log book
18 Prep Breakage ,Spoilage and Spillage report, if any
19 Attach transfer slips with the checks
20 Count all empty bottles for Requisition(If the system is exchange of
empty for full) and drop them at the appropriate place
21 Turn off lights
22 Cover the garnish with cling foil and put the back in the fridge
23 Do the closing inventory
BREAKFAST QUALITY STANDARDS

Category: Breakfast
Outlet:
Date and Time:

ME BELO N
STANDARD ET W A
ARRIVAL/ SEATING STANDARDS
Was the guest greeted or acknowledged within 30
1
seconds upon entering the restaurant?
Was the guest greeted in a friendly and pleasant
2
manner?
Did the host ascertain guest's name and use it
3
during interactions?
Did host ask if smoking or non smoking was
4
preferred (where applicable)?
5 Did host ask guest to follow him/ her to the table?
Did the host seat the guest within 1 minute of
6
their arrival?
7 Did the host seat the guest at a fully laid table?
8 Did host offer chair assistance?
9 Did the host remove the covers if necessary?

Did the host present the menu in the case of an ala
10
carte restaurant (n/a for buffet)?
Did host offer orientation to breakfast procedure
11 (I.e. if the guest should help themselves to the
buffet)?
In the case of a single diner, was reading material
12
automatically offered?
SERVICE STANDARDS
Did the waiter offer and serve coffee/ tea within 5
13
minutes of seating?
Were fruit juices offered within 3 minutes of
14
seating?
When taking the order did the waiter exhibit good
15 working knowledge of the menu and its
ingredients?
16 Did the waiter take orders with the ladies first?
Did the waiter maintain eye contact with the guest
17
who is ordering?
Did the waiter accommodate any reasonable off
18
menu requests?
Did the waiter obtain full and complete orders (I.e.
19
accompaniments with cooked breakfast)?
20 If toasted requested, did waiter ascertain guest's
toast preference?
Was the breakfast order served within 10 minutes
21
of order?
22 Was the guest advised if the plate was hot?
BRAND STANDARDS : BREAKFAST

Catego
ry:
Outlet:
Date and Time:

ME BELO N
STANDARD ET W A
Was plate crested positioned in either the six
23
o'clock or twelve positions accordingly?
Was order announced upon its presentation to
24
ensure accuracy and guest satisfaction?
25 Was the order correct and complete?
Did waiter ascertain if the guest required any
26 condiments (I.e. brown sauce, ketchup, ground
pepper, etc)?
Were condiments served in appropriate containers
27 (I.e. decanted from the bottles or miniatures, but
not bottled)?
28 Did employee replace cutlery as required?
If guest leaves the table at any point, did the
29
waiter neatly fold napkin for the guest's return?
Were dishes cleared within 4 minutes of all guests
30
finishing their meals?
Was coffee/ tea replenished within 3 minutes of
31
the cup being empty?
Did an employee visit the table to ascertain at any
32
point if service was satisfactory?
Did waiter replace ashtray after two cigarettes had
33
been extinguished (if applicable)?
Upon leaving the restaurant was the guest
34
thanked/ bid farewell?
ACCOUNTING - BILL PRESENTATION

Was the bill automatically provided (n/a if
35
breakfast was included within the room rate)?
Was the bill presented in a clean bill fold/ tray
36
with hotel pen?
37 Was the bill clearly itemized and correct?
Did waiter collect payment promptly (I.e. within 2
38
minutes)?
39 Did the waiter return the correct change?
If cash payment was receipt automatically offered
40
(I.e. bill displays settlement by cash)?
If credit card payment did employee verify
41
signature?
THE EMPLOYEE
Did employee appear organized and work as a
42
team?
Was the employee dressed in a clean, pressed and
43
complete uniform?
44 Were employee's shoes of a corporate standard?

Catego
ry:
Outlet:
Date and Time:

ME BELO N
STANDARD ET W A
45 Did all employees wear name badges?
46 Was the employee well groomed?

Did the employee maintain eye contact with the
47
guest?
Did the employee smile and exhibit a friendly
48
manner?
Did the employee have a good working knowledge
49
of the English language?
Did employees respect guest's presence when
50
interacting with other colleagues?
Was employee attentive to the guest's needs at all
51
times?
PRODUCT - BUFFET (IF APPLICABLE)
52 Was the buffet attractive in presentation?
53 Was the buffet user friendly in design?
Was buffet clean and free of any debris (I.e.
54
behind and on top)?
Were any unidentifiable food or beverage items
55
clearly labeled?
56 Were labels clean and uniform in appearance?
57 Were all the dishes at least 1/3 full?
58 Was the appropriate crockery available?

In the case of a hot buffet, were warmed plates
59
available?
60 Were serviette provided for the warm plates?
Were the appropriate service utensils clean and
61
available?
Where toasters were provided, were they in good
62
working order?
Was chef present behind the buffet at all times
63
(I.e. if a working station was present)?
In the case of hot food did the chef present a clean
64
warm plate with a serviette to the guest?
65 Did chef inform guest that the plate was hot?
Was the chef neatly presented in a clean and
66
complete uniform?
BRAND STANDARDS: BREAKFAST

Catego
ry:
Outlet:
Date and Time:

ME BELO N
STANDARD ET W A
PRODUCT - MENU AND FOOD
Was the menu clean and in good repair if
67
applicable?
68 Was the food presented in an appealing manner?
Was there a good selection of breakfast items
69 available (I.e. fresh fruits, cereals, cold meats, egg
dishes, etc)?
Did the food directly resemble its description from
70
the restaurant menu?
71 Was the food fresh and of good flavor?
72 Was food served at the correct temperature?
73 Was the texture and color of the food acceptable?
74 Were portions of acceptable size?
75 Was the food cooked as requested?
76 Were orange/ grapefruit juice freshly squeezed?
77 Was coffee/ tea freshly brewed?

Were a minimum of three preserves offered or in
78
the case of a buffet were three types available?
PRODUCT - TABLE LAYOUT
Were all tables in the restaurant consistently laid
79
up?
Was the tablecloth clean, pressed and free of any
80
stains/ tears (if applicable)?
Was correct cutlery used for its intended purpose
81
and was it clean and matching in pattern?
Was cutlery silver in the case of a formal
82 restaurant and good quality stainless steel in the
case of an informal restaurant?
Was crockery clean, unchipped and matching in
83
pattern?
84 Was the glassware clean and free of debris?
85 Were placemats clean and free of debris?

Was butter provided (cut or packet) either on the
86
table or at the buffet?
Was napkin cleaned, pressed and free of any
87
stains/ tears?
Were salt and pepper cruets available and if so
88
were they clean and full?

Catego
ry:
Outlet:
Date and Time:

ME BELO N
STANDARD ET W A
Did the sugar selection include white, brown and
89
sweetener?
In the case of sugar cubes were sugar tongs/ spoons
90
present?
PRODUCT - PHYSICAL CONDITION OF RESTAURANT
91 Were newspapers available on request?
Was the carpet/ tiles free and clean of any stains or
92
debris?
93 Were all light fixtures fully illuminated?
Were all walls clean and free of any chips, scuffs
94
or marks?
Were all mirrors polished and free of any
95
smudges?
Were all windows clean and free of any streaks or
96
spots?
Were all table decorations attractive and well
97
maintained?
98 Were side stations clean at all times?
99 Was the table steady?

Were the table/ chair legs free of any scuffs/
100
scratches and matching in color?
Was the chair upholstery clean, matching and in
101
good repair?
Was restaurant free of any noise/ odor from the
102
kitchen?
ME BELO N/
TOTAL NUMBER OF STANDARDS: ET W A

Light Meal Quality Standards
 SERVICE:
 Was guest offered assistance within 30 seconds of arrival in the case of a
lounge or 5 minutes in the case of pool dining?
 Did employee greet guest in a pleasant and friendly manner?
 Did employee present menus within 1 minute of request?
 Did employee explain any daily specials (i.e. soup of the day)?
 Was the guest's drinks order taken and served within 5 minutes of seating?
 Were drinks served from a tray?

 Was drink announced upon its presentation to ensure accuracy and
presentation?
 Was the drinks order correct?
 Were drinks appropriately garnished?
 Did the waiter handle glassware by the stem and base of glass at all times?
 Was the beverage poured in front of the guest in the case of canned, bottled
or mixed drinks (i.e. not pre-poured)?
 Did the waiter take order with ladies first?
 Did waiter maintain eye contact during order taking?
 Did employee have good product knowledge with regard to the menu?
 Did waiter obtain full and complete orders (i.e. cooking instructions, bread
preference etc.)?
 Did the waiter accommodate any reasonable off menu requests?
 Did waiter bring appropriate cutlery as per order?
 Was a two course meal served within the hour (i.e. main, dessert and
coffee)?
 Were all plated items served/cleared with as little disruption to the guest as
possible?
 Was order announced upon its presentation to ensure accuracy and guest
satisfaction?
 Was the order correct and complete?
 LIGHT MEALS
 Were all appropriate condiments automatically offered (i.e. cruets, ketchup
etc.)?
 Were condiments served in appropriate containers (i.e. decanted from the
bottle)?
 Did waiter offer additional drink within 3 minutes of completing the initial drink
or ten minutes from the time the glass
 Were dishes cleared within 4 minutes of all guests finishing their meals for
lounge service or 10 minutes in the case of pool dining?
 Did the waiter automatically offer desserts?
 Was dessert served within 5 minutes of order being taken?
 Did waiter automatically offer coffee/tea?

 Did waiter clarify the guest's coffee/tea preference (i.e. cappuccino, espresso
etc.)?
 Was coffee/tea served within 3 minutes of order?
 Did the waiter offer to pour the coffee/tea?
 Was milk/cream offered with the coffee/tea?
 Did the sugar selection include white, brown and sweetener?
 In the case of sugar cubes were sugar tongs/spoons present?
 Did waiter replace ashtray after two cigarettes had been extinguished?
 Did an employee visit the table to ascertain at any point if service was
satisfactory?
 Upon leaving the lounge/pool was the guest thanked/bid farewell?
 BILL PRESENTATION:
 Was the bill provided within 3 minutes of request?
 Was the bill presented in a clean bill fold/tray with hotel pen?
 Was the bill clearly itemized and correct?

 Did waiter collect payment promptly (i.e. within 2 minutes)?
 Did the waiter return correct change?

 If cash payment, was receipt automatically offered (i.e. bill displays
settlement by cash)?
 If credit card payment did employee verify signature?
 THE EMPLOYEE:
 Did employees appear organized and work as a team?
 Was the employee dressed in a clean, pressed and complete uniform?
 Were employee's shoes of a corporate standard?
 Did the employee wear a name badge?
 Was the employee well groomed?
 Did the employee maintain eye contact with the guest?
 Did the employee smile and exhibit a friendly manner?
 Did the employee have a good working knowledge of the English language?
 Did employee respect guest's presence when interacting with other
colleagues?
 Was employee attentive to the guest's needs at all times?

 MENU AND FOOD:
 Was the menu clean and in good repair?
 Was the menu varied in content?
 Were two vegetarian options available?
 Was at least one daily and/or seasonal specialty available?
 Was the food presented in an appealing manner?
 Did the food directly resemble its description from the restaurant menu?
 Was the food fresh and of good flavor?
 Was food served at the correct temperature?
 Was the texture and color of the food acceptable?
 Were portions of acceptable size?
 Was the food cooked as requested?
 TABLE LAYOUT:
 Were all tables in the lounge/restaurant consistently laid up?
 Was correct cutlery used for its intended purpose and was it clean and
matching in pattern?
 Was crockery clean, free of chips and matching in pattern?
 Was the glassware clean, unshipped and matching in pattern?
 Was the napkin clean, pressed and free of any stains/tears?

 Were the salt and pepper cruets provided and if so were they clean and full?
 PHYSICAL CONDITION OF VENUE:
 Was the carpet/tiles free and clean of any stains or debris?
 Were all light fixtures fully illuminated?
 Were all walls clean and free of any chips, scuffs or marks?
 Were all mirrors polished and free of any smudges?
 Were all windows clean and free of any streaks or spots?
 Were all plant and floral decorations fresh?
 Was the table steady?

 Were the table/chair legs free of any scuffs/scratches and matching in
colour?
 Were the chair's upholstery clean, matching and in good repair?
Lunch Quality Standards
 RESERVATIONS:
 Was the telephone answered within 3 rings or 15 seconds?

 Did the employee answer the phone with the appropriate greeting, identify
the department and offer assistance?
 Did employee obtain the guest's name and use it at least once during the
conversation?
 Did employee obtain number of people dining?
 Did employee ascertain dining time?
 Did employee obtain telephone/room number?
 Did host ask if smoking or non smoking was preferred (where applicable)?
 Did the employee repeat and confirm the details?

 Did the employee thank the guest?
 ARRIVAL/SEATING:
 Was the guest greeted or acknowledged within 30 seconds
upon entering the restaurant?
 Was the guest greeted in a friendly and pleasant manner?
 Did the host ascertain guest's name and use it during interactions?
 Did host ask if smoking or non smoking was preferred (if applicable)?
 Did host ask guest to follow him/her to the table?
 Did the host seat the guest within 1 minute of their arrival?
 Did the host seat the guest at a fully laid table?
 Did host offer chair assistance?
 Did host offer napkin assistance?
 In tropical climates, did employee offer a hot or cold towel?
 Did the host remove covers if necessary?
 Did the host present the menu/wine list?
 Arrival and seating continued…

 Did host explain any specials of the day where applicable (i.e. soup, fish,
etc.)?
 In the case of single diner was reading material automatically offered?

 SERVICE:
 Was initial drink order offered and served within 5 minutes of the guest
seating?
 Did the waiter approach and greet the guest within 5 minutes to take the
food order?
 Was waiter able to answer any questions with regard to the menu and its
ingredients?
 Did the waiter take orders with ladies first?
 Did the waiter maintain eye contact with the guest ordering?

 Did the waiter obtain full and complete orders (i.e. cooking instructions,
accompaniments, etc.)?
 Did the waiter thank the guest?
 Was the wine/beverage order taken within 5 minutes of the food order?
 Did the employee have good product knowledge with regard to the
wines/beverages?
 Was wine/beverage served within 5 minutes of ordering?
 Were bread/rolls and butter automatically served (minimum three types of
bread/rolls) unless ethnic cuisine being served?
 Did the waiter change cutlery to accompany order?
 Was a two course meal served within one hour?

 Was the correct starter/main course served to the appropriate guest
without prompting?
 In the case of two people dining, were dishes served to both guests at the
same time?
 Was the guest advised if the plate was hot?
possible?
 Was plate crest positioned in either the six o'clock or twelve positions
accordingly?
satisfaction?
 Were all appropriate condiments automatically offered (i.e. mint sauce,
horseradish, mustard, ketchup etc.)?
 Were condiments served in appropriate containers (i.e. decanted from the
bottle)?
 If guest leaves the table at any point, did the waiter neatly fold napkin for
the guest's return?
 Were dishes cleared within 2 minutes of all guests finishing their meals?
 Did the waiter remove side plate, side knife, butter and cruets on
completion of main course?
 Did the waiter crumb down the table (if appropriate)?

 Was dessert served within ten minutes of order being taken unless the
employee informed the agent of an expected delay?
 Did waiter clarify the guest's coffee/tea preference (i.e. cappuccino,
espresso etc.)?

 Did a selection of petit fours/mints/pastries accompany the coffee/tea (or
equivalent)?
 Did waiter automatically offer coffee/tea refills (cups must not be left empty
for more than 2 minutes)?
 Did an employee visit the table to ascertain at any point if service was
satisfactory?
 Upon leaving the restaurant was the guest thanked/bid farewell?

 WINE/BEVERAGE SERVICE:
 Did the waiter present the wine to the guest (in the case of by the bottle or
wine by the glass) ?
 Did the waiter open the wine in front of the guest?
 Did the waiter pour a small amount of wine for host to sample?
 Did the waiter serve the wine - ladies first?
 Did the waiter fill the glasses 2/3 full?
 Was white wine served from an ice bucket?
 Was red wine served at room temperature and white wine chilled?
 Did the waiter top up the wine/water glass when 1/3 full?
 In the case of a beverage, was the drink correctly garnished?

 Was the beverage poured in front of the guest in the case of canned,
bottled or mixed drinks (i.e. not pre-poured)?
 If wine by the glass is ordered, did the waiter present the bottle to the guest
and pour directly from the bottle?
 Did the waiter handle glassware by the stem and base of glass at all
times?
 Did waiter offer additional drinks within 2 minutes of initial drinks being
finished?
 SALES:
 Did waiter automatically suggest a starter for each guest?
 Did waiter automatically suggest side orders (if applicable)?

 Did waiter up sell with wine order (i.e. recommend a wine to accompany
the meal)?
 Did waiter automatically offer additional bottle of wine/water upon
completion of the first?
 Did waiter automatically suggest mineral water with the meal?
 If no dessert was ordered, did waiter offer an alternative (i.e. sorbet/cheese
course)?
 Did waiter suggest post meal drinks/cigars?

 If cash payment, was receipt automatically offered (i.e. bill displays
settlement by cash)?
 THE EMPLOYEE:

 Did the employee have a good working knowledge of the English
language?
 Did employee respect guest's presence when interacting with other
colleagues?
 MENU AND FOOD:

 Did the restaurant menu offer a varied selection of dishes (i.e. starters,
main courses and desserts)?

 TABLE LAYOUT:
 Were all tables in the restaurant consistently laid up?
 Was the table cloth clean, pressed and free of any stains/tears?
 Was correct cutlery used for its intended purpose and was it clean and
matching in pattern?
 Was cutlery silver in the case of a formal restaurant and good quality
stainless steel in the case of an informal restaurant?
 Was crockery clean, un-chipped and matching in pattern?
 Was the glassware clean, un-chipped and matching in pattern?
 Was ice bucket clean and polished?
 Was the butter rolled/cut, fresh and well presented?
 Was butter dish full?
 Were the salt and pepper cruets available and if so clean and full?

 Were side stations clean at all times?

 Were the table/chair legs free of any scuffs/scratches and matching in
color?
 Was the chair's upholstery clean, matching and in good repair?
 Was restaurant free of any noise/odor from the kitchen?

Dinner Quality Standards
 STANDARDS - RESERVATIONS:

 Did the employee answer the phone with the appropriate greeting, identify the
department and offer assistance?
 Did employee obtain the guest's name and use it at least once during the
conversation?
 Did employee obtain number of people dining?
 Did employee ascertain dining time?
 Did employee obtain telephone/room number?
 Did host ask if smoking or non smoking was preferred (where applicable)?
 Did the employee repeat and confirm the details?

 STANDARDS - ARRIVAL/SEATING:
 Was the guest greeted or acknowledged within 30 seconds upon entering the
restaurant?
 Was the guest greeted in a friendly and pleasant manner?
 Did the host ascertain guest's name and use it during interactions?
 Did host ask if smoking or non smoking was preferred (if applicable)?
 Did host ask guest to follow him/her to the table?
 Did the host seat the guest within 1 minute of their arrival?
 Did the host seat the guest at a fully laid table?
 Did host offer chair assistance?
 Did host offer napkin assistance?
 In tropical climates, did employee offer a hot or cold towel?
 Did the host remove covers if necessary?
 Did the host present the menu/wine list?
 Did host explain any specials of the day where applicable (i.e. soup, fish, etc.)?
 In the case of single diner was reading material automatically offered?
 SERVICE:
 Was initial drink order offered and served within 5 minutes of the guest seating?
 Did the waiter approach and greet the guest within 5 minutes to take the food
order?
 Was waiter able to answer any questions with regard to the menu and its
ingredients?
 Did the waiter take orders with ladies first?
 Did the waiter maintain eye contact with the guest ordering?

 Did the waiter obtain full and complete orders (i.e. cooking instructions,
accompaniments, etc.)?
 Did the waiter thank the guest?
 Was the wine/beverage order taken within 5 minutes of the food order?
 Did the employee have good product knowledge with regard to the
wines/beverages?
 Was wine/beverage served within 5 minutes of ordering?
 Were bread/rolls and butter automatically served (minimum three types of
bread/rolls) unless ethnic cuisine being served?
 Did the waiter change cutlery to accompany order?
 Was a two course meal served within one hour?

 Was the correct starter/main course served to the appropriate guest without
prompting?
 In the case of two people dining, were dishes served to both guests at the same
time?
 Was the guest advised if the plate was hot?
possible?
 Was plate crest positioned in either the six o'clock or twelve position accordingly?
satisfaction?
 Were all appropriate condiments automatically offered (i.e. mint sauce,
horseradish, mustard, ketchup etc.)?
 Were condiments served in appropriate containers (i.e. decanted from the bottle)?
 If guest leaves the table at any point, did the waiter neatly fold napkin for the
guest's return?
 Were dishes cleared within 2 minutes of all guests finishing their meals?
 Did the waiter remove side plate, side knife, butter and cruets on completion of
main course?
 Did the waiter crumb down the table (if appropriate)?

 Was dessert served within ten minutes of order being taken unless the employee
informed the agent of an expected delay?
 Did waiter clarify the guest's coffee/tea preference (i.e. cappuccino, espresso etc.)?

 Did a selection of petit fours/mints/pastries accompany the coffee/tea (or
equivalent)?
 Did waiter automatically offer coffee/tea refills (cups must not be left empty for
more than 2 minutes)?
 Did an employee visit the table to ascertain at any point if service was satisfactory?
 Upon leaving the restaurant was the guest thanked/bid farewell?
 WINE/BEVERAGE SERVICE:
 Did the waiter present the wine to the guest (in the case of by the bottle or wine by
the glass) ?
 Did the waiter open the wine in front of the guest?
 Did the waiter pour a small amount of wine for host to sample?
 Did the waiter serve the wine - ladies first?
 Did the waiter fill the glasses 2/3 full?
 Was white wine served from an ice bucket?
 Was red wine served at room temperature and white wine chilled?
 Did the waiter top up the wine/water glass when 1/3 full?
 In the case of a beverage, was the drink correctly garnished?

 Was the beverage poured in front of the guest in the case of canned, bottled or
mixed drinks (i.e. not pre-poured)?
 If wine by the glass is ordered, did the waiter present the bottle to the guest and
pour directly from the bottle?
 Did the waiter handle glassware by the stem and base of glass at all times?
 Did waiter offer additional drinks within 2 minutes of initial drinks being finished?
 SALES:
 Did waiter automatically suggest a starter for each guest?

 Did waiter automatically suggest side orders (if applicable)?
 Did waiter up sell with wine order (i.e. recommend a wine to accompany the meal)?
 Did waiter automatically offer additional bottle of wine/water upon completion of the
first?
 Did waiter automatically suggest mineral water with the meal?
 If no dessert was ordered, did waiter offer an alternative (i.e. sorbet/cheese
course)?
 Did waiter suggest post meal drinks/cigars?


 If cash payment, was receipt automatically offered (i.e. bill displays settlement by
cash)?
 THE EMPLOYEE:
 Did employee respect guest's presence when interacting with other colleagues?
 MENU AND FOOD:

 Did the restaurant menu offer a varied selection of dishes (i.e. starters, main
courses and desserts)?
 TABLE LAYOUT:
 Were all tables in the restaurant consistently laid up?
 Was the table cloth clean, pressed and free of any stains/tears?
 Was correct cutlery used for its intended purpose and was it clean and matching in
pattern?
 Was cutlery silver in the case of a formal restaurant and good quality stainless
steel in the case of an informal restaurant?
 Was crockery clean, unshipped and matching in pattern?
 Was ice bucket clean and polished?
 Was butter dish full?
 Were the salt and pepper cruets available and if so clean and full?

 Was side station clean at all times?
 Were the table/chair legs free of any scuffs/scratches and matching in color?
 Was restaurant free of any noise/odor from the kitchen?

The Perfect Guide to Excellent Service & Up Selling Technique
Drink Service Quality Standards

 Was guest acknowledged within 30 seconds of arrival?
 Did employee greet guest in a pleasant and friendly manner?
 Was the drinks order taken within 3 minutes of seating?
 Did the employee show good product knowledge when taking the order?
 Did waiter take orders with ladies first?
 Was a minimum of two white, two red and one Champagne available by the glass?
 Did the waiter ask if guest would like ice in his drink (if applicable)?
 Did waiter maintain eye contact during order taking?

 Did waiter ascertain if guest was eating within the hotel and offer menus (if
applicable)?
 Were the drinks served within 5 minutes of order?
 Were all drinks served from a tray?

 If wine by the glass is ordered, did the waiter present the bottle to the guest and
pour directly from the bottle?
 Did waiter handle glass from stem or base at all times?
 Did waiter supply and place drinks on coaster?

 Was drink announced upon its presentation to ensure accuracy and guest
satisfaction?
 Was the drinks order correct?
 Was the beverage poured in front of the guest in the case of canned, bottled or
mixed drinks (i.e. not pre-poured)?
 Were the drinks served in the correct glassware?
 Were glasses clean, polished and free of any cracks or chips?
 Were garnishes fresh and appropriate?
 Was the drink appropriately chilled (if applicable)?
 In the case of a mixed drink, was a stir stick provided?
 DRINKS SERVICE
 Did waiter automatically serve a minimum of two snacks (snacks can not be preset
on table)?
 Was the snack bowl/plate full?
 Did waiter supply serviettes with the snacks/drinks?

 Were the snacks fresh?
 In the case of shelled nuts or olives, was a pit bowl provided?
 Were vacated tables promptly cleared?
 Were all drinks cleared using a tray?
 Did waiter offer additional drinks when initial drink was 1/3 full?
 Was a barman or waiter visible at all times?

 Upon leaving the bar/lounge was the guest thanked/bid farewell?
 If cash payment, was receipt automatically offered (i.e. bill displays settlement by
cash)?
 EMPLOYEE:
 Did employee respect guest's presence when interacting with other colleagues?
 PHYSICAL CONDITION OF BAR/LOUNGE:
 Were tables in the bar consistently laid?
 Were the carpet/tiles free and clean of any stains or debris?
 Were ample ashtrays available?
 If a bar list was provided, was it clean and in good repair?
 Were the table/chair legs free of any scuffs/scratches and matching in colour?
 Was the bar counter clean, dry and free of any debris?
 Were all brand bottles prominently displayed, free of any dust with labels facing
forward?
 Was appropriate music played at a pleasant level?
In Room Dining Quality Standards
 ORDER TAKING:
 If not answered within 3 rings or 15 seconds was apology offered?

 Did the employee answer the telephone with the appropriate greeting, identifying
the department and offering assistance?
 If caller was put on hold did it not exceed 15 seconds?
 Did the employee ascertain the guest's name, and use it at least once during the
conversation?
 Was the background free of any noise or any disturbances?
 Did the employee speak in a clear and pleasant manner?
 Was the employee able to answer any questions with regards to the menu?
 Did the employee obtain a full and complete order (i.e. cooking instructions, bread
preference etc.)?
 Did the employee accommodate any off menu requests?
 If dessert ordered, did the employee offer the guest the option of serving it upon
completion of the main course?
 Did the employee repeat the order either during or at the end of the call?
 Did the employee advise delivery time?


 SALES:
 Did order taker suggest starter?
 Did order taker suggest side orders (if applicable)?
 Did order taker automatically offer drinks with the meal?
 Did order taker have good product knowledge with regards to wine?
 Did order taker suggest dessert with the meal?

 Did the order taker suggest coffee/tea with the meal?
 THE SERVICE:
 Was the order served in the standard times:-
 Breakfast order card - within 5 minutes of requested time

 Continental breakfast - 20 minutes
 Full cooked breakfast - 30 minutes
 Lunch/Dinner - 30 minutes
 Did the employee either ring the bell or knock lightly on the door (i.e. not
automatically let himself into the room)?
 Did the employee greet the guest in a polite and friendly manner?
 Did the employee use the guest's name at least once during the interaction?
 If a newspaper was on the door did the employee bring it in with the tray?
 Did the employee ask where the guest would like the tray/trolley to be placed?
 In the case of a trolley did the employee open leaves and secure?
 Did the employee set the table where appropriate?
 Did the employee position the chairs accordingly?
 Did the employee extinguish any heating devices prior to entering the room?
 Did employee verbally present the dishes?
 Did the employee advise guest that the plate was hot (if required)?
 Did the employee offer to open and pour the beverages?
 Did the employee explain the various condiments with the meal (if unidentifiable)?
 In the case of a breakfast order, did the employee offer to open the curtains?
 Did the employee inform the guest of tray/trolley collection procedures?

 Was dessert served approximately 15 minutes after the initial delivery (Raffles
Brand only)


 Did the employee ask the guest for a signature?
 THE EMPLOYEE:

 MENU AND FOOD:
 Was the room service menu clean and in good repair?

 Was a varied menu available at meal times and a limited night menu available after
hours?
 Did the food directly resemble its description from the menu?
 Was coffee/tea hot and fresh?
 Was milk/cream offered with the coffee?

 Did fresh rolls/bread (minimum three varieties) accompany the meal unless the
ethnic cuisine is being served?
 TRAY/TROLLEY LAYOUT:
 Was the room service tray/trolley clean and in good repair?
 Was the tray/trolley cover clean, pressed and free of any stains/tears?
 Was correct cutlery used for its intended purpose and was it clean and matching in
pattern?
 Was crockery clean, free of chips and matching in pattern?
 Were all the drinks covered with stances?
 Did a vase and fresh flower accompany the meal?

 Was a cloche used to cover hot food?
 Was the cloche clean, polished and in good repair?
 Did a full dish of butter accompany the food order?

 Were condiments served with the meal and decanted into the appropriate dishes or
in miniature form?
 Were the salt and pepper cruets provided and if so were they clean and full?
 Were all the drinks appropriately garnished?
 Was all the food free of any plastic/paper/foil wrapping?

 In the case of breakfast was there a minimum of three different preserves
available?
erfect Guide to Excellent Service & Up Selling Technique
Mini Bar Quality Standards

 ORDER OF SERVICE:
 Was the in room bar checked daily?
 If employee was observed, was he/she wearing a complete uniform and well
presented?
 Was the employee pleasant and professional in manner?
 Were all used mini bar items replaced?
 Were all dirty glasses replaced with clean glasses?
 Was the ice bucket/tray filled correctly daily on request
 PRODUCT:
 Was in room bar cabinet clean and dust free?
 Was mini bar fridge steady?
 Was mini bar fridge easily accessible?
 Was the mini bar fridge clean and free of any odor?
 Was the mini bar fridge in good working order?
 Was the mini bar fridge free of any ice build up?
 Did the in room bar contain a good selection of beverages (i.e. beers, sodas,
juices)? NB: No spirits required.
 Was there a minimum of 2 bottles of mineral water available?
 Were food items available?
 Was an in room bar price list available
 Did the in room bar beverages/food items correspond to the printed list?
 Was fridge contents neatly presented (i.e. not overfilled)?
 Were all canned drinks free of any rust?
 Did all stock not exceed expiry date?
 Were there two tumblers available?
 Was all glassware clean, polished, un-chipped and matching?
 Was glassware placed on coasters/liner?
 Were there both a corkscrew and opener available (if needed)?

 Were there stir sticks and coasters available?
 Were linen/paper serviettes available?
 Was an ice bucket and tongs available?
World Food and Beverage Standards
1. Identify Guests by name if and when possible. (Maintain Eye Contact)
2. Acknowledge Guests immediately upon arrival
3. Phones are answered immediately with in a maximum of three rings
4. Upon Departure guests are thanked for their patronage.
5. Newspapers are available at Breakfast Outlets and offered to guests.
6. Table linen should be free of holes and stains
7. No chipped China, Glassware and bent or defective Cutlery to be used in

Service.
8. Clean and Spotless Menus
9. Only Fresh Juice to be served when a guest order for juice unless specified.
10. All clearances and dirty dishes in the restaurant should not be insight of
the guest.
11. Extra table settings are cleared once guests are seated
12. Water shall be served immediately after guests are seated and coffee or Tea
for Breakfast and Bread and Butter at Lunch and Dinner
13. Ladies to be served first always.
14.All food and beverage to be served from the right and cleared from the
right of the guest unless its Silver Service where dishes are served from the left
of the guests and cleared from the right.
15. Present appropriate Cutlery prior to serving the dish

16. All items to table either to be carried on a tray or an underliner.
17. All hot food to be served hot on hot plates and all cold food to be chilled on
Cold Plates.
18. Daily Specials are to be offered to Guests when menus are presented to
them.
19. All menu items should be available at all times.
20. Explain about the Buffet if a Buffet meal is offered
21. Enquire with guest about meal satisfaction
22. Vacated tables near Guest Tables to be cleared immediately.
23. Always provide underlines for sauces or condiments that go on a table
24. Serve complimentary snacks with Drinks in a bar
25. All drinks in a bar to go with a Cocktail Napkin.
26. All staff to have knowledge of Food and Drinks Menu.
27. Pull out chairs and assist the guest in seating.
28. Lay napkin for them.
29. Top up Wine, Water and Coffee continuously.
30. Offer another drink when a glass is nearly 3/4th empty.
31. Offer more bread.
32. To double check the bill before giving it to a guest.
33. Give comment cards
34. Clear dirty plates and glasses from the table promptly without the guest
asking for it.
35Clearance to be done promptly: not too fast or not too slow. Let all the
guests on the table finish before approaching the table for clearance.
36. Always repeat order
37. Always try to take order from the right.
38. Always handle Glassware by the stem
39. Checks are always to be presented in a Check Folder.
40. Do not run or speak loudly in the outlet
41. Always Smile.
42. There should be at least one staff member in the restaurant when guests are
present in the outlet
43. Ashtrays to be cleared when there is one Cigarette Butt.
44. There should always be Smoking and non Smoking Sections in the outlet
(Depends on local laws).
45. Escort the guest to the table.
46. Straws to be offered to Children with their drinks and Drinks should be
given in small glasses for them to lift and handle easily if they are very young.
47. Kids menu and portions to be available in all outlets.
48. Do not start laying up the restaurant for Breakfast when the Guests are still
in the Restaurant.
49. All Staff to be aware of Events and Functions in other Outlets of the Hotel.
50. Table Settings in the Outlet to be laid neatly and in a symmetrical manner.
51. All Food and Beverage Service Stations and Service Equipment should be
cleaned at the completion of Function or Shift.
52. A pot of Hot Water to be offered with Tea.

53. All reasonable guest requests to be accommodated by the Kitchen Staff in a

timely Manner.
54. Drinks to be served immediately following the order.
55. There should be a choice of House Wines by Glass.
56. Coffee/Tea orders to accompany Cookies.
57. Dessert Menu to be presented to guest after the main course.
58. Checks to be presented immediately when requested, with out delay.
59. Room Service to deliver orders with in quoted times and tables and trays
from the guest room to be cleared as per guest request or if not mentioned in
One Hour after delivering the order.
60. Music to be on at all times in the outlet and at appropriate levels.
61. Air conditioning/Heating to be On/Off and at right levels as per the

situation.
62. All coffee/Tea to be piping hot.
63. When there is a guest complaint regarding Food or Drink, it should be

taken away and an alternative offered.
64. Out of Menu items and requests to be checked with the Chef before
promising a guest.
Banquet Check List

___________________________
Function Date
Flatware
Dinner forks Dinner knives
Salad forks Coffee/Tea spoons
Dessert forks Soup spoons
Extra Cutlery
Glasses
Water glass White wine glass
Juice glass Red wine glass
Plates
Dinner plates Bread plates
Coffee cups Saucers
Serving Items
Cream/milk urns Tea pot
Sugar bowls
Salt and pepper Bread baskets
Butter dish Water pitchers
Serving trays Drink trays
Side Stands Napkin trays
Miscellaneous
Napkins Tea bags
Mints Tea chest
Bus Pans Garbage cans
Sugar packs Coffee, regular

Milk Coffee, decaffeinated
Cream
Pre-Meal Checklist
Date: ______ Manager: ______________
Front Doors, Foyer & Lobby Bar Area

 Cigarette butt container clean and emptied  Bar top clean and free of clutter
 Music on outside  Fried pasta displayed on bar
 Outside areas clean of trash, leafs, butts, etc  Candles lit on bar tables and on bar
 Front door windows windexed sparkling clean  Bar glassware stocked to proper level
 Music at acceptable level in lobby  Bar glassware sparkling clean
 Heater turned on in cold weather/off for hot  All liquor bottles wiped clean the night before
weather  All liquor w/ matching pourers, flagged left
 Kick plates and door handles brassoed clean  All wine bottles dated /note full bottles opened
 Ledges, floors and corners clean of dust and  All open containers of bar mixes are dated
debris  Fresh fruit cut only for the day/old fruit thrown out
 All light bulbs working in lobby  Salt rimmer set up, sanitary
 Lighting acceptable for day-part  Espresso machine cleaned and maintained
 All plaques, frames, etc. clean and hung straight  Ample espresso, cappuccino cups and saucers
 Carpets clean and free of debris  Bar coolers stocked for day’s business
 Sauce jars stocked at least at 80% capacity  Glass doors on bar coolers clean
 Birthday card box table clean and stocked  Inside bar area clean and organized from a
customer’s view
Restrooms  Three compartment sink set-up
 Nothing other than ice in the ice bin used for drinks
 Paper towel dispenser filled  No cleaning supplies kept behind the bar
 Toilet paper holders filled  Sanitation bucket with sanitizer
 Folded towels placed out of customer view
 Sanitary napkin disposal has fresh bag
 All light bulbs working Dining Room
 Music level acceptable  Music on and at an acceptable level
 Stall doors clean and free of dust  Lights set for the day-part (changes daily)
 Baby changing table clean and stocked  All lightbulbs working
 Table-top butcher paper free of wrinkles
 Mirrors clean, free of streaks  White linen table cloths free of visible stains
 Vanity wiped clean, no standing water  Dining room tables set correctly
 Table caddies set correctly and clean
 Soap dispensers filled
 Table tents clean and presentable
 Faucets and faucet handles shining  Tables have proper spacing
 Fresh smell, no bad odors  Wait stations have spoons, forks & tri-fold napkins
 All ledges, window sills and shelving free of dust
 Blinds set at 45 degree angle & clean
Front Desk  Floors clean under tables and in corners
 Front desk clean and organized  Center island lit and in good condition
 Toothpicks, mints, cards, call-ahead cards  Customer surveys out and ready for use
 Take-out menus stocked
 Daily hostess sheet ready all filled out
 Daily line-up ready/Floor plan ready
 Extra clip board for Friday/Saturday nights
 Call aheads written on wait sheet Kitchen
 Menus clean and in good condition  Coffee area set up
 Bread area set – bread in oven
 Ice bin filled in soda area
Expo Area  Tea box filled with various Bigelow teas
 Ice Machine working
 Shakers filled with parsley and cheese
 Paper towel dispensers/soap dispensers filled
 All garnishes set (parsley, basil, cheese, lemons)
 Enough condiments stocked from dry storage
 EVO in sixth pan with brush
 Aioli (Penfield) and kale indirect iced
 Sanitation Bucket
 Two towels (in sanitation bucket)
 Roasted red pepper sauce in squeeze bottle
Service Staff Etiquette

DO’S
 Smile
 Answer all questions
 Pull chairs or tables to help the guests seat.
 Pull chairs when customers get Up to leave.
 Take guest to the door and hold the door open for them.
 Give directions.
 Ask manager for help when needed
 Act dignified, be proud.
 Be polite and helpful..
 Place silver on the table before food is served.
 Take food immediately back when not satisfactory.
 Ask the supervisor when not sure about something.
 Look healthy and well groomed.
 Perform gracefully.
 Place yourself in such a way so You can keep an eye on your Other tables
when a guest talks to you.
 Anticipate customers needs and Act accordingly.
 Prevent complaints.
 Watch for signs.
 Handle linen like money.
 Feel pride for work well done.
 Carry on you: matches, pen,crumber and wine opener
DON’TS
 Walk backwards when waiting.
 Run or move too fast.
 Comb hair or touch your face.
 Congregate in groups more than three at the time.
 Lean on walls or posts.
 Talk loudly.
 Put hands in pockets.
 Sneeze or cough, flirt with the customers.
 Be intimidating.
 Talk about the customers.
 Serve coffee/tea without a tea spoon. Sugar, cream.
 Do not go in any direction with empty hands.
 Argue with customers.
 Serve food not good enough for you to eat
 Turn your back to the guests.
 Leave your tables from your sight.
 Leave the floor in an emergency without telling your manager
 Do not show visible effort or stress when performing duties.
 Show impatience or anger
 Ask who gets what when the order is served.
 Let customers look around them In the room without asking what You can do
for them
 In discussions with guests. Do not Complain about your place of Work
 Treat bad tippers with less enthusiasm than the others.

Restaurant Reservation and Telephone Procedure

Answer the phone with a smile within 3 rings:
Good morning/afternoon/evening,
Thank you for calling (restaurant's name & location),
How May I help you?'
This is the standard manner of answering.
THE HOLD BUTTON

If there is more than one line ringing at once, answer with a smile, 'Good
morning/afternoon /evening, may I put you on hold?' WAIT until the caller
answers before putting them on hold. Do not leave any caller on hold for
more than 30 seconds. Return to the caller with, 'Thank you for holding, how
may I help you?'
TAKING RESERVATIONS
Answer the phone in the standard manner. When the caller indicates they
want a reservation, ask if this will be their first visit to the restaurant. Ask
How many in your Party?
If less than Eight Explain Reservation Policy “We only take reservations for
parties of Six or more, all other parties are served on a first come first served
bases”
If they do meet the criteria explain that “a manager will take their reservation
and you get a manager for them” then get a manager!
Managers- Obtain this and the following information, using complete

sentences:
-Will this be your first visit?

-For what day & date would you like it?
-What time would you like?
-How many guests will there be?
-In what name would you like the reservation? May l
have the initial of the first name? (If you have
any doubt about spelling, ask, 'Would you please
spell that for me?')
-May I have a daytime phone number?
If applicable -Will you prefer smoking or non-smoking?
Make a note of any special requests - birthday cake, specific table/server, etc.
Repeat all reservation information back to the caller to insure accuracy: “I

have a reservation for the Smith party on Wednesday, Feb. 1, at 6:00p.m. for 2
people at a non-smoking table. Our policy is to hold the table for 10/15
minutes.
My name is ___. Thank you for calling, and we look forward to seeing you at
(restaurant's name).
If you do not have a table available for the desired day/time, suggest another
of our restaurants nearby and give its phone number. If your restaurant uses a
waiting list for reservations, take the caller's name and phone number and tell
them you will call back if a table becomes available. If a reservation cannot be
made, end the call by saying, “Thank you for calling, and we hope to see you
at another time in the near future.”
Confirming reservations: according to your restaurant's policy, WE will

always call back to confirm guest reservations. NEVER tell a caller to call back
and confirm his/her own reservation.
CALLS FOR MANAGERS/CHEF
When a call comes in during a meal period (While Busy) for a manager or chef,
See if they are immediately available if not respond with, 'He/she will be available
after (give a specific time) - would you like to call back then?'
If the caller wants to leave a message, take the name and number, and note the
date and time of the call. Thank the caller for calling.
If the call comes in between busy periods, use the standard greeting, and ask, 'May
I tell him/her who's calling? May I put you on hold?' Wait for the caller's answer,
then put them on hold and locate the manager/chef.
Your restaurant will have a PPX/Client list of persons who, if they call for a
manager, should be responded to by either taking a detailed message or finding the
manager right away.
BANQUET INQUIRIES
If the caller is asking for banquet or group dining information, try to transfer the
call to a catering representative. If this is not possible, take the caller's name and
number and tell them that a catering representative will call them back. Be sure to
give the caller the representative’s name and number.
GUEST COMPLAINTS
If the caller is a guest who indicates he/she has a complaint, say, 'One moment,
please, let me get the manager for you. I know he/she will want to hear what you
have to say.' If there is no manager available to take the call, listen to the guest's
comments and write down the essential details, take the guest's name and number,
and inform them that the manager will be returning their call. Thank the guest for
calling.
CALLS FOR EMPLOYEES

Employees are not to receive calls at work unless it is an emergency. If the caller
indicates an emergency, say, 'Let me get the manager to take your call - one
moment, please.'
CALLS FOR GENERAL INFORMATION
You must be prepared to answer requests for general information, including the
examples listed below. Please familiarize yourself with your restaurant's
information booklet, which will allow you to provide correct information to your
caller.
Type of Restaurant/Hours of Operation

Address & location (Mailing address, if different)
Directions
Menu Items & Prices
Dress Code
Payment Information
Reservation Policy
PPX List
Parking Information
Holiday Information & Menus
Handicapped Facilities
Children - Menus, High Chairs, etc.
Tourist Information
Other Restaurants in our Group
Steps of Service
FIRST APPROACH
1. Greet guests with a smile within 1 minute of table being seated.
a. “Good afternoon/evening, “Hello”, How are you?’
b. Place a Cocktail napkins on the table as a sign that someone has greeted
them and is attending to their needs
2. Suggest a specific beverage/s.

a. Specialty drinks (ice tea), featured wines by the glass.
 b. If there are no specials, recommend and describe 1 or 2
 items from the menu.
c. If the kitchen is out of anything, inform guests.
SECOND APPROACH
1. Serve beverages from the right side, with the right hand.
a. If it is not possible to serve from the right,
serve in whatever manner is least disruptive to guest.
b. Using positions numbers, ladies are served first.

c. Use cocktail napkins
2. After serving beverages, offer to take food order.
a. Ladies first.
b. Use position numbers.
c. Use suggestive selling techniques for first courses and side orders. Direct
guest’s attention to wine list or offer a specific bottle of wine.
Bread and butter service. (After Order before Appetizer) .3
THIRD APPROACH
1. Appetizers are served within 2-4 minutes from time ordered.
a. Using position numbers, ladies are served first.
b. Food is served from the left side with the left hand, or in whatever
manner is least disruptive to guest.
2. Immediately after appetizers are served, check for additional cocktails and
water refills, and cap ashtrays.
FOURTH APPROACH
1. Clear appetizers after all guests have finished.
a. Remove from the right, with right hand, or in whatever manner is least
disruptive to guest,
b. Remove and replace used silverware.
FIFTH APPROACH
1. Entrees are served within 8-10 minutes from time ordered.
a. Using position numbers, ladies are served first.
b. Food is served from the left side with the left
hand, or in whatever manner is least disruptive to guest
2. After entrees are served, offer additional beverages or bottle of wine and water refills
SIXTH APPROACH
1. 2 minutes or 2 bites after the food has been served, approach the table and
check for water refills and additional beverages, pour additional wine from
bottle if it was ordered, and cap ashtrays.
SEVENTH APPROACH
1. Clear entrees after all guests have finished.
a. Remove from the right, with the right hand, or in whatever manner is
least disruptive to guest.
b. Crumb the table, and remove and replace used silverware.
2. Suggest specialty coffee and dessert.
Recommend an after-dinner drink (at dinner), present dessert menu to
guests, and recommend and describe
1 desserts along with specialty coffee
EIGHTH APPROACH
1. Beverages are served within 3-4 minutes from time ordered.
a. Served from the right side with right hand, or
in whatever manner is least disruptive to guest.
b. Using positions numbers, ladies are served first.
2. Desserts are served within 4-5 minutes from time ordered.
a. Served from the left side with left hand, or in whatever manner is least
disruptive to guest.
b. Using position numbers, ladies are served first.
c. Served with appropriate silverware.
NINTH APPROACH
1. Check presentation
***The Check should remain in front of every guest the entire time they are
with us. Update and chnge it out whenever they order something***
TENTH APPROACH
1. Payment process: once payment has been made, it should be picked up and
processed promptly, and the change or charge voucher returned promptly to
the guest.
Server/Bartender Basics
Key Elements
1. On Time
2. Appearance
3. Uniform Cleaned and Pressed
4. Good Posture on Floor
5. Hospitality
6. Aware of Guests Needs
7. Teamwork
8. Station/Sidework Completed
Service Points
1. Greet within 2 Minutes with a Smile
2. Suggest a Beverage
3. Describe/Recommend Special/Menu Items
4. Offer to Take Order When Beverage is Served (Except Dinner)
5. Suggestive Sell
6. Food Served Properly (Not Auctioned)
7. Plates Cleared Promptly (All Guests Finished)
8. Suggest Cappuccino/Espresso
9. Dessert – Suggest Specific/Bring Menu
10. Prompt Check Procedure
11. Thank You’s
12. Second Beverage/Suggest Refills
13. Table Maintenance
Busser Basics
Key Elements:
1. On Time
2. Appearance
3. Uniform Cleaned & Pressed
4. Good Posture on Floor
5. Hospitality
6. Aware of Guest’s Needs
7. Teamwork
8. Station/Sidework Completed
9. Communication Skills
10. Smile
Service Points
1. Greeting Guests
2. Water Service
3. Bread and Butter Service
4. Sidestands Stocked
5. Sidestands Neat and Organized
6. Prompt Bussing
7. Prompt Setting
8. Silverware Handling
9. Silverware Clean and Polished
10. Linens – Good Condition
11. Chairs/Banquettes Free of Crumbs
MANAGER’S OPENING CHECKLIST
Manager ____________________________________ Date ___________________________
1. Upon arrival, survey exterior for trash, debris,

broken glass, windows, etc
2. Check ice machines and coolers to be in good
working order.
3. Check air conditioning/heat for temperature, set
thermostats.
4. Check reservation book for special functions and/or
parties.
5. Check register system, run cash-out report to verify
all daily readings are set at zero.
6. Check register tape in all imprinters in kitchen, bar
and guest check printers.
7. All lights functioning, set at correct levels, replace
bulbs if needed.
8. All tables and chairs set in proper place.
9. Check in with chef on duty.
10. Be certain there are no kitchen, staffing, food or
equipment problems.
11. Verify all staff members on premises are punched
in.
12. Read Manager’s Log Book – REACT.
13. Check receiving clip-board (or file) for all deliveries
scheduled for the day.
14. Confirm banks are set up from previous shift.
15. Complete bank audit, sign and keep sheet in audit
book.
16. Check floor for general cleanliness-closing shift
cleaning duties. Note any problems in Manager’s
Log Book.
17. Check bar for cleanliness and check par levels.

18. Prepare and make all necessary orders. Complete
purchase order for each order.
19. KEEP THE SAFE LOCKED AT ALL TIMES.
20. Prepare seating chart for shift and review
reservation book – consider schedule of staff,
assign big party tables. Post copy of station map at
host station, back wait station and expediter’s
station. Review with opening host.
21. Check bus stands for set-up, cleanliness and pars.
22. Check that all service staff has arrived, dressed in
uniform on the floor and performing side work
duties.
23. Issue bar bank to bartender.
24. Review with chef today’s specials and soup of the
day.
25. Verify all specials or out-of-stock items have been
entered on the register system.
26. Verify chalk boards are updated with today’s
specials.
27. Set all dining room lights.
28. Turn on exterior signs and lights.
29. Load sound system with daytime CD’s. Turn on
music, set volume levels.
30. Check men’s and women’s rest rooms – verify clean
mirrors, spotless sinks, commodes and floor,
stocked hand soap, hand towels and toilet paper.
Fresh smelling (no bleach), use air freshener if
needed. Set hallway and rest room lights.
31. Verify that all deliveries have been received. Make
calls if necessary.
32. Check department opening duties:
____ Bartenders (bar-backs) ____ Hosts
____ Servers ____ Bussers

33. 10:30 : Complete line check with chef; taste all
product on line – hot food hot, cold food cold.
34. 10:45 : Be certain valet has arrived.
35. 11:00 : Unlock door – inspect exterior of building.
Be certain it’s free of debris. Re-enter building

through the front door, with the eyes of a customer.
35. 11:10 : Conduct a positive and informative pre-shift
meeting with service staff.
MANAGER’S CLOSING CHECKLIST
Manager ____________________________________ Date ___________________________
1.After business has slowed, cut appropriate labor.

___ Servers ___ Bus staff / dish
room
___ Bartender ___ Host
___ Kitchen – prep ___ Kitchen - line
2.Check with chef/kitchen manager to ensure all
ordering has been completed.
___ seafood ___ meat
___ dairy ___ produce
3.Check server sidework and closing duties prior
to collecting check-outs.
4.Restock all liquor to bar using pull sheets.
5.Record all items issued in liquor running
inventory.
6.Close kitchen (never close prior to posted closing
times).
7.Close bar one hour after dining room is closed or
as business dictates.
8.Once customers have left the building, lock front
door.
9.Check restrooms to be certain they are empty,
clean and free of debris.
10.Check remaining staff sidework and closing
duties. Collect all remaining server check-out
sheets.
11.Close bartender comps, collect drawer and

complete check-out using a blind check-out
sheet.
12.Complete safe audit.
13.Make up bar bank for next shift.
14.Turn off all sound equipment and cover amps
and boards.
15.Have bartender clean and stock bar.
16.Check the bar pars.
17.Check out the bus staff closing functions:
Chairs and tables in correct place
Trash removed, receptacles sanitized nightly
Ashtrays cleaned
All glassware cleaned and stocked
All bus stations cleaned and stocked
All dust pans cleaned and hung with brooms
NOTHING LEFT ON THE FLOOR ANYWHERE
18.Run all register closing reports. Be certain there
are no open checks.
19.Check out kitchen with chef/kitchen manager.
Floor clean
Equipment turned off
Dish area cleaned and organized
Dish machine drained and cleaned
Walk-ins cleaned, products properly stored (wrapped

and iced) and locked
Back door locked and secured

All trash emptied and trash receptacles sanitized
nightly
Floor mats cleaned, sanitized and hung to dry
Employee changing room cleaned and organized
All brooms and mops hung, mop buckets
emptied and NOTHING LEFT ON THE FLOOR
ANYWHERE
20.Be sure all departmental nightly or weekly
special duties have been completed.
21.Complete the manager’s check-out sheet.

22.Balance check-out sheet, prepare and send
credit card report.
23.Complete cash deposit, fill out deposit slip and
lock in safe.
24.Record daily sales information.
25.Leave necessary notes for opening manager in
managers’ Red Log Book.
26.Run daily labor report, adjust any employee
mistakes.
27.Be certain safe is locked.
28.Liquor room locked.
29.Walk-in cooler, freezer and storage rooms
locked.
30.Leave manager’s office clean, trash emptied,
organized and locked.
31.Secure and lock all exterior doors.
32.Turn off all lights and labeled breakers.
33.Set alarm, be sure to use proper code.
34.Exit out of FRONT DOOR ONLY.
Manager’s Shift Change Checklist

Date
AM Manager :
PM Manager :
ACTION COMMENTS
DONE
After lunch business has slowed, cut
appropriate labor.
___ Servers
___ Bus staff / dish room
___ Host
___ Bartender
___ Kitchen - line
___ Kitchen - prep
Check that busser stays to restock stations

with fresh product, clean floors, restrooms.
Check that bartender sets up bar for PM shift
including ice, beer, garnishes, mixes.
Lunch service continues in bar area only.
Take all waitstaff checkouts.
Follow up on any outstanding notes or phone
calls from manager’s log book.
Review seating chart for dinner shift.
Review reservations for dinner – establish
game plan.
Check bus-stands for proper set-up and
cleanliness.
Conduct any interviews between 2:00 PM and
6:00 PM.
Be certain that all service staff has arrived and
are properly dressed and on the floor
completing side work.
Tables and chairs aligned; silverware spotless.
ONE ACTION COMMENTS
Review the following with the PM manager:

Opening and shift change checklist
Notes in manager’s Red Book
Reservations and station map for PM shift
Staffing levels for PM shift
Dinner specials – special cards, etc.
Pre-shift meeting topics
4:00 – Program dinner special in register and
change from lunch menu.
Change music to up tempo CD through happy
hour.
4:30 - Conduct an informative and POSITIVE
pre-shift meeting.
4:40 – Check men’s and women’s rest rooms:

___ Clean mirrors, faucets, sink and counter.
___ Clean floor and commodes.
___ Fresh smell.
4:45 - Conduct line check with chef/sous

chef/KM.
Check valet service to park cars.
5:00 – Open dining room.
PM manager review seating chart and
reservation game plan with hostess.
AM manager issue bar banks to PM
bartenders.
6:00 - change music to a medium tempo CD.
After dinner period, change music to up temp
CD.
BANQUET MANAGER CLOSING CHECKLIST UPON COMPLETION

Date:_______________________
BALLROOMS
 Carpets are completely vacuumed Events:_____________________
 Tables are positioned according to flip with appropriate centerpieces and chairs
 If tables are “stacked” in ballrooms – NONE leaning against the wall Initials:_____________________
 Bars are completely clean, no standing water / clutter / food
 All liquor / beer / wine is stored properly and locked away
 All tray jax put away
 Acceptable dirty linen is folded and saved as “brunch fluff”
 Stereo cabinet clutter free and stereo is off
 All tree lights are off
 HVAC off
 Ballroom lights are off
Closing Notes:
BAR CHECKLIST
__________________________________________
 Bar drawer counted and money turned in … be sure to “z” out sales
 Complete banquet bar slip
 Sign & date everything
 Register returned to storage
 All empty bottles are removed and brought to back area
 Bar glasses returned to kitchen
 Bar top clean; under bar cleaned
 Return wine & beer to room … organize items
 Open wine returned to main din.rm. bar
 Return liquor to room …. organize items
 Return all opened juices to cooler with label including date opened & initials
 During season, courtyard swept & all food / dishes removed
KITCHEN
 Coffee machine is off and entire coffee machine and surrounding area is clean
 All water pitchers are properly stored
 All bottles are put to recycling bins
 All trays are clean and placed back under the stereo cabinet
 Back banquet kitchen area is clean and clutter free (no extra tray jax, fluff,
trays etc left near elevator
 All silverware is clean and sorted (communicate with DR manager) – assume
1 rack per 30pp
 All extra cheese and butter chips stored in covered containers and returned to
dairy or prep cooler
 All dirty linen is taken downstairs in large bags
 All bread baskets returned downstairs
 All carafes returned downstairs
BASEMENT
 All tables put away, 6’ & 8’ near elevator, round tables near vending, serps across
from banquet storage.
 All chairs are stacked in towers of 10 and placed next to prep cooler
 All linen bags are placed inside of large textile bins across from prep cooler
 All table covers that are returned downstairs are properly folded, placed on lower right
side shelf with others
 All table skirting properly rolled and placed in banquet storage with others
 Extra clean linen is placed with others in banquet storage
 A/V equipment properly stored in elevator room
LOOKING AHEAD
 All servers are clocked out – run “pre-close” report
“Opportunities are usually disguised as hard work.
 All rooms are prepared for the next day and left in a presentable fashion
 All HVAC & Lights are off (if last one in building, double check bathrooms, basement & DR)
 All doors are locked That is why not all people recognize them.”
 If the last one in the building, alarm is set
 Banquet lobby is cleaned, carpet vacuumed, tables and chairs neatly arranged.
Chairs removed from “registration” table.
 Event in DR next day?? – be sure DR manager has proper set-up for the next event
 If breakfast the next day the following must be completed …
o Carafes, Coffee Urns brought upstairs
o Buffets fully fluffed and stations set
o If “conference” set-up, water glasses are down, mints on tables
o A/V is hooked up and ready to go
Waiter TRAINING SCHEDULE – This copy to be used by the

trainer during training shift then placed back in trainee’s folder.
TRAINEE NAME:
____________________________________________________________
Y 1 – 1st Follow DAY 2 – 2nd Follow DAY 3 – 1st lead

DAY 4 – Last lead
_________ Time: Date: ______________ Time: Date: ______________ Time: Date: ______________
________ ________ ________
Trainer: Trainer: Trainer:

________________ __________________________ __________________________ ___________________
y an observation shift On this shift, you will begin to let This is the first shift that the trainee This is the last training
e, no hands on just the trainee start carrying trays, will be the “server”. The trainer trainee. Be sure the tra
ure the trainee stays getting drinks and breadsticks and will follow them and make sure and listens to everythin
r side at all times so using the micros computer. Make they are following the instructions guides and corrects the
ain everything your sure the trainee stays close by your that have been communicated to that they will be succes
hy we do it that way. side so you can explain everything them up until now. Never leave own on their next shift.
your doing. Let the trainee know their side because they will have to the trainee at all time
review that on their next shift, they will be many questions and still need to be
g in on Micros doing everything on their own with guided. Watch closely at the fo
acility a trainer following them!
of company policies Let the trainee do these on their  Uniform review
s of service  Uniform review own:  Punch in on Micros
loor chart & table #’s  Review punching in and out  Find your station, c
ogether a take out  Finding and cleaning your  Uniform review station
station  Punch in on Micros  Checking your stati
ation and why  Review steps of service, again  Find your station, clean your  Checking in at host
guests per station,  Carrying a tray properly, again station  Checking 86’d item
 Explain “The Greet” again  Check your station  Greeting tables
esponsibilities  Pre-bussing and why its  Check in at hostess desk  Up selling appetize
responsibilities important  Review 86’d items drinks
86’d items list  Buss a table and reset properly  Greet tables  Opening & closing
eatured sales items  Garnishing dishes  Sell orders and write tickets Micros
server stations, what’s  Utensils that go with dishes,  Anticipating customer requests  Understanding tick
again  Organize customer requests,  Keeping a good pac
shing, why, where,  Tearing brown paper table tops combine orders
 Proper use of take out/doggie  Deliver items carrying a tray  Carrying a tray pro
arnish and consistency containers properly  Garnishing dishes p
cks policies  How to open and serve bottle  Garnish dishes properly  Utensils that go wit
“The Greet” of wine  Utensils that go with dishes  Anticipating custom
om the right, clear left  Opening a check on Micros  Close check on Micros  Organizing custom
order what  Ordering items on Micros,  Closing your station  Ability of selling de
a tray properly check 2x!  Rolling silverware correctly &  Closing your station
her pit maintenance  Closing out a check on Micros neatly  Cashing out
re & silverware  Rolling silverware correctly &  Dish pit maintenance,  Evaluation form co
nt neatly placements trainer
ypes of pastas  Carpet sweeping  Cashing out
garnishing plates  Review “Dropping The Check”  Evaluation form completed by Last chance at the serve
that go with dishes  Evaluation form completed by trainer  Passed
on form completed by trainer  Failed, no mor
Second try, if necessary, of server opportunities.
Take Server Policies and Menu test:
Test:  Passed
 Passed  Failed, do you want this
 Failed, try again on next job?
shift
wing: Mngr Reviewing: Mngr Reviewing: Mngr Reviewing:

_________ ___________________ ___________________ ___________________
Waiter Induction Plan

NAME OF NEW HIRE: _______________________________
DATE OF HIRE: ____________________________________
__________ DAY ONE

ORIENTATION
 COMPLETION OF PAPERWORK __________
 COPY OF IDENTIFICATION __________
 ORIENTATION __________
 TOUR (kitchen, dry storage, basement) __________
 REVIEW OF TEST #1 __________
trainer notes
__________ DAY TWO FIRST

FOLLOW
 REVIEW OF TABLE NUMBERS __________
 REVIEW MENU __________
 REVIEW OF SERVICE EXPECTATIONS __________
 TAKE TEST #1 __________
 REVIEW OF TEST #2 __________
 FOOD TASTING __________
o Menu Items Tasting
trainer & tasting notes
__________ DAY THREE SECOND

FOLLOW
 MICROS TRAINING
 CONTINUED REVIEW OF SERVICE EXPECTATIONS
 CONTINUE REVIEW OF MENU
 LEARN GARNISH & “FIRE” TECHNIQUES
 TOUR OF FACILITY
 TAKE TEST #2
 REVIEW TEST #3
 FOOD TASTING

__________ DAY FOUR WINE & RUNNER SHIFT

 MICROS TRAINING
 CONTINUED REVIEW OF SERVICE EXPECTATIONS
 LEARN GARNISH & “FIRE” TECHNIQUES
 TAKE TEST #2
 REVIEW TEST #3
 FOOD TASTING
__________ DAY FIVE LEAD SHIFT

 FIRST LEAD SHIFT
 CONTINUE TO LEARN GARNISH & “FIRE” TECHNIQUES
 VERBAL MENU TEST
 FOOD TASTING
__________ DAY SIX FINAL LEAD

SHIFT
 SECOND & LAST LEAD SHIFT
 FULL KNOWLEDGE OF MENU
 FULL KNOWLEDGE GARNISH & “FIRE” TECHNIQUES
 VERBAL MENU TEST

 FOOD TASTING
WAITER EVALUATION REPORT

:Position Employee: ________________________________
______________________________
:Date of Report Manager: _________________________________

________________________
MONTH TO DATE SERVER RESULTS FOR THE MONTH OF _____________
CHECK AVERAGE
Server’s Check Avg: $ ____________ Restaurant Avg: $ ____________
This server’s check avg compared to the restaurants average is: 

ABOVE or  BELOW
TIP AVERAGE
SERVER’S CHARGED TIP AVG: ________% RESTAURANT AVG:

_________%
This server’s chg tip average compared to the restaurants average is: 
ABOVE or  BELOW
APPETIZERS SOLD
Tables Served: _______ Total appetizers sold: _______ Sell Rate %: _______
Restaurant Avg. ________
This Server’s sell rate compared to the restaurants average is: 

ABOVE or  BELOW
DRINKS SOLD (including coffee, tea & soft drinks)
Tables Served: _______ Total drinks sold: _______ Sell Rate %: _______ Restaurant
Avg. ________
This Server’s sell rate compared to the restaurants average is: 

ABOVE or  BELOW
DESSERTS SOLD
Tables Served: _______ Total desserts sold: _______ Sell Rate %: _______ Restaurant
Avg. ________
This server’s average sell rate compared to the restaurants average is: 
ABOVE or  BELOW
TOTAL ABOVE:
_______ TOTAL BELOW: ______
 Employee scored 4 above average scores, great job!
 Employee is at or above the restaurant average scores, please focus on improving your
scores for next month.
 Employee is being placed on probation for  1st  2nd evaluation scoring more than
2 below average scores.
 Mandatory termination for three consecutive months of scoring more than 2 below
average scores.
MANAGER COMMENTS TO IMPROVE SERVERS PERFORMANCE:
X _________________________________ ________ X
_________________________________ ________
Manager Signature Date Employee Signature
Date
Waiter Training Checklist
Employee ________________________________________ Date _________________________

(first day of training)
TRAINER EMPLOYEE DATE ACTIVITY

ACTIVITY INITIALS INITIALS COMPLETED OBSERVED*
Review of Server Guidelines and Responsibilities (in
Server Training Manual)
Menu abbreviations test passed
Menu descriptions test passed
Food check writing
Ringing up order/operating POS
Bussing
Food running/delivery
Alcoholic beverage test
Responsible alcohol service policy test
Bar glassware
Bar garnishes
Liquor abbreviations test passed
Drink delivery
Bar check writing
Table numbers test passed
Guest check-backs
Assembling an order
Initial guest greeting
Suggestive selling/recommendations
Service during meal
Beverage refills/2nd orders
Recommending and serving dessert
Delivery of check
Timely closing of check
Good knowledge of sidework
Successful solo – slow shift
Successful solo – busy shift
Telephone procedures
Teamwork
* “Activity Observed” is dated when trainer observes employee performing activity in a

satisfactory manner.
Signed by manager and primary trainer when training is completed.
_____________________________________________________________________________________
Manager’s signature Date Trainer’s signature Dat
Waiter Side Works Checklist Week Starting

.
Opening Side work Functions
WED
Station 1 – Wait Station MON TUE THU FRI SAT SUN
Clean & wipe down wait station
Stock & ice down milk & cream
Stock sugar & sweeteners, coffee, decaf, tea,
bottled drinks
Stock glasses, straws, napkins, coffee cups &
saucers
Cut lemons & limes
Ice down garnishes
Brew coffee & tea
Have back-up beverage canisters and CO2 tanks
ready to replace empties
Server Station 2 – Food To-Go

Area
Stock to-go area with to-go containers, napkins,
cups, lids, plastic silverware and to-go bags
Fold to-go plastic silverware with napkin, salt and
pepper packet, tie with rubber band
Insert to-go menus into to-go bags
Server Station 3 – Tables

Take down chairs
Clean & wipe table tops
Clean & wipe chairs & booths
Align & straighten chairs
Check floor & sweep/mop if necessary
WED
Station 4 – Table Tops MON TUE THU FRI SAT SUN
Set tables – flatware, glassware, napkin
Refill salt & pepper
Clean condiment holders
Stock sugar, sweeteners, ketchup, table sauces
Fold additional napkins
Clean & setup centerpieces (flowers / candles)
Place clean ashtrays on tables in smoking section

Station 5 – Clean & Paper

Supplies
Place trash can is designated areas
Check restrooms for cleanliness & supplies
Dust lamps, shelves, picture frames in dining
room
Do minor cleaning; if more than minor cleaning is
needed, inform a manager
Stock printer paper, if backup rolls needed
Hostess Station
Clean & wipe down menus
Clean & wipe hostess station
Check entry/wait area floor, clean if necessary
Clean, dust surfaces in entry/wait area
Review SPECIALS
Review reservations book, note special requests
Stock kid items (crayons and game placemats)
All Stations
When your sidework is completed, assist other
stations with their work
Server Side work Checklist Week Starting

.
Running Side work Functions
WED
Stations 1 & 2 MON TUE THU FRI SAT SUN
Keep wait station organized and clean
Maintain sufficient supplies, restock as needed
Stations 3 & 4
Keep to-go area organized and clean
Maintain sufficient supplies, restock as needed
Stations 5 & Hostess

Check restrooms for supplies and cleanliness
Wipes water from sinks in restrooms
Notify manager if restrooms need more attention
All Stations
Roll silverware
Make coffee and tea as required

.
End-of-Shift Side work (breakfast & lunch)
WED
Stations 1 & 2 MON TUE THU FRI SAT SUN
Wipe down and clean all wait station surfaces and
organize all condiments and supplies in proper
areas
Restock all condiments and supplies as needed

Stations 3 & 4
Wipe down and clean to-go area including shelves
and surfaces
Leave to-go area organized with all supplies and
utensils in proper area
Restock to-go area supplies as needed
Stations 5 & Hostess

Check restrooms before leaving for supplies and
cleanliness
Wipes water from sinks in restrooms
Notify manager if restrooms need more attention
Check and, if necessary, clean entry way / wait
area
All Stations
Clean, check and fill table condiments
Check and clean if necessary, tables, chairs,
booths and dining room floors

.
Closing Side work Functions
WED
Station 1 – Wait Station MON TUE THU FRI SAT SUN
Refrigerate milk & cream
Cover & refrigerate garnishes
Turn off coffee machine and clean empty coffee
pots
Clean exterior of coffee machine; wipe out the
filter basket with damp towel
Run hot water through tea machine to clean
Wipe down exterior of tea machine and clean filter
basket
Wipe down station surfaces & refrigerator
Clean drink dispenser spill pan and wipe down
outside of machine
Server Station 2 – Food To-Go

Area
Clean to-go area including shelves and counter
top areas
Fold to at least 100 sets of to-go silverware
wrapped with napkin
Server Station 3 – Tables
Wipe table tops
Place chairs on tables
Server Station 4 – Table Tops
Remove all condiments from table tops
Put butter, lemons, creamers and other food items
in refrigerators
Wipe table tops

WED
Station 5 – Miscellaneous MON TUE THU FRI SAT SUN
Empty trash cans
Take bus tubs to dishroom
Assist other servers with unfinished sidework

Hostess Station
Collect all menus
Store reservations book
Clean & wipe down menus
Clean & wipe hostess station
Check entry/wait area floor, clean if necessary

Other
Kitchen Preparation Checklist
To Be
Current Policies & Procedures Action Required Complete
Status By
Standard recipes are used to prepare all
products
Laminated recipe cards are organized,
easily accessible and kept in good condition
Photos of menu items are displayed in the
final prep area
Kitchen staff uniforms are proper and clean
Kitchen staff exhibits proper hygiene
standards
All employees wear slip resistant shoes
“No cut” gloves are available and used in
cutting areas and dish room, if needed
Quantities issued into production are
controlled and based on production pars
Frozen products are properly thawed
Prep tools are available in sufficient
quantities
Portioning tools are available and used in
preparation areas
Management regularly conducts portion tool
audits to verify proper tools are being used

Refrigerated products do not sit at room
temperature any longer than necessary
Bottles of sanitizing solution are plentiful
and used to keep prep surfaces clean
Prep cooks are trained to get the maximum
yield from products and minimize waste
Prep par quantities are based on current
business activity are evaluated regularly
Daily prep lists are prepared and posted
prior to each shift
To Be
Status By
Realistic standard prep times should be
developed and used to assign work
assignments
Prep cooks work in an organized manner
and “clean as they go”
Batch recipes are taste-tested before being
used
Portioning scales are used and are check
regularly for accuracy
No smoking or eating is allowed in prep
areas
Kitchen employees use beverage cups with
a lid and straw
The contents of kitchen trash cans are
regularly inspected by management
Containers of prepared products are date
labeled
Containers of individual portions are date
labeled
A system is in place to maintain sharp
knives and blades
Rubber scrappers are available and used to
get all the product out of “empty” jars, cans
and bowls
Staff members can not consume “mistakes”
At the start of each shift one person is
responsible for the safe utilization of the
previous shift’s leftovers
At the end of each shift one person is
responsible for the collection and storage of
leftovers
A leftover report is prepared if quantities
exceed a certain amount
Line checks are conducted at the start of
each serving period
To Be
Status By
A system is in place to get hot food from the

kitchen to the tables “HOT”
A system is in place to get cold food from
the kitchen to the tables “COLD”
Expo maintains awareness of ticket times
There is a constant sense of urgency to
achieve target ticket times
Management is made aware of late tickets
Servers communicate to the kitchen through
expo
Quantities of key products used are
compared with quantities of key product
sales
Cleaning Checklist – Kitchen & Storage

MONDAY By Wk 1 Wk 2 Wk 3 Wk 4 Wk 5
Haul all trash to dumpster Dish
Clean all light fixtures Dish
Clean stainless steel surfaces Prep
Dust & clean all HVAC vents in all rooms Dish
Clean ovens & Alto Shams Grill
Clean fryers & boil out Fry
Clean & organize the service refrigerator Prep
Sweep all floors Dish
Sweep under equipment on line Dish
Clean & disinfect meat cooler Grill
Pull & clean behind equipment on line Line
Clean inside rotisserie Grill
Clean & scrape grill Grill
TUESDAY
Haul all trash to dumpster
Clean fryers & filter shortening
Clean & wipe all sinks
Scrub kitchen prep walls
Melt down & clean ice bins
Vacuum & sweep all floors
Sweep all floors
Sweep under equipment on line
Pull & clean behind equipment on line
Clean & disinfect prep cooler
Scrub tile walls on line & prep area
Clean reach-in fridge & freezers

WEDNESDAY By Wk 1 Wk 2 Wk 3 Wk 4 Wk 5
Clean filter & grates on all coolers
Defrost & clean ice cream freezer
Clean kettles & cookers
Clean & organize service refrigerator
Sweep all floors
Clean & disinfect meat cooler
Clean inside rotisserie
Clean & scrape grill

THURSDAY
Wipe out reach-in refrigerators
Clean under the sinks
Clean & wipe all sinks
Clean all hoods & filters
Sweep all floors
Clean hood filters & grease catch
Sweep & wash rear sidewalks

FRIDAY By Wk 1 Wk 2 Wk 3 Wk 4 Wk 5
Clean fryers & boil out
Clean kitchen windows
Sweep all floors
Sweep under equipment on front line
Clean reach-in fridge & freezers
Clean & scrape grill
Degrease floor, clean grout

SATURDAY
Clean beer keg & bottle storage area
Clean dry storeroom & metro shelving
Sweep all floors
Clean inside rotisserie
Clean POS equipment & phones
Wash all walls & doors

SUNDAY By Wk 1 Wk 2 Wk 3 Wk 4 Wk 5
Clean beer keg & bottle storage area
Clean dry storeroom & metro shelving
Clean POS equipment & phones
Sweep all floors
Clean & disinfect meat cooler
Clean hood filters & grease catch
Wash all walls & doors

DAILY - STEWARDING CLOSING DUTIES
Dish Pit Steward

 Thursday
 Run all dishes, pots and pans through dishwasher.
Mngr ________ date ____
 Turn off, drain machine and break down dish machine.
 Machine is rinsed out and sqeegied.
 Friday
 Disposal is cleared out, trash removed from pit area Mngr ________ date ____
 All stainless steel, dish area are wiped down and squeegied.
 Machine wiped down clean, around and on top of unit.  Saturday
 Remove any misc. items from the top of the machine.
 Wipe down the stainless steel and tile walls in the dish area. Mngr ________ date ____
 All racks, bus tubs, etc are up off of the floor in dish area
 Assist with trash dumping.  Sunday
 Check out with the kitchen closer or closing floor manager Mngr ________ date ____
Pot Sink Steward  Monday

 Clean out and wipe clean the 3-Bay sink.
 Spray down and clean with degreaser the spill sink. Mngr ________ date ____
 Stack all the racks on the holding table to the right of the machine.
 All plastic storage buckets are sent to prep kitchen.  Tuesday
 All cleaning chemicals are on shelf under table next to reach in cooler. Mngr ________ date ____
 All items removed from the corner by the spill sink.
 Dump all trash.
 Wednesday
 Remove debris from floor drain and rinse.
 Check out with the kitchen closer or closing floor manager. Mngr ________ date ____
WEEKLY – STEWARDING CLEANING LIST
THURSDAY – THE FLOOR MATS  Thursday

 Run all floor mats through the machine.
Mngr ________ date ____
FRIDAYDAY – THE DISH MACHINE
 Intensive cleaning inside the dish machine.  Friday
 Intensive cleaning front, sides and bottom of dish machine. Mngr ________ date ____
 Intensive cleaning top, machine dials, hoses etc on top.
SATURDAY – WALLS AND HOODS AROUND DISH MACHINE  Saturday

 Intensive cleaning of the walls around the dish machine, use
degreaser. Mngr ________ date ____
 Wipe down all the hoods inside and out of the dish washer unit.
 Wipe all walls near 3-Bay sink, use degreaser.
 Sunday
SUNDAY – THE SHELVES Mngr ________ date ____
 Sort out, consolidate and organized dish storage area shelves
 Scrub down the shelves and the wall behind the shelves.
 Put all plates etc that don't go on the shelves where they go.  Monday
Mngr ________ date ____
MONDAY – THE FRONT HALLWAY
 Move all carpets, chairs etc. sweep and mop.
 Put back carpets, chairs etc. after floor dries.  Tuesday
Mngr ________ date ____
TUESDAY –THE OUTSIDE GARBAGE AREA
 Sweep and pick-up the trash around the picnic table area.  Wednesday
 Sweep and clean up around.
Mngr ________ date ____
WEDNESDAY – THE DISH PIT AREA STAINLESS STEEL
 Intensive underside cleaning of stainless steel, use degreaser
 Intensive topside cleaning.
 Clean and wipe clean all pipes, and disposal system under sinks.
New Hire Checklist

Employee Name: Position:
Date Hired: Location:
Paperwork Required
Employment Application
Interview Rating Form
Emergency Notification Sheet
Employee Information Sheet
Job Description
Driver’s License Copy
Social Security Card Copy

Uniform Agreement
Employee Handbook – Signed Receipt
Uniform/Equipment – Signed Receipt
Training Manual – Signed Receipt
Employee Permits (liquor card, health permit, food safety certification, if
applicable)
.
.
.
Handouts/Other Items
Concept Statement
Employee Handbook
Employee Training Manual
Job Description
Uniform Issued
Equipment Issued
Issue Employee Number - # .
Issue Employee Time Card
Medical Insurance Handbook & Signup Forms
.
.
.
Orientation Checklist
1. Did you review our Orientation Manual and was it explained to you?
2. Was your wage explained to you and were you given a job description?
3. What is the policy on wearing name tags?

4. Where are employees permitted to park?
5. What entrances and exits must employees use?
6. What is the policy on removing items from the property?
7. Explain the time sheet policy used at Your Hotel?
8. What is the policy for calling in sick?
9. Where are employee's personal belongings stored?
10. When do employees have access to the storage area?
11. What items cannot be brought to work?
12. Can employees be asked by management to open personal storage areas for inspection?
13. Where is the employee eating area?
14. When do employees get meal and snack breaks?
15. How much time can be taken for meals and breaks?
16. What do employees pay for meals provided by the catering department?
17. What is the policy on smoking and snacking when on duty?
18. Where is the smoking and snacking area on the property?
19. What is the policy on making and receiving calls at the property?
20. Are employees allowed to use recreational facilities?
21. Are employees allowed to use the lounge? When?
22. What is the policy regarding employee's friends being on the property?
23. Are employees allowed to cash payroll and personal checks on property?
24. What is the procedure for taking time off?
25. What is the policy regarding staff meeting attendance?
26. How much notice must employees give before taking vacation time?
27. Are employees ever requested to change vacation times?

28. Are employees restricted from being in departments other than where they work?
29. Who on the property should be contacted when media representatives request
information?
30. Are employees restricted in the type of information they may give to reporters?
31. What is the policy on discussing company business with outsiders?
32. Discuss emergency procedures to follow in the event of Natural disasters?
33. Discuss emergency procedures to follow in the event of bomb threats?

34. Discuss emergency procedures to follow in the event of building collapse or explosion?
35. Discuss emergency procedures to follow in the event of fire?
36. What safety regulations and requirements must employees adhere to when operating
equipment on the job?
37. What should employees do if injured on the job?
38. What should employees do if they witness a guest injury?
39. List other policies of the hotel which affect employee performance.
40. Were Health and Safety Issues Explained? WHIMIS, First Aid Stations, Proper Work
Methods
Accountant Employee Date
If items are not complete, this form is to be given to the General Manager. When complete it
will be placed in the employees personnel file.
Department Orientation Checklist
Employee Name:
_____________________________________________________________
Employee Number:
____________________________________________________________
Department:
__________________________________________________________________
Date Joined:
__________________________________________________________________
============================================================
========
Please go through the orientation checklist with the new

employee to ensure that a systematic induction procedure
has been properly carried out.
Part 1: Department – Related Knowledge
Is the employee aware of the Trainer’s Trainer’s Employee’s Date

No department’s: Name Signature Signature
1.1 Vision, Mission and Values
1.2 Rules and Regulations
1.3 Executive Committee Member
1.4 Organizational Structure and

Communication Channels
1.5 Grooming Standards
1.6 Service Standards/Standard Operating

Procedures
1.7 Job Description for him/her
1.8 Telephone Courtesy
1.9 Medical Visit Procedures
Is the employee aware of the: Trainer’s Trainer Employe Date

N Name ’s e’s
os Signatu Signatur
re e
1.1 Annual Leave and Sick Leave

0 Notification Procedures
1.1 Hours of Work and Shift

1 Arrangements
1.1 On-the-Job Training Schedule*

2
1.1 Department’s Fire Drill and

3 Evacuation Procedures
* To attached training schedule duly signed by trainer and employee
Part 2: Staff Welfare & Discipline – Related Knowledge
Is the employee aware of the: Trainer’s Trainer’s Employee’s Date

No Name Signature Signature
s
2.1 Early Morning and Night Taxi

(if applicable)
2.2 Social Activities
2.3 Grievances Channels

2.4 Disciplinary Procedures
2.5 Accident Reporting
________________________
__________________________________
Signature & Date of Employee Signature & Date of
Supervisor/Manager
Note: Please attach the completed department orientation checklist with the
employee’s confirmation review form to HR Department.
CONFIRMATION REVIEW
SECTION 1-EMPLOYEE’S PARTICULARS
Name Position
Division
Department
Date Joined / Promoted / Transferred Confirmation Date
Completed 3 days PIS: Yes/No Department Orientation Checklist completed

If Yes, please indicate dates: ________(Day 1) and attached: Yes/ No.
_____________(Day 2) ____________(Day 3)
If No, please state reason/s
under Section V
SECTION II-PERFORMANCE APPRAISAL
Check the appropriate box which describes the employee’s performance during the
probationary period. Please also include explanatory comments.
Meet Standards Need improvement

KNOWLEDGE OF WORK
How well does he/she know the job?
Consider the prior or on-the-job training, experience, Comments:
familiarity with job, etc.
QUALITY OF WORK
How well does he/she perform?
Consider how his/her work measure up to the Comments:
department’s standards for accuracy, neatness,
thoroughness, completeness, etc.
QUANTITY OF WORK
Rate the amount of satisfactory and acceptable
work produced by the employee. Comments:
ATTITUDE AND COOPERATION

How well does the employee get along with
co workers and supervisors? Consider the Comments:
willingness to help others, work overtime
when required, attitude towards supervison,
etc.
INITIATIVE
How well does the employee make good
independent decisions and take steps to Comments:

complete work within limits of the job.
Consider the amount of supervision required,
new ideas proposed, etc.
SECTION III-OVERALL PERFORMANCE RATING
Check the appropriate box to indicate your intention to confirm, extend probation or to
terminate the service of the employee.
To Confirm To Extend Probation To Terminate
For any extension of probation period, HR must be informed immediately. Another review
should be done within thirty (30) days. The results of that session should be documented and
submitted to HR Department for necessary action.
Kindly indicate reason/s for extension of probation:
___________________________________________________________________________________
Target date for next review _____________________________
SECTION IV -PERFORMANCE GOALS AND OBJECTIVES - Use this

section to set specific (measurable) performance objectives to be
accomplished by the employee for the next annual review.
SECTION V-OTHER COMMENTS
_____________________ ___________________ _______________________
Employee’s Signature Evaluator’s Name & Signature Dept/Div’s Head Signature

PERFORMANCE REVIEW
Name
Job Title
This review is to be
completed annually and
returned to Human
Location Resources by
Starting Date
Date Appointed to Present Position
Date of Last Review
Date of This Review
Name and Position of Appraiser
Completing the Form

Guidelines
 The Performance Review process should be based on open communication between both parties, ie.
Appraiser and team member. It is an opportunity for the team member to discuss their performance as well
as career aspirations.
 As far as possible, team members should complete a self-assessment prior to the PR meeting.
 For front line team members, the benchmark is the Hotel Brand Standards.
 As part of the PR process, the team member and appraiser must agree on a training and development plan,
identifying specific training the team member should attend and the timeframe within which they should
attend the training program.
 Upon completion of the form, all parties must sign the form and a copy issued to the team member to file in
their record. The original copy is to be submitted to the Human Resources Department and filed with the
team member’s employment record.
The Year in Review

What is the most memorable event that happened in your career this past year? Why is this event so special?
What are the sources of satisfaction from your work? Sources of dissatisfaction from your work?
Satisfaction.
Dissatisfaction
Rating Key
Constantly Exceeds Standard
++
Often Exceeds Standards
+
Meets Standards
=
Below Standards
--
COMPETENCIES - OVERALL RATING
Please evaluate team member’s performance according to the criteria below, taking into
consideration the importance to the particular position:
-- = + ++
Service Excellence
Relation with guest
Friendly, courteous, helpful, positive and pro-active behavior
Expertise
Has acquired sufficient job knowledge and technical job skills to perform
job responsibilities
Quantity of work
Has performed job responsibility in an efficient manner to meet
established standards
Quality of work
Standards are always met, exact and consistent
Teamwork/ Relationships
Relation with colleagues
Friendly, courteous, helpful, positive and pro-active behavior
Relation with new team members

Play a role in making new team members feel welcomed and at home
Co-operation
Demonstrates cooperation and involvement with interest in other
departments
We at Hotel
Shows genuine care and consideration for other team members
Self Management
Self-confidence
Calm and assured, works well without supervision
Ownership
Takes responsibility for own work
Coping with Challenges

Ability to work under pressure and demonstrates flexibility
Creativity
Contributes own ideas
Delivery
Initiative
Looks for assignments, proactive
Interest
Shows interest in work/ hotel in general
Problem Solving
Able to solve day-to-day problems independently
Self-improvement
Learns from past experience, seeks to improve
Basic Requirements
Communicating
Ability and willingness to pass on and receive information
Language Skills
Uses correct expression at all times
Personal Appearance
Cleanliness, hygiene, appropriately dressed for work
Punctuality/ Absenteeism
Reports for work on time, no unexcused absences
Professional honesty
Sincere manner, takes responsibility for hotel properties
For Front Line Team Members.
Please rate based on overall technical, behavioral & skills competencies for each relevant category. Refer to
specific performance examples to ensure an objective assessment.
.
Below Meets Often Constantly

Standards Standards Exceeds Exceeds
BRAND STANDARDS Standards Standards
Reservations
Reservations:
Friendly and efficient service with accuracy and confidence
Front Desk
Hotel Arrival:
Guests feel comfortable, welcome and confident about being in our hotel
Executive Floor Arrival:

Guests feel specially recognized, welcome and confident about being in
our hotel
Hotel Departure:
Prompt and friendly service that gives guests the feeling they have
received value for money, and that we value their business and feedback
Guest Service & Concierge:

Team members are ‘in the know’ and guests feel confident about their
advice
Housekeeping
Guest Room Initial Condition:
Rooms that give the warm feeling of home away from home
Guest Room Daily Service:

Guest Room Turndown:

Housekeeping & Maintenance Requests:

Professional service and request for privacy
Laundry & Valet Service:

Attentive, timely and careful handling of guest’s clothing
Hotel Public Areas:

Guests will enjoy the hotel’s tidy and comfortable public areas
Food & Beverage

In-Room Dining:
Complete, well presented orders within the promised time
Breakfast Experience:
Prompt, friendly and efficient
Informal Restaurant:
A comfortable and relaxing experience with prompt service and good
food
Formal Restaurant:
Friendly service with memorable cuisine and environment
Bar & Lounge:

Relaxed and lively environment with attentive service
Business Centre Meetings
Business Centre:
Effective professional assistance with modern technology
Group and Meeting Enquiries

Group and Meeting Enquiry Handling:
Responsive assistance with emphasis on the guest’s success
Other Departments & Services

Communications:
All guests experience polite, efficient and modern communications
Complaint Handling:
Professional response by team members who care
Common Courtesy Standards:

Never Forget the Person behind the guest
Strengths & Areas for Improvement
Provide a balanced overview of team member’s strengths as well as areas for improvement.
Areas for Improvement
Summary of Performance (please tick appropriate box)
Contributes in an exceptional way and consistently exceeds job requirements
Contributes in a proactive way and often exceeds job requirements
Contributes positively and sometimes exceeds job requirements
Meets some job requirements, improvement required
Not meeting the requirements of the job. Schedule next review in three months
Career Aspirations
What are your career aspirations
Over the next 3 to 5 years
Personal Development Objectives

An individual’s development objectives may relate to his present or anticipated future role. He should either
fill a gap in technical knowledge or address a behavioral or capability issue. For each development objective,
you should describe its purpose and detail when it will happen. At the next review, its effectiveness should be
addressed.
1.
2.
3.
Team Member’s Comments

Comments on appraisal
Overall assessment of the job
Signed _____________________________________________ Date_____________________
Appraiser’s Comments
Signed_______________________________________________ Date ______________________
Next Level Manager
Signed Date
DATE FOR FOLLOW-UP MEETING AND/OR NEXT EVALUATION:

Grooming Standards
1) Shower or bathe daily
2) Use deodorant daily
3) Brush your teeth regularly and keep them in good repair
4) Keep your breath fresh
5) Use perfume/cologne spray; never use strong fragrances
6) Keep your hands clean; wash hands frequently
7) Keep your nails clean and manicured at all times:
a) Bright, flashy colors are not acceptable

b) No chipped nails
c) Use only one color on all your nails
d) Ornaments and decals are not permitted
8) Maintain regular haircuts and daily cleaning and conditioning of hair:
a) Keep a hairstyle which compliments your face shape and portrays business-like
appearance
b) No extreme hair color, two-tone colors or excessively styled hair
9) Guidelines for women:
a) Keep make-up conservative, no bright shades of lipstick or eye shadow
b)Touch up your make-up and hair throughout the day

c) Visible body hair (i.e., underarms, legs) must be clean-shaven at all times
d) Keep shoulder-length or longer hair tied back, away from face
e) Small, color-coordinated hair ornaments may be worn
f) Hairpins, ribbons, bands are to be of a neutral color (brown, black, navy blue)
or color-coordinated with the outfit worn
10) Guidelines for men:

a) Keep hair neatly trimmed; not to extend below the shirt collar
b) Keep sideburns well trimmed; not to extend below the ear. Keep them uniform
in width; no bushy or “mutton-chop” styles
c) Be clean-shaven at all times, no beards or goatees
Mustaches must be neatly trimmed, not of an extreme style and not to extend past
the upper lip. Mustaches can only be grown during periods of vacations or
extended time off
 Appearance creates a positive impression to the guests

 Take pride and great care in your personal appearance
 Strict adherence to grooming and uniform standards must be maintained
 Daily hygiene is followed; guests and co-workers are not offended by an
employee’s hygiene
 Fragrances are used only to compliment the overall appearance, never
offensive to others
 Hairstyles are to be attractive to guests and conservative, portraying a
business-like appearance
 Tattoos are not to be visible at any time while in your uniform
 Nail length not to interfere with daily activities
Uniform Standards
 Allow enough time to change into uniform before shift begins

 Appear at the work station after neatly and correctly attired in complete
uniform
 Cleaned in-house: Pick up uniform at ___ prior to starting time, allowing
enough time to change before shift starts. Return a soiled uniform for a clean
one
 Wear underclothing at all times; keep it clean and changed daily
Footwear:
1) Wear closed-toe, leather shoes that are conservative in style and color
2) Keep shoes polished and clean
3) Sandals, boots, thongs, tennis shoes, moccasins, platform shoes or any other
similar footwear are not acceptable
4) Consider safety and comfort when selecting shoes (i.e., non-slip soles)
5) No run-down heels or holes in soles
Nametags/Badges:
Wear your nametag/badge on the upper left-hand side of your outfit at all times:
1) Keep your nametag/badge clean

2) If your nametag becomes worn in appearance or lost, notify your supervisor for a
replacement
Unacceptable jewelry:
1) Visible neck chains for men

2) Multiple bracelets
3) Dangling or flashy earrings
4) Earrings on men
Acceptable jewelry:
Earrings:
a) Gold, silver or pearl drop

b) Should blend with uniform/clothing
c) One earring per ear, in earlobe only
d) Not to exceed 1” in diameter
Simple rings (no more than two)

Wristwatch (simple and unornamented)
Bracelet (one):
a) Silver or gold tones

b) Not to exceed ½” in width
Women’s necklace (one)
a) Simple chain of silver or gold tone, or a strand of pearls
 Wear a solid__ color belt with a conservative buckle

 Avoid slouching with hands in pockets when in uniform or on duty
 Men:
Wear basic, conservative and classic cut suits
Clothing/uniforms are to always be:
1) Clean, freshly pressed and well coordinated

2) Free of odors and stains
3) Free of rips, holes and tears
4) Properly fitted
 Clothing projects a business-like image to the guests

 Entire uniform must be worn at all times
 Uniform to be worn as determined by the manager (i.e., long sleeves to be worn
down and buttoned, not rolled up)
 Jackets kept buttoned
 Only issued uniform items worn (i.e., sweaters to be approved by manager)
 Items in pockets must not create a bulge or be visible
 Nametags/badges must be worn at all times
 Uniforms are not to be removed from the property
No pins or other jewelry allowed on uniform unless issued by department or

otherwise approved by local collective bargaining agreement
 Only issued uniform items worn (i.e., sweaters to be approved by manager)

 Items in pockets must not create a bulge or be visible
 Nametags/badges must be worn at all times
 Uniforms are not to be removed from the property
No pins or other jewelry allowed on uniform unless issued by department or

otherwise approved by local collective bargaining agreement
TELEPHONE HANDLING – STANDARD

PHRASES
 The telephone is meant for bringing two people together not separating them.
 People use a telephone when they need help. You call for the same reason.
 The one question you need to ask yourself when you answer a call is, “Was I of any help?”
 To an outsider YOU represent our Hotel. Long before your guest has come to visit you, he has received an
impression of your organization through you, so your telephone handling can either project a good image or a
bad image of your organization.
 Remember – you are not talking to an instrument. You are talking to a person.
The only criterion to judge a good phone call is:

MAXIMUM HELP WITH MINIMUM PHONE TIME

 Treat a phone ringing in your area like a person knocking on your door. Attend to it immediately, just as you
don’t keep your guests waiting indefinitely outside your door.
At different times we all play three roles on the phone:
1. CALLER – One who makes the call.................................................................A
2. CALLEE – For whom the call is.....................................................................B
3. RECEIVER – One who answers the call (picks up the phone) .................................C
We have responsibilities under each role. The most responsible role is, perhaps, that of the receiver, because once
you have picked up the phone – no one but you can possibly help the caller.
A phone transaction initiated by you answering the call is doomed or saved only by your telephone attitude. So the
next time you pick up the phone, give it the best you have.
DO NOT LIFT THE RECEIVER OF A PHONE

WITHOUT A PEN IN YOUR RIGHT HAND
Possible Situation Probable Answers

1. When the phone rings. Good Morning, Our Hotels, How may I help you?
OR
Good Morning, Cafe, How may I help you?
2. When you don’t hear anything from the other end Repeat the above salutation twice and disconnect.
after your announcement.
3. When the line is faint or distorted. Repeat the above salutation twice and disconnect.
Do not say Hello, Hello as the party may only hear
your hello and not know if he has got through to Our
Hotels.
5. When the caller re-clarifies, “Is it Our Hotels?” That’s right, Sir, How may I help you?
6. DO NOT PUT THE CALLER ON HOLD AFTER PICKING UP THE CALL. IT CONVEYS LACK OF CARING IN THE
FIRST 30 SECONDS AND LEAVES A BAD TASTE.
7. If two calls come together. Good Morning, Our Hotels, kindly hold on.
Attend to the other call. Good Morning, Our Hotels, kindly hold on.
Revert to the first call. Sorry to keep you holding, Sir. How may I help
you?
Return to the second caller. Thank you for waiting. I can help you now, Sir.
DO NOT PUT MORE THAN ONE CALL ON HOLD.
12. When the call is for you Good Morning, Shirley speaking, how may I help
you, Sir/Ma’am?
Don’t ask “Who’s speaking” unless you need it for
passing on a message, and certainly not at the
beginning.
14. When the call is for callee AND HE IS PRESENT
a. If he is right next to you Kindly speak here, Sir OR please speak here, Sir,
[No wait is implied]
c. If he in the next cabin? room or at the end of Kindly hold on Ma’am [8 – 10 seconds wait is
the room implied]
e. If you are not aware of his exact location BUT Kindly hold on, Sir. Let me locate him for you.
you know he is definitely present. [This prepares the caller for a wait of up to 20-30
seconds]
16. When you are connecting calls:
To a secretary office Connecting you to Mr. Nelson’s
To departmental extension Connecting you to the Personal department.
19. When the Extension is busy I am sorry the line is busy, Sir, would you like to
hold on?

If the callee has an alternate extension. Kindly hold on, Sir.
If he accepts your offer and waits Switch to music.
Kindly hold on, Sir.
Note - If it is an outstation call, you may intercept the call, if necessary.
After 20 seconds Sorry to have kept you waiting. The line is still
busy.
Can someone else help you, Sir?
OR
Would you like to hold on, Sir?
If he chooses to continue to wait. Switch to music.
Kindly hold on, Sir.
OR
Revert every 20 seconds, two more times Kindly hold on, Sir.
OR
The line is still busy.
If you get line free after a long time wait Thank you for waiting, Sir. I can connect you now,
Sir.
INFORM THE RECEIVER OF A LONG WAITING CALLER

28. He is present but in conversation with a customer He is with a client just now. I am his assistant OR
and cannot be disturbed. Do not use the word colleague OR senior (Give name and designation),
‘BUSY’. It conveys that the callee does not have may I help you, Sir?
time for the caller
OR
If you don’t know when the meeting will get over, it He is in a meeting which will get over in _____
is your duty to call up and inform. minutes. This is his assistant, _____ speaking, May
I help you, Sir?
If you know he will not take more than a minute or Would you like to hold on, Sir, he shouldn’t take
two minutes (maximum) more than a minute or two.
31. If you have to ask for the name of the callee Certainly Sir. Who should I say is calling for him
because your boss needs to know please?
“May I speak to Mr Graf please?” REMEMBER – never reply to a question with
another question. So, saying ‘Certainly Sir’ is
important as it answers the caller’s question.
When callers give incomplete names May I have your last name, Sir ?
For e.g. “This is Suresh”
It is incorrect to attach a Mr, Mrs, etc, to first
names. So Mr. Sanjay is incorrect, Mr. Graf is
correct.
When you receive the surname Yes Mr. Watson, please speak here.
Please attach a Mr. / Mrs. to it.
When in doubt use Ms. for ladies.
35. When the call is for the callee and he is ABSENT. Do Clarify if absent is :
not just say “He’s not in” as it could imply many
things. a) not in the office
b) not in the organisation premises
c) not in the city
d) not in the country
e) if he is on leave and for what period

a) If he is not in the office, but is in the I’m sorry, Sir, Mr. ______ is not in the office
organization premises and the callee’s Would you like to speak to Ms. _____, his assistant
assistant is present ?
b) If you hold a responsible post, you can try I’m sorry, Sir, Mr. ______ is not in the office, I am
________ (state your designation), his colleague.
May I help you Sir ?
c) If your offer of help is declined do not let it bother you as you know that the caller wants to speak
only to the callee. Make this possible by collecting at least two things from the caller – his name and
his phone number.
Repeat numbers after the caller carefully. Ask for Very well, Sir if you leave your name and number,
more than one number. If they are long distance I will ask Ms. Nair to call you back when she
numbers clarify the country code, city code area returns.
code. Also check when is the best time to call.
OR
Kindly give me your number, Sir, and I will have
Mr. Roger return your call.
d) If names are difficult Kindly spell your name for me, Sir, so that I don’t
make a mistake while writing it down
If you cannot pronounce it Kindly guide me on the pronunciation, Sir, I don’t
want to get it wrong.
e) Check sounds such as P, B, T, D, S, F, N, M, K, Is it P for Paris or B for Belgium, etc.
G by asking
f) If he leaves a common surname May I have your first name, Sir ?
g) If he leave his first name May I have your last name, Sir ?
h) Now that you have his name and number COMBINE REPETITION AND ASSURANCE – Very well,
Mr Shetty, I will ask Mr. ____ to call you on
3886112 as soon as he returns.
i) If the callee does not return in 2 hours Kindly revert to the caller and advise status- I’m
sorry, Sir, Mr. _____ has not yet returned and you
had called for him at _____ hrs. Can someone
else help you ?
OR
As soon as he returns he will get your name and
number.
j) How to leave a message regarding the caller’s 25-Sep-2005
name and number
10:30hrs
Dear Mr. Chavez,
Mr. Bill Clinton called re: sale of rockets to
Venezuela. PCB at 3886112 up to 1900hrs and at
6122534 after 190hrs.
Regards,
Nancy
48. If there is no response from an important customer contact area for over five minutes, inform a senior
person in your company.
49. Attend to transferring calls urgently, as people are usually made to wait interminable and get easily
annoyed.
50. Use the language that the caller communicates in, if possible. If you are not familiar with the language
used, take the help of a colleague.
AT THE END DO NO DISCONNECT UNLESS THE CALLER DISCONNECTS.

REMEMBER, YOU DID NOT START THIS CALL, YOU CANNOT DISCONNECT IT.
Phrases to Avoid Instead try
1. One sec, Just a minute Kindly hold on, Sir

2. Ya That’s right, Sir

3. Sure, OK, Fine Yes Sir, Certainly Sir, Very Well Sir, Right Away Sir
4. What? What? I beg your pardon, Sir
5. Who? Kindly repeat your name, Sir
6. Hello Good Morning, May I help you?
7. Why don’t you contact them directly? OR I have no Let me check out for you, Sir, OR, Let me find out
idea for you, Sir.
8. Why don’t you call later? If you leave your name and number, we shall call
you back.
9. Who’s speaking? OR, Who’s that? Who am I speaking with? OR, Who should I say is
calling, Sir?
10. Your good name, please? May I have your name, please?
11. He is not in his seat He is not in the office, Sir, May I help you?
12. Note – You don’t have to shout if you don’t hear I cannot hear you, Sir. Kindly speak up please
clearly
Training Needs Analysis

Form
Name of Employee:
Department:
General
1. Are you a new employee or a long-standing
employee of the company?
2. How long have you been in your present job?
Confirmation of Current Duties
3. Do you have a Job Description for your job? Yes No (Go to Q 6)
4. Is your job accurately described in the Job

Description? Yes (Go to Q 14) No
5.A If no, what extra duties do you do that need to be added to your Job Description?
5.B What duties are no longer part of your job and can be deleted from your Job
Description?
Job Analysis
6. Describe the tasks you regularly perform that are critical to carrying out your job
effectively.
7. Describe the type of equipment you are required to use (for example, keyboard, Touch
Screen, tools of trade, etc).
8. Do you require a high degree of technical

knowledge for your job? Yes No
9. How do you work? Please circle

Alone Part of a team Other (specify below)
10. If you work as part of a team, do you perform the same of different work to members of
your team?
11. To what extent does your job require you to work closely with other people, such as
customers, clients or people in your own organization? Please circle.
Very little Moderately A lot
12. How much autonomy is there in your job, ie, to what extent do you decide how to
proceed with your work? Please circle.
13. How much variety is there in your job, ie, to what extent do you do different things at
work, using several skills and talents? Please circle.

Training Needs
14. To perform your current job: What training do you still need (either on-the-job or a
formal course) to perform your current job competently (eg, Excel, bookkeeping, English
as a second language, etc)?
15. To perform other jobs in the organisation: What other roles in the organisation would you
be interested in doing if a vacancy became available (eg, transfer to another section,
supervisor position, etc)?
16. To perform other jobs in the organisation: What training or experience would be
required (eg, machine operation, negotiation skills, Occupational Health and Safety
Awareness, etc)?
Future Development Needs
17. What are your career aspirations?
18. What training or development do you need to help make this happen (eg, external degree
study, formal meeting procedures, leadership training, etc)?
Recognition of Prior Learning
19. What training have you attended within the last three years? (This will help identify if
any training sessions have been missed or if any refresher training is required.)
20. What training or skills have you acquired outside your current job that may be relevant to
the wider organisation?
Action Plan
Agreed training and development to be provided over the next 12 months:

(Record the details of training courses, on-the-job experiences, buddy systems or mentor
arrangements, and include the recommended dates the staff member can expect these to
occur.)
Training Date
Signature of Staff
Member : Date :
Signature of Supervisor : Date :

Training and Development Plan
Name: _________________________ Period: ___________________
Date: __________________ Signature: _________________
Training and development plan should include developmental activities, such as

mentoring, coaching or job transfer exposure, in addition to participation in specific
training programs.
Target/ How will these goals be Person responsible for training and/or Period
Goals reached? developmental activity (Start/End) Measurable
Results
___________________________
___________________________
Manager Employee
Hotel Employee Discipline Policy

Purpose:
To establish rules pertaining to employee conduct, performance, and
responsibilities so that all personnel can conduct themselves according to certain
rules of good behavior and good conduct.
The purpose of these rules is not to restrict the rights of anyone, but rather to help
people work together harmoniously according to the standards we have
established for efficient and courteous service for our customers.
Reasonable rules concerning personal conduct of employees are necessary if the
facility is to function safely and effectively. You will be kept informed of
department rules and changes to those rules by your supervisor or department
head.
The company believes that you want to, and will, do a good job if you know what
is required to perform your job properly. Your supervisor is responsible for
ensuring that you know what is expected of you in your job. Further, it is
company policy that employees be given ample opportunity to improve in their
job performance.
Policy:
Degrees of discipline are generally progressive and are used to ensure that the
employee has the opportunity to correct his or her performance. There is no set
standard of how many oral warnings must be given prior to a written warning or
how many written warnings must precede termination. Factors to be considered
are:
 how many different offenses are involved
 the seriousness of the offense
 the time interval and employee response to prior disciplinary action(s)
 previous work history of the employee
Exceptions:
For serious offenses, such as fighting, theft, insubordination, threats of violence,
the sale or possession of drugs or abuse of alcohol on company property, etc.,
termination may be the first and only disciplinary step taken. Any step or steps of
the disciplinary process may be skipped at the discretion of [company name] after
investigation and analysis of the total situation, past practice, and circumstances.
In general, several oral warnings should, at the next infraction, be followed by a
written warning, followed at the next infraction by discharge. This is especially
true in those cases where the time interval between offenses is short and the
employee demonstrates a poor desire to improve his/her performance.
Penalties for Specific Offenses
Penalties for group 1:

 First offense: Oral or written reprimand
 Second offense: Suspension or termination
Penalties for group 2:

 First offense: Suspension or termination
Group 1: Offenses include:
 knowingly filling out time sheet of another employee

 having one's sheet filled out by another employee, or unauthorized
altering of a time sheet
 being tardy habitually without reasonable cause
 being absent without notification or excuse
 leaving your job or your regular working place during working hours
for any reason without authorization from your supervisor, except for
lunch, rest periods and going to the restrooms
 disorderly conduct on company property
 immoral conduct or indecency on company property
 leaving work before end of shift or not being ready to go to work at the
start of shift
 interfering with the work of other employees
 inefficiency or lack of application of effort on the job
 violations of company policies outlined in sections of this policy manual
 contributing to unsanitary conditions or poor housekeeping
 imperiling the safety of other employees
 malicious gossip and/or the spreading of rumors
Group 2: Offenses include:

 gambling on company property

 possession of narcotics, or consuming narcotics on company property
 reporting for work in an intoxicated condition
 responsibility for instigating fighting on company property
 dishonesty or removal of another employee's property or company
property without permission
 willful destruction of company property
 insubordination (Refusal to perform service connected with an
employee's immediate supervisor or refusal to obey any reasonable
order given by an employee's supervisor or by management)
 misrepresentation of physical condition or other important facts in
seeking employment
 refusal to perform work assigned to an employee
 absence for two consecutive working days without notification to the
company or without acceptable excuse
 petty thievery
 possession of firearms, fireworks or explosives on company property
without permission from management
Probation
You may be placed on probation in connection with the written warning for a
period of time determined by [company name]. Wage increases, vacations and
transfers will not be given during this period, but all other benefits will continue.
Investigative suspension
An investigative suspension is a period, not to exceed three (3) working days,

during which time an employee is relieved of his or her job because of alleged
serious misconduct.
An employee may be placed on investigative suspension when it is necessary to
make a full investigation to determine the facts of the case, as in a fighting,
insubordination or theft incident.
If after the investigation:

 discharge is warranted, the employee shall not be paid for the period of
investigative suspension—the discharge shall be effective on the date of

the termination interview.
 misconduct is determined, but not of a sufficiently serious nature to
warrant discharge, the employee shall receive a warning notice and
forfeit pay lost as a result of the investigative suspension and may be
placed on disciplinary suspension
 if no misconduct is determined, the employee shall return to work
within the prescribed period and be paid for the time lost as a result of
the investigative suspension
Disciplinary Suspension
A disciplinary suspension is a period of not more than three (3) days and may be
given in addition to the investigatory suspension or as punishment for the
violation. The employee is relieved of his or her job assignment because of serious
or repeated instances of misconduct and shall forfeit pay lost as a result of the
suspension in situations where there is no specific instance of conduct that is so
outrageous that justifies termination but there is a pattern of conduct where the
employee has continually engaged in one minor infraction of the rules after
another and has received a documented verbal and/or written warning for rule(s)
infraction(s). Disciplinary suspension would generally not be used as a form of
discipline for employees with attendance problems.
Crisis suspension
A crisis suspension is given at the discretion of the supervisor when action must be
taken immediately.
Discharge
When the employee is discharged as a result of a serious offense, or as the final
step in an accumulation of infractions for which a warning notice or notices have
been written, the employee will be discharged for cause instead of being given the
option to resign, be laid off, or retire.
Discipline Checklist
Follow these steps in exercising progressive discipline with an employee:
Before the Meeting
 Arrange to meet with the employee privately. Do not discipline an employee

in public or in front of other workers.

 Prepare for the meeting by reviewing your notes and files about both the
specific incident or problem in question and any past discipline taken, either
verbal or written.
During the Meeting
 Explain to the employee why you’ve called the meeting if the employee
doesn’t know already.
 State the specific problem in terms of actual performance and desired
performance.
 Review your progressive discipline policy/program with the employee, and
explain what steps have been taken already and what the next step is.
 Give the employee a chance to respond, explain and defend his or her actions.
 Acknowledge the employee’s story and be sure to include it in your notes of
the discipline session.
 Tell the employee that you expect his or her behavior to change. Give specific
examples and suggestions.
 Indicate your confidence in the employee’s ability and willingness to change
the behavior.
 Have the employee repeat back to you or otherwise confirm that he or she
understands the problem and is clear on what changes are expected.
 Explain to the employee that you will write a memo summarizing the session
as documentation.
 Reassure the employee that you value his or her work and that you want to
work with the employee to make sure that he or she can continue to work at
your business.
After the Meeting
 Using your notes from the session, write a memo or other documentation that
summarizes the conversation.
 If a written warning has been issued, be sure to give the employee the
opportunity to sign any documentation for the file.
 Give the employee a copy of the document no later than the end of the day
following the conversation.
 If the employee has other supervisors, distribute copies to them, but emphasize
that the information is confidential and not to be shared with anyone else.
 Monitor the employee’s behavior and performance to make sure that the
problem has been corrected.
Discipline Documentation Checklist
After a discipline session, you will want to make some documentation based on
your notes. Use this checklist to make sure you include everything you need in
your documentation.
Verbal Warning
Be sure that all verbal warnings are documented in writing. They are a building
block to more formal warnings in the future. All documentation should include:
 the employee’s name

 the date of the verbal warning
 the specific offense or rule violation
 a specific statement of the expected performance
 any explanation given by the employee or other information that is
significant
Written Warning
A written warning is more serious than a verbal warning and represents a
progression in the progressive discipline process.
In documenting a written warning, include:
 the employee’s name
 the date of the conversation
 the specific offense or rule violation
 references to previous conversations and verbal warnings about the
problem
 a specific statement of the expected performance
 any explanation given by the employee or other information that is
significant
 a statement indicating your confidence in the employee’s ability to perform
properly in the future
the employee’s signature—if the employee refuses, include a note on the
signature line indicating your attempt to get the employee to sign and
his/her refusal to do so.
Employee Rewards and

Recognition
The guidelines for effectively rewarding and recognizing associates are simple:
1. Match the reward to the person.

2. Match the reward to the achievement
3. Be timely and specific
▪ The programs should reflect the company’s values and business strategy.
▪ Associates should participate in the development and/or execution of the
programs.
▪ The programs can involve cash, non-cash or both.
▪ The programs should encompass variety
▪ The programs should be highly public.
▪ Some programs should have a short life span and be changed frequently.
Keep them interested!
Anniversary Card
Celebrate the Employee’s date of hire with an anniversary card. Include a gift.
If we want to retain our employees (associates) we must celebrate them. An
associate who has been with us a year and up is worth their weight in training
costs, so we should let them know they are special.
Banquet Facility
Staff will be entitled to a 10% discount on all food purchases.
Bedrooms for Family

If an immediate family member is in need of a room, Your Hotel will offer to its
employees a special rate per night. This is subject to availability. This must be
scheduled through your Department Head and General Manager prior to their
stay.
Birthday Celebration
A once a month property birthday party to celebrate every staff birthday that
occurs during the month.
Call-in Bonus
Have you ever been planning you day off and the phone rings and off to work you
go. It isn’t a good feeling is it and you're the manager. How do you think a room
attendant or guest service representative feels. Not very Happy, I assure you.
I know a hotel where they go in when they are called. Why? They make their
hourly wage and a $ bonus for working on their day off.
Christmas or Holiday Season Gift

To assure that your family has a hearty meal, Your Hotel provides you with your
choice of a Turkey or ham during this important time of the year.
Christmas or Holiday Season Party

Plan a Christmas Party. If you cannot arrange it off-site, then have the
Management Team run the party and do all of the serving and clean-up.
Present the prizes for Housekeeper of the Year, Front Desk Employee of the Year,
Food and Beverage Employee of the Year and Employee of the Year. (Others as
required)
Cross Training Program
What does this mean? Quite simply, cross training allows every employee and
manager the opportunity to spend a few days in any other department in the
hotel. You may already have an interest in that department or perhaps always
wondered "what exactly do they do?" The purpose of this exercise is to create a
greater under-standing of the daily challenges and concerns facing each
department and to build a higher level of appreciation and awareness for each
other. The result will be having a lot of fun and a stronger team.
So how do you get involved? This program will be ongoing and completely
voluntary. All you have to do is talk to your department head and they will set it
up with the department you are interested in. A minimum of two days will be
required for training in each department and you may cross train in as many
departments as you like. The only stipulation is that it must be approved by your
department head and it can not interfere with busy periods. You will receive your
regular rate of pay for the hours worked.
What's in it for me? Other than gaining a great deal of hotel experience, any
employee who successfully completes cross training in three departments will
receive a $ cash bonus from your hotel.
At the end of the year, providing more than 10 employees do the program, the
department with the largest percentage of cross trained employees will be treated
to a gourmet dinner Party, served by the Management Team.
Dry Cleaners
All staff will be entitled to a 30% discount on all dry cleaning. Dry cleaning left at
the front desk by 9 a.m. will be returned by 6 p.m. All bills must be settled in full
at the front desk before picking up the laundry.
Educational Cost Sharing

Educational grants will be available on the following basis:
Employees must be employed for a minimum of 3 months. The program selected is
to be pre-approved by your department head and the General Manager or
Assistant General Manager as being beneficial to your position. The hotel will
reimburse the employee a maximum of 50% of the cost or $50.00, whichever is
less upon the successful completion of the program.
Exceeed Guest Expectations Luncheon
Every four months Your Hotel will be reviewed by the Brand who will judge the
overall property cleanliness, property condition, and the knowledge of the Front
Desk staff. If the property meets or exceeds the second highest ranking,
management will invite all staff to a luncheon to celebrate the attainment of this
goal.
Father’s Day
Father’s Day – gift certificates
Halloween
Halloween costume contest and pumpkin carving contest. The guests are the
judges.
Happy Birthday
Every employee will receive a Birthday Card on the appropriate date. In addition,
each staff member who has been with the property for over 1 year will receive one
pair of movie passes.
Hotel Property Bookings

If an employee or their immediate family wishes to stay at any Name of Chain or
Property, there is an employee discount, depending upon availability. Outline the
discount and terms and conditions of the discount.
Local Attraction Tickets

Your Hotel has negotiated a special rate of $00.00 for you and your family at Name
of the Local Attraction. Arrangements are to be made with the Human Resources
Manager.
Manager of a Department for a Day

▪ This will be an ongoing program
▪ Each associate will have an opportunity to shadow a manager for a day.
▪ Example: Candace at Your Hotel would be told she would be manager for the
day on Thursday of next week.
▪ She will wear "Manager for a Day" button.
▪ She will assist in assigning rooms.
▪ Shadow inspection of rooms.
▪ Communicate with front office and maintenance.
▪ Assist in handling minor problems.
▪ When possible attend staff meeting.
Mother’s Day
Mother’s Day – corsage or rose
Restaurant
If you have a property restaurant, staff are entitled to a discount of 20%. This
discount may be extended to immediate family members who join you.
If you are taking food from the restaurant during working hours (breakfast, lunch,
dinner etc, you will receive 40% off the price of the meal.
Restaurant Sunday Brunch

Once each year, staff members who have been with the Company for over 90 days
will receive a pair of Sunday Brunch vouchers for Our Restaurant. The vouchers
will clearly indicate that a gratuity of not less than $6.00 be left at the table. These
vouchers will be distributed throughout the year by department.
Accounting/Human Resources June
Food and Beverage January
Front Desk May
Housekeeping February
Maintenance March
Sales April
Service Awards
Service Award – Employee of the Year
This Service Award will be given to recognize the employee (all employees
except Department Heads and higher are eligible) who best exemplifies the “I
Can Do It” attitude to our guests and fellow employees with a consistent
outstanding level of service over the course of the year.
Election Procedures
During the first week of November, ballots will be distributed to all employees.
There will be a seven day period for employees to submit their choice to the
Human Resources Manager with an explanation as to why they chose this
individual. Only in the case of a tie will the General Manager vote.
As winner of the Employee of the Year, the individual will receive the following:
1. A certificate
2. $ cash award
3. A weekend for two at the Name of Hotel, with breakfast & dinner.
4. A copy of the certificate will be copied to your personnel file
Service Award – Exceptional Service Employee Award

This service award is to be given to an employee who is going beyond what
could reasonably be expected in service to a guest, their fellow employee or

to the hotel. All submissions for this award must be made to the General
Manager who will have sole discretion in granting this award. The employee
exemplifies the “I Can Do It” attitude.
This award will also be provided to members of the Health and Safety
Committee who have served a minimum of three months on a yearly basis.
As winner of this award, the individual will receive the following:
1. A Certificate
2. Their choice of movie passes (2),
Our Restaurant Sunday Brunch (2).
Service Award – Food and Beverage

Each quarter, through a vote of the F&B Management Team, a Food and
Beverage Award will be given. All Front of House and Back of House
employees will be eligible.
The criteria for giving the award include one or more of the following but are
not limited to:
• The completion of all tasks in a timely and efficient manner
• Exceeding the guest’s expectations or the expectations of your co-worker
• The setting of attainable goals for yourself and the timely completion of
same
• Meeting or exceeding service, health and safety, grooming or training
standards
The individual winner will receive the following:
1. A certificate
2. A $50.00 cash award.
3. A copy of the certificate will be copied to their personnel file.
Service Award – Housekeeping
Each month, through a vote of the guests of the property and a supervisor’s
evaluation of the housekeeper, a Housekeeping Award will be given. There must
be a minimum of 25 votes in total for this award to be given.
The individual winner will receive the following:
1. A certificate
2. A $50.00 cash award.
3. A copy of the certificate will be copied to their personnel file.
Valentines Gift
Valentines Day – box of candy.
Other Suggestions…
Pizza parties/or free meals
Weekly raffles for prizes
Day-off scheduling flexibility
Clean and comfortable place to take breaks
Refrigerator in the break room stocked with soft drinks
Weekly or daily motivational meetings
Free week of child care
Wall of fame photographs
Positive comments from guests posted on a bulletin board
Personal note of thanks in the employee’s pay envelope
Employee’s birthday off with pay
Movie or sport event tickets for the employee’s entire family
DUTY MANAGER OPENING CHECKLIST
UPON COMPLETIO
FRONT DESK  Monday
 Reader boards up to date and clean. Mngr ________ date ____
 Sections determined and mapped out.
 Special reservation requests reviewed and managed.
 Bathrooms, lobby and banquet lobby clean  Tuesday
 Lobby tables and chairs organized and clean Mngr ________ date ____
 Roses prepared for the evening.
 Specials table ready and special entered into the computer
 Host/Hostesses in dress-code and ready 15 minutes prior to opening.  Wednesday
Mngr ________ date ____
DINING ROOM FLOOR
 All tables set for proper guest total  Thursday
 Fried Spaghetti on all tables
 Candles lit Mngr ________ date ____
 All tables and booths clean, centerpieces stocked, clean and set correctly
 All side stations properly stocked and clean  Friday
 Dessert tables prepared and nicely arranged (height/symmetry/candle)
 Holiday announcements on each table Mngr ________ date ____
 Busser station stocked (linen, rolls, dipping plates, oven / warmer on, take-out items)
 Servers and bussers in dress-code and ready 15 minutes prior to opening.
 Saturday
BAR Mngr ________ date ____

 Glassware and Inventory stocked.
 Register on with cash counted and detailed on checklist  Sunday
 Ice-bins full
 Bar chairs straight, bar surfaces clean. Mngr ________ date ____
 Tall bar tables arranged, chairs straight, candles lit
 Bartender in dress-code and ready 15 minutes prior to opening.
“Opportunities are usually disguised
KITCHEN work. That is why not all people reco
 Coffee machine on
 Cheese graters stocked and cheese in zip lock bag on the line them.”
 Sections posted
 86 board update with notes / 86 items
 Oak room heat off (if on in winter)
GENERAL
 Lights on and at correct levels
 Music on and at correct levels
 HVAC on and at correct levels
 Outside lobby organized and swept
 “Less than 10 minute wait / Banquet Parking” sign facing correctly
 Reservation report run and at front desk
 If Room C – lights, music, HVAC and a/v ready, menus printed on ivory paper
 Do we need parkers? (banquet or dr)
 Do we need a runner?
 Are we taking walk-ins? Time quoted?
 Server Meeting notes ready, server meeting @ 4:45pm then posted.
DUTY MANAGER CLOSING DUTIES

STAFF CHECKLIST UPON COMPLETION

 Busser Station closing / daily duties completed, initialed and dated.
 Bar Station closing / daily duties completed, initialed and dated.
 Monday
 Hostess closing / daily duties completed, initialed and dated. Mngr ________ date ____
 Server Side-work completed, closers checked and side-work cards returned to front desk.
 Tuesday
GENERAL CHECKLIST
Mngr ________ date ____
 All Staff is clocked out … run a pre-close report in micros
 All silverware is sorted, cleaned and restocked. Communicate w/Bqt.
 All booths are wiped down and clean  Wednesday
 Oak Room left unset, TWR and WR are reset w/silverware, plate & wine glass
 All dirty linen is downstairs Mngr ________ date ____
 Dish pit is organized, clean, and broken down. No more than 2 bus tubs of glass
 All candles are out
 All chairs are up (except Monday & Tuesday)
 Thursday
 Wednesday – all booths up, bar chairs up Mngr ________ date ____
 Direct a proper reset after Rm C events (tables, linen, chairs & vacuum!)
 If room C event, HVAC, lights, trees & lights off.
 If daytime event in DR tomorrow, set per sales managers direction  Friday
Mngr ________ date ____
CASH OUT REMINDERS
 Cash out all servers/bartenders  Saturday
 Double count all money coming in and going out during cash-out
 Gift Tender/Sold, House Charge, Comp and Coupons accounted for and separate from work. Mngr ________ date ____
 Birthday coupons filled in by servers
 Regular coupons initialed by manager
 Room C / Banquet Events are attached to banquet sheets and separate from work  Sunday
 Cash out sheet is filled in entirely and initialed
 Run report and double check cash out sheet totals
Mngr ________ date ____
 All money is counted by denomination and paired with calculator printouts to confirm
 Drop work, report, beige box money and bar money into the safe
 Closing manager is accountable for discrepancies “Opportunities are usually disguised
hard work. That is why not all people
FINAL WALKTHROUGH recognize them.”

 All basement and office lights are off including coolers, freezers, boiler room
 All kitchen lights are off
 All banquet & dining room lights are off including Wine, Tower, Oak rooms, Specials table
 Bathroom lights are off
 Oak room heat off (if on in winter)
 Dining Room and lobby HVAC turned off, double check ballroom HVAC
 Coffee machines, heat lamps, dishwasher, ovens and stoves are off
 Music is turned off, double check ballrooms
 All doors are locked, double check “office” entrance
 Wine room painting and fan is off
 If winter, leave entrance heater on, turn ladies room heater off
FINAL CLEANING
 All server sections are hokied (chairs moved, booths pulled out)
 Busser station is swept & mopped
 Bar is swept & mopped, trash removed
 Lobby is swept & mopped, trash removed (lobby mop after all guests are gone)
 Bathrooms are cleaned, trash removed
 Banquet lobby is cleaned
LOOKING AHEAD
Any servers have a bad night / good night or large party? Add to notes below
Any breakfast events tomorrow? Have the lobby, bathrooms and entrance presentable.
Reservations tomorrow … any need to cut / add staff?
NOTES: (Issues w/guest or staff, good or bad. Rm C notes or general “FYI”s)

Manager - Time Management

Guide
 This Guide is designed to support the training of Closing
Managers and Restaurant Managers
Key Elements of Managing the Shift

o Train the team on progressive closing
o Plan your schedules and monitor labor by productivity and

ensuring breaks
o Follow the sequence guide checklist
Schedule for the main areas (recommend 3 closers, minimum)

1. Kitchen and Dish
2. Cooks Line
3. FOH and Dining Room
To Improve Effectiveness of Close

Ensure the RIGHT TOOLS, RIGHT PROCEDURES and the RIGHT GAME
PLAN is in place:
o Develop your team (Managers and Team Members)
o Insist on training people correctly – no short cuts
o Provide the necessary resources – cleaning tools, chemicals and
proper labor
o Expect high standards, do not compromise: use the number
rating system on the closing checklist to move your closing
performance from fair or good to excellent
Manager's Time Management for Maximum Efficiency
4 hours before close:
1) Assign station checklist to appropriate team member/provide any feedback

from opening management (reinforce or redirect).
2) Set up game plan for one-on-one training with at least one team member to
improve cleaning on a station and work toward complete cross-training of each
team member on the closing proficiency chart.
1) Begin breaks - use the gaps on stations to cross-train the employees to fill in
for each other.
2) Bring your clipboards near the front area to keep your eye on service and your
paper work organized.
3) Give the kitchen people their breaks first since they must do the heavier
cleaning tasks the next hour.
4) Pre-bundle cash from closing any dinner shift cash drawers.
5) Count dinner shift waste buckets.
1) Follow up on all station stocking. Practice "clean as you go" on dishes.

2) Provide the front cashier their break first, so they can concentrate on finishing
the dining room when they come back.
3) Provide the last break before dining room closes so that when the dining room
door locks, your attention can be to monitor service as well as the closing tasks
that begin one hour prior to lights out.
1 hour before close:
1) Perform a thorough security check prior to locking dining room door.

2) Follow up on "one hour prior to close tasks" for each team member to ensure
they are on track.
3) Count down all remaining cash drawers and take cash pull from Bar, pre-
bundle money in safe.
4) Stay in service, but begin pre-counts on food inventory in 5-minute segments.
For example, count beef and chicken and check service. Then go back in walk-in
and count specialty items, check service. Never lose focus of service while pre-
closing.
At Close
1) Perform thorough security check prior to turning lights out. Look for suspicious
vehicles on lot.
Recheck security of back door.
2) Provide immediate direction on tasks to complete "post close" for each team
member with time requirements.
3) Count remaining waste.
4) Count remaining cash drawer immediately so cashier is free to complete all
tasks.
10 min. post close check
1) All dishes must be cleaned within 30 minutes so broiler/stove parts can begin
being washed after 30 minute cool down. This is a critical area to monitor for
productivity and time management. The sink can cause unnecessary delays and
waste labor.
2) Count wrapped food prior to placing in walk-in.
20 min. post close
1) All dishes are being washed at sink.

2) The toaster/Panini press is cleaned
3) Your job is to count remaining food items and input counts into system.
30 min post close
At ½ hour after close, check progress of team members:

1) Broiler parts should be coming off and over to the sink.
2) You should balance cash in safe after monitoring progress.
45 min. post close
At 45 minutes after close, your goal is to be out on the floor again and monitor
progress:
1) FOH person should be done with their area and helping out on washing broiler
parts at sink.
2) Hoods should be almost done.
3) Your job is to begin following up on station tasks. All station requirements
must be met prior to starting on the floor.
1 hour post close
At this time, your goal should be to have your team starting on floors:
1) FOH person sweeps.
2) Kitchen/Dish puts soapy solution on floors.
3) Cooks Line deck scrubs.
4) FOH squeegees.
5) Kitchen/Dish rinse mops.
6) Cooks Line begins clean up at tool station.
1 ½ hours post close
Your goal after 21 days of practicing the sequence checklist and ensuring all tasks
are met is to have your team finished at this time.
21 days to make it a habit – the hard work and follow-up will be well
worth the effort. Your “Great Close” will have a significantly positive
impact on the success of your Restaurant, your Team and Guest
Satisfaction!
CONGRATULATIONS ON TAKING THE STEPS TO ENSURE A “GREAT

CLOSE”
Weekly Management Duties
11:55-12:00 (While driving into the parking lot observe)

 Condition of parking lot? Litter, damage etc.
 Dumpster areas, are they clean? Are the lids closed?
 Sidewalks, clean of leafs etc.?
 Back door closed when there are no deliveries?
12:00–2:00
 Take care of anything you saw while driving in…

 Get with prep supervisor or KM regarding issues of the day
 Read Red Book, make notes if necessary
 Count safe and bar drawer, document safe count sheet
 Turn phones on, take call-aheads to increase sales!!!!!!
 Check results from previous day (sales, labor, liquor, survey results) what can you do to
make them better?
 Check projections for current day are they still accurate, check call-aheads from main
office
 Check line-up for the day, make adjustments and take care of call-offs
 Call take outs from previous day to confirm 100% customer satisfaction
 Take a quick look at the close from the night before, make notes and communicate
 Take care of respective duties – liquor orders, server performance analysis, schedules
(GM’s checking schedules for the next week, costing out BOH labor, and FOH labor,
preparing manpower staffing plan etc.)
 Prepare well-thought-out shift meeting sheet with sales projections
 Set up the from desk for a stress free successful night
2:00–3:30
 Adjust thermostat for the evening to proper temperature
 Schedule interviews, orientations, familiarize yourself with apps in progress etc.
 Check to see how we are doing staffing wise for the week, don’t wait till Friday Night!!!!
 Cost out the nights labor projections, are they in line (BOH & FOH)
 Visit with hotels, local business, schools – promote daily promo (seniors, kids, college
students, businesses)
 Schedule feedback sessions with servers, schedule reviews with poor servers
 Restaurant self-inspection, go through the checklists!
 Get with prep to see how they are doing for time, send home if necessary
 Continue answering phones/take call-aheads – increase revenues!!!!!!
 Organize your personal box, along with the rest of the office
 Walk through dry storage, cooler, freezer etc, check stock and organization
 Pick an activity/task that employees do and make it better (pantry, dish etc.)
 FOH Pre-meal check which consists of:
 Check restrooms, music, lighting, blinds, table readiness, chairs, opener’s
duties, bar readiness, lightbulbs, cleaning duties, delegate, answer phones
make notes and follow-up
4:00–4:45
 Thorough line check with KM – make notations on line check that need follow-up, check
for food rotation, check prep sheets and ensure proper amount of food has been made for
the nights projections
4:45–9:00
 4:45 Server shift meeting, be sure to seek out and speak with later arriving servers
personally
 Greet the FOH staff, observe uniform standards, observe guest flow, no false waits
 Host at door, ready with menus in hand
 Observe timeliness of staff arrival, proper management for late arrivals
 Communicate flow of guests to kitchen
 100% table touches
 Observe for poor performance in service and food
 Monitor ticket times, monitor food quality
 Restroom checks being done hourly
 Cut staff as needed
 Open the door for as many guests as you can
9:00–Close
 Follow up on any unhappy Customers: Get names, address & return gift certificates?
 Calculate the daily sales and labor costs, how well did you manage them today?

Weekly Management Duties
(While driving into the parking lot observe)

 Condition of parking lot? Litter, damage etc.
 Dumpster areas, are they clean? Are the lids closed?
 Sidewalks, clean of leafs etc.?
 Back door closed when there are no deliveries?
Before Opening
 Take care of anything you saw while driving in…
 Get with prep supervisor or KM regarding issues of the day
 Read Red Book, make notes if necessary
 Count safe and bar drawer, document safe count sheet
 Turn phones on, take call-aheads to increase sales!!!!!!
 Check results from previous day (sales, labor, liquor, survey results) what can you do to
make them better?
 Check projections for current day are they still accurate, check call-aheads from main
office
 Check line-up for the day, make adjustments and take care of call-offs
 Call take outs from previous day to confirm 100% customer satisfaction
 Take a quick look at the close from the night before, make notes and communicate
 Take care of respective duties – liquor orders, server performance analysis, schedules
(GM’s checking schedules for the next week, costing out BOH labor, and FOH labor,
preparing manpower staffing plan etc.)
 Prepare well-thought-out shift meeting sheet with sales projections
 Set up the from desk for a stress free successful night
 Adjust thermostat for the evening to proper temperature
 Schedule interviews, orientations, familiarize yourself with apps in progress etc.
 Check to see how we are doing staffing wise for the week, don’t wait till Friday Night!!!!
 Cost out the nights labor projections, are they in line (BOH & FOH)
 Visit with hotels, local business, schools – promote daily promo (seniors, kids, college
students, businesses)
 Schedule feedback sessions with servers, schedule reviews with poor servers
 Restaurant self-inspection, go through the checklists!
 Get with prep to see how they are doing for time, send home if necessary
 Continue answering phones/take call-aheads – increase revenues!!!!!!
 Organize your personal box, along with the rest of the office
 Walk through dry storage, cooler, freezer etc, check stock and organization
 Pick an activity/task that employees do and make it better (pantry, dish etc.)
 FOH Pre-meal check which consists of:
 Check restrooms, music, lighting, blinds, table readiness, chairs, opener’s
duties, bar readiness, lightbulbs, cleaning duties, delegate, answer phones
make notes and follow-up
Line Checks
 Thorough line check with KM – make notations on line check that need follow-up, check
for food rotation, check prep sheets and ensure proper amount of food has been made for
the nights projections
Throughout Dining Hours

 4:45 Server shift meeting, be sure to seek out and speak with later arriving servers
personally
 Greet the FOH staff, observe uniform standards, observe guest flow, no false waits
 Host at door, ready with menus in hand
 Observe timeliness of staff arrival, proper management for late arrivals
 Communicate flow of guests to kitchen
 100% table touches

 Observe for poor performance in service and food
 Monitor ticket times, monitor food quality
 Restroom checks being done hourly
 Cut staff as needed
 Open the door for as many guests as you can
Closing
 Follow up on any unhappy Customers: Get names, address & return gift certificates?
 Calculate the daily sales and labor costs, how well did you manage them today?
Daily Management Duties
Line Checks
 Monday-Fridays
 Begin at 4:00pm
 KM or Kitchen Supervisor AND Opening Dining Room Manager
 Complete by 4:45pm
 Saturdays & Sundays

 Begin afternoon line check at 11:30am
 Done by KM AND Opening Dining Room Manager (less product for lunch)
 Complete afternoon line check by 12:15pm
 Begin dinner line check at 4:30pm
 Done by KM AND Opening Dining Room Manager (more product for dinner)
 Complete dinner line check by 5:15pm
Pre-Meal Checks
 Monday-Fridays
 Begin at 3:00pm
 Done by Closing Dining Room Manager
 Complete by 3:15pm
 Saturdays & Sundays

 Begin afternoon check at 11:00am end at 11:15am – Done by opening manager
 Begin dinner check at 4:00pm end at 4:15pm – Done by closing manager
Daily Manager Posts

 Monday-Thursday: GM/AGM-Table Mngt & Front Desk, KM/Supervisor-On expo
 Friday, Saturday & Sunday: GM-Table Mngt, AGM-Front Desk, KM-On expo
 (Friday, Saturday & Sunday one employee is scheduled as a runner/expo to help KM)
Fridays & Saturday Nights

 Set up front desk & lobby for busy night (pagers, wait sheets etc.)
 Set up wine tasting trays, bottles and cups
 Set up food tasting trays, toothpicks and napkins
Sunday Activities
 New employee orientations
 New employee training seminars
 Organize training for the next week
Sunday Night Closing

 Food inventory
 Liquor inventory
 Labor analysis
 Revenue calculations
 Profit analysis
 Weekly re-cap (staffing, food, maintenance, etc.)
 Notes for the Friday meeting to make the weekends more profitable
Manager on Duty Report
Manager on Duty Date
Shift: Evening Shift, 6:00 – 9:00 p.m. Weather:
Front Office Yes No Comments...

Read Duty Manager Book
Discuss any current problems with GSR’s
Review Occupancy situation
Have all group blocks been released?

Has the “Discrepancy Report” been completed?
Are any rooms “off-market”? Get them back!
Have all 4 pm non-guaranteed reservations been
cancelled?
Has the internet been checked for reservations?
How many rooms are left to sell?
Shop competitive properties. What rates charging
tonight?
What rate are the GSR’s selling?
Has the rate been  set re-set to sell out?
If sold out, refer to:
Best Practices
Are courtesy calls being made? Duty Manager to help!
If sport teams in-coming, are team forms being
signed?
If groups are arriving, have rooming lists been
entered?
For group blocks, have rooms been pre-assigned, keys
made?
Have all reservations been reviewed and entered
correctly?
Has “In-House Report” (credit) been given to
restaurant?
Walk-Around Yes No Walk-Around Yes No

Front Desk, Lobby Stairwells/Corridors
Check in/out is efficient Clean of refuse, room service trays
Front Desk is organized and neat Ice & vending areas clear & Operation
Aware of any groups checking in/out Emergency exits clear and well lighted
Is the lobby clean/neat Fire fighting equipment in place
Back office clean/neat Storage doors locked
Guest Rooms Pool clean, enough towels
Any dirty rooms to be left by Security Check
housekeeping
Clean and properly stocked Any occurrence reports after 10 p.m.
Plumbing operating Any lights blown or not operating
All key cards in place except those in
use
N.B.: Shifts run from 6 pm the day previous to the shift to 6 pm day of shift
1. Primary responsibility is seeing to the well being of the Hotel and its Guests.
2. Responsible for assisting (if necessary) in handling all guest complaints.
3. Responsible for assisting (if necessary) in handling all guest and hotel emergencies.
4. Responsible for ensuring that all hotel functions and function rooms are OK.
5. Responsible for walking the property once every two hours.
MANAGEMENT INTERVIEW FORM
Position: _________________________________________
Applicant: ________________________________________
Interviewer: _______________________________________ Date:

________________________
BEFORE THE INTERVIEW - Select two questions to ask in each behavior

dimension.
AFTER THE INTERVIEW - Review your notes, adding comments. Establish a

rating for each competency
on the individual interview sheet. Transfer the appropriate
rating below.
Scale
5 Exceptional
4 Better than Average
3 Fully Qualified
2 Less than Fully Qualified
1 Unacceptable
Administration 1 2 3 4
5
Communication 1 2 3 4
5
Interpersonal 1 2 3 4
5
Leadership 1 2 3 4
5
Motivation 1 2 3 4
5
Organizational Knowledge 1 2 3 4
5
Organizational Strategy 1 2 3 4
5
Self-Management 1 2 3 4
5
Thinking 1 2 3 4
5
Rating _____________
Overall Impression
Exceptional Strong Capable Weak

Very Weak
ADMINISTRATION
1. Give me an example of a time when you were effective in doing away with the
~”constant emergencies” and “surprises" in your work climate. How did your
planning help you deal with the unexpected?
2. Tell me how you keep track of the multiple priorities in your current job. Give me
an example that demonstrates your ability to organize and maintain a system of
records to facilitate your work.
3. Organizing and scheduling of people and tasks is a necessary function in managing

a productive work environment. Tell me about a specific work situation that
illustrates your organization and scheduling ability.
4. Time management has become a necessary factor in personal productivity. Give

me an example of a
time management skill you have learned and applied at work. What resulted from
the use of the skill?
COMMUNICATION
1. What has been your experience in making presentations or speeches to small or

large groups? What has been your most successful experience in speech making?
2. Tell me about a specific experience that illustrates your ability to influence another
person verbally. What did you have to convince them of? How did you go about it?
What was the result?
3. This job will require you to spend large amounts of time talking to others. When
have you had to work in this type of situation and how did it affect you?
4. Tell me about a time when active listening skills really paid off for you. Maybe a
time when other people missed the key idea in what was being presented?
INTERPERSONAL
1. The correct understanding of differences in personality can impact on work

decisions, such as work assignments, employee motivation and conflict
management. Tell how your knowledge of personality differences benefited your
effectiveness.
2. Building rapport is sometimes a challenging thing to do. Give an example of a time

when you were able to build rapport with someone at work, even when the
situation was a difficult one and the odds were against you.
3. From time to time, all of us are confronted by someone who wastes our time Tell
me about a situation like that. What did you do?
4. Reading people can be an important skill. At work, when has your analysis of
another's motives and feelings paid off for you?
LEADERSHIP
1. Tell me about a time when you had a subordinate who was not performing up to
expectations or who had poor work habits. How did you deal with that employee?
2. Building a team spirit to get results is often a very difficult thing to do. Tell me
about a time when you had your greatest success in building a team. What specific
results did the team accomplish?
3. There is a big difference between being committed to an individual or to a team.

Tell me about a time when your commitment to a person was tested because of
your commitment to a team. Explain what you did and why.
4. Describe a time when you worked with others who did not work well together.
What did you do and what was the result?
5. Being able to change another person's behavior is a skill and a responsibility of

managers. Tell me about a time when you were successful in this area. What was
the payoff for you, the other person and the organization?
6. Sometimes we use the authority of our position to lead and sometimes we lead by
example. Give me an example of a time when you did each.
MOTIVATION
1. Give me an example of any specific time when you found it necessary to give long
hours to the job. For example, tell me about a period when it was necessary to take
work home, work on weekends, or maintain unusually long hours. Be specific.
2. We all have to make decisions on the job about the delicate balance between
personal and work objectives. Tell me about a time you had to make personal
sacrifices in order to get the job done. Tell me about a time when it was not
possible to change a personal commitment to meet demands of work. How did you
deal with each situation?
3. Sometimes we feel a great sense of urgency to get short-term results. Other times
we are more "laid back" in our approach to work. Tell me about times when you
used each approach.
ORGANIZATIONAL KNOWLEDGE
1. How long were you at before you felt comfortable in the job? Which parts took the
most time or were the most difficult to learn? Why?
2. Give an example of an assignment, which utilized your expertise in this field to the
full extent. Describe the task and what you did.
3. What certifications do you hold that are work related? Do you have the opportunity
to be active in any professional organizations? If so, which ones and what is your
participation level?
4. Describe a time when you used tools such as survey data, financial reports or
statistical data as important contributors in resolving a problem.
ORGANIZATIONAL STRATEGY
1. Give me five expectations of customers when visiting a restaurant and tell me how
you go about filling those needs.
2. Tell me about a situation where you had to manage severe financial outcomes.
Detail, as much as possible, the way you used policy and procedure to ensure your
effectiveness.
3. Tell me how you go about maintaining the staffing in your unit. How do you plan
for 12 months ahead?
4. Describe some specific procedures you use to keep your financial figures within
budgeted targets.
SELF-MANAGEMENT
1. You have probably had a situation where you have worked really hard enforcing a
new procedure and were then told to change and to do things differently. How did
you handle that situation?
2. Sometimes it is necessary to work in unsettled or rapidly changing situations.

When have you found yourself in this position? Tell me exactly what you did.
3. Tell me about the last angry customer you dealt with. Be specific about what the
issue was and how the issue was resolved.
4. At some time, we all deal with interpersonal conflict or rejection at work. Give me
a time when you faced these demands.
5. Describe a high-pressure situation you had to handle at work. Tell me what

happened, who was involved and what you did in terms of problem solving.
6. Give me an example of a time when another individual really tried your patience.
Specifically talk about a time when you were angry or frustrated and felt like
fighting back.
THINKING
1. Give me an example of a project that you took on this past year that involved a
great deal of planning.
2. Describe a tough decision you have had to make in the past 12 months. What was
the process for decision-making and what was the result?
3. In many problem situations, it is often tempting to jump to a conclusion to resolve

the situation quickly. Tell me about a time when you did this and later wished you
had not. What did you learn from this? Tell me about a time when you resisted this
temptation and thoroughly obtained all of the facts before coming to a decision.
4. Describe a time when you were proud of your ability to use your mathematical knowledge or
research techniques to resolve a problem at work.
Food and Beverage Controls Spot Check Report
Department: Auditable Function:
Discussed with: Date:
Question Yes No N/A Comments

Is Point Of Sale (P.O.S.) interfaced with Front
Office System (F.O.S.)?
 If not, review the existing system (revenue
cycle) and make a note of observed control
weakness.
 Does the person handling cash also have access
to print cash sales report?
 If yes, perform cash count and tally it to cash
sales report.
 In case of any cash Overage/ Shortage, verify
the same on next day with Income Auditor.
 Are item prices per menu (F&B outlet)
matched with prices in P.O.S. system
(reconcile for some of the items).
 Is daily listing of Void items prepared, reasons
explained and approved by the authorized
person?
 Are the following applicable, tick the
respective boxes below?
100% Entertainment  Officer’s
Check  Band 
50% Staff discount on F&B Other
discount ….% -
 Is prior approval obtained before giving
entertainment discount
 Is unit staff listing with signature available for
reference in the outlet to ensure that only
authorized staff can sign officers’ meal check?

 Are discount policies number available in the
outlet for reference?
 Select few tables occupied by guest for spot
check.
 Are items served/number of persons on table
matched with the system open check and
manual KOT?
 Are any open checks in the P.O.S. system pending for
settlement other than checks for the
occupied tables (Ask cashier/steward to print
the open check report)?
 Check few on hand settled check with
cashier/steward against manual KOT.
 Check the opening and closing time on few
settled checks and investigate the reason for
any unreasonable time difference.
 Is access to change the mode of payment
restricted with restaurant manager/assistant?
 If yes, verify the same to transaction
(applicable if such transaction occurred before
spot check).
 Are items punched in open food/beverage key
correctly priced and marked on restaurant
check for identification?
Food and Beverage Cost Control Checklist
Prepared By : _______________________ Reviewed By :

________________
Date : _______________________ Date :

________________
WP Ref.
Audit Steps
1. System Documentation
 Document the procedures of the F&B revenue cycle for the

following:
- restaurant (specialty/à la carte)

- restaurant (buffet)
- breakfast
- lounge service
- banquet & conference
- bar beverage sales
- room service
 Evaluate the adequacy of controls.
 Ensure there is a designated restaurant cashier and that guest

billing is mechanised.
WP Ref.
Audit Steps
2. Guest Orders/Captain Orders
 Ensure there is proper control over the guest or captain orders.
 Ensure that the guest or waiter orders are serially numbered,

matched to the respective guest bill and are properly accounted for
at the end of each shift.
 Determine whether the guest order is rubber-stamped by the

cashier before forwarding to the kitchen or bar to dispense the food
and/or beverage. Ensure no goods are issued until the chef or
barman is in receipt of guest order/waiter order stamped as
received by the cashier.
3. Guest Bills
 Check the guest bills to the respective guest order and the menu
price of the items ordered. Ensure accuracy of billing.
 Determine the procedures for posting bills to guest room charges.
 Determine whether the POS system is linked to the hotel system.
4. Buffets & Lounge Service
 Ensure the guest orders are controlled by the host or cashier as

opposed to servers.
 Ensure the number of covers and table number is recorded on the

guest order prior to seating guests.
 Ensure the guest orders are settled by the Cashier.
 Ensure that the guest orders are serially numbered, matched to the
respective guest bill and are properly accounted for at the end of
each shift.
WP Ref.
Audit Steps
5. Bars
 Perform a bar observation when you first arrive on property,

observe the following:
- Checks are presented to guests after the order has been

recorded in the register and prior to payment.
- Room key or credit card is obtained from guests running a tab
6. Room Service
 Ensure that the waiter’s dockets recording room service orders are
serially numbered and properly controlled.
 Ensure the waiter’s dockets contain critical details like room

number, description and time of service and guest’s signature.
 Ensure the waiter’s dockets are matched to the food release docket
from the room service kitchen and are properly accounted for at
the end of each shift
 Test check the billings and ensure they are charged correctly to the
respective guest.
7. Voids
 Observe and document the security of POS manager's keys for

processing voids. (i.e., key is not left in register, kept in drawer at
register, etc.).
 If key controls are lax, expand testing by performing the
following: Obtain the final register reports for two days with voids
and perform the following:
- Trace the void total per the final reports to the actual void
checks. Sight evidence of management review.
 Review void tickets to ensure voids are adequately explained.
WP Ref.
Audit Steps
8. Banquet & Conference
 Review the reservation procedures.
 Ensure detail banquet instructions lists are prepared prior to each

function. It should include the following:
- weekly list of functions for staffing purposes and F&B orders;

- daily list giving details of locations of functions, type of
function, the numbers attending and the manager dealing with
each function;
- house list circulated to personnel dealing with items such as
special lighting, microphones, table linen, overhead projector
etc.
 Select 2 banquets and review the correspondence between the

hotel and the banquet organiser noting the agreement of date, start
and finish times, number and price per person plus any fixed
charges.
 Ensure the events were recorded on the Functions Diary with the
above details together with an analysis of the facilities required.
The entries in the diary should have an authorising signatues.
 Each banquet should have a file where copies of the requisitions

from the relevant store is kept. The quantities should be reconciled
that recorded on the Functions Diary.
 Review the usage of casual labour and the number of full-time or

part-time staff deployed for the banquet. Review the
reasonableness.
 Check the correctness of billing.
9. Sale Of Swill (food scrap)
 Determine how swill are handled.
 Evaluate the adequacy of control.
Hotel Cost Control Checklist

Prepared By : _______________________ Reviewed By :

________________
Date : _______________________ Date :
________________
WP Ref.
Audit Steps
1. Purchase
a Quotation
 Ensure vendors selected are approved by management.
 Ensure vendor list is periodically reviewed by management.
 Ensure purchase request is properly approved by user department.
 Check quotations are obtained from vendors according to

corporate policy (monthly/quarterly/half-yearly update of price).
 Match quotations with price comparison list.
 Ensure vendors are selected based on quotations submitted and,

more importantly, on vendor’s past performance.
 Ensure quotation selected is approved by purchasing manager.
 Ensure cost plus vendor is approved by financial controller and

general manager.
b. Purchase Order
 Match purchase order to supporting quotation to ensure corporate

policy on selection of vendor is followed.
 Ensure management has checked the estimated inventory level

does not exceed the maximum inventory level. If exceeded,
customer order is needed to support the purchase.
 Check estimated inventory level to past utilization rate to ensure

no over purchase.
 Ensure that there are detailed recipes to facilitate efficient

ordering.
 Ensure purchase orders are properly authorized by management

according to authority level.
WP Ref.
Audit Steps
2. Receipt
 Check goods received are supported by approved purchase order.
 Ensure goods received are properly inspected for quality and

quantity/net weight by Receiver.
 Check goods received to ensure expiry date of product is

acceptable.
 Ensure fresh/frozen/chilled food items received are marked with

receipt date to alert kitchen staff of potential usage period.
 Match invoice details to goods received.
 Check casting of invoice.
 Check posting to receiving report, inventory ledger and/or

accounts payable/general ledger.
 Ensure goods rejected are returned to vendor with credit note

issued.
3. Storage
 Ensure the method and place of storage is appropriate for the item.
 Evaluate that the storage area is secured from pilferage.
 Ensure the shelves are strong enough for the product, allow air
circulation and easy to clean.
 Ensure all items are stored at an appropriate temperature

appropriate for the product.
 Determine whether the storage area is clean and orderly.
4. Usage
 Ensure issues for storeroom are supported by approved stock

requisition.
 Perform yield test for high cost food items to ensure actual
utilization rate as compared to standard utilization rate is
acceptable.
 Ensure bottles and sales slips for high cost beverage items are
WP Ref.
Audit Steps
returned to storeroom to exchange for new issues of beverage.
Empty bottles must be destroyed by store personnel to avoid
duplicate issue of beverage.
 Ensure portion control is properly exercised.
 Check wastage to ensure no saleable portion is abandoned.
 Ensure voided orders are not served to customers.
 Review monthly wastage to ensure wastage (in amount and in

percentage) is acceptable.
5. Cost
 Ensure recipe and menu cost control is prepared timely and

updated every six months by Head Chef.
 Ensure accurate costing before menu price is finalized.
 Ensure all food and beverage portion/serving sizes are established

in conjunction with costing and pricing of menus. Observe what
comes back from the guests to determine whether the portion is
appropriate.
 Ensure free pouring is properly monitored.
 Check food and beverage cost only includes costs incurred for
revenue generating activities. Costs incurred for non-revenue
generating activities (i.e. duty meal and entertainment) are treated
in accordance with the nature of the activity.
 Ensure food cost percentage and beverage cost percentage, as

compared to budget and/or last year performance, is reasonable.
For significant fluctuation, explanation is required.
 Ensure weekly food and beverage cost report has been prepared
for timely control of food and beverage cost.
 Ensure management has reviewed the monthly and year-to-date

food cost percentage and beverage cost percentage.
DAILY – HOSTESS STATION CLOSING DUTIES
 Monday
 Front desk is clean an organized.
Mngr ________ date ____
 Left over roses are placed in the downstairs prep cooler
 Carpets are cleaned using the “carpet sweeper”
 Front doors are cleaned of finger prints  Tuesday
 “Banquet Display Table” is neat and clean Mngr ________ date ____
 Sauce display is stocked and full
 Reader boards for the next days events are posted  Wednesday
 Maintenance closet is stocked with toilet paper and paper towels
 Clean front patio of glassware and cigarettes Mngr ________ date ____
 Clean / reorganize front and banquet lobby. Re-linen as necessary.
 Pagers charging, surveys placed on charger  Thursday
 Specials table cleaned Mngr ________ date ____
 Entire Lobby is swept, including entrance
 Friday
Mngr ________ date ____
 Saturday
Mngr ________ date ____
 Sunday
Mngr ________ date ____
HOSTESS STATION CLEANING LIST
MONDAY – HIGHCHAIRS/BOOSTERS … NO CLEANERS TONIGHT!!

 **Change front desk and bathroom garbage. Thorough cleaning of bathrooms**  Monday
 Wipe down all lobby & bar chairs Mngr ________ date ____
 Clean highchairs and booster seats.
TUESDAY – FRONT DESK / SURFACES … NO CLEANERS TONIGHT!!  Tuesday
 **Change front desk and bathroom garbage. Thorough cleaning of bathrooms** Mngr ________ date ____
 Reorganize Front Desk, wipe down and organize, Clean hallway window ledges.
WEDNESDAY – FILE FORMS … CLEANING ASSISTANCE

 Re-stock file cabinet forms (at least 20 of each) and organize  Wednesday
 At the end of the day, roll up carpet in banquet hallway, Bar Chairs up on the Bar Mngr ________ date ____
THURSDAY – Board Room
 Completely dust and clean Board Room and Board Room windows.
 Dust/clean bottles, ledge and front doors  Thursday
Mngr ________ date ____
FRIDAY – WALLS / DOORS … UPPER SHELF

 Clean and organize Coatroom. Items left longer than a month discarded  Friday
SATURDAY – SUNDAY PREPARATION Mngr ________ date ____
 Clean Sunday Brunch Frames, trim brunch labels and place them in frames.
 Clean highchairs and booster seats.
 Saturday
SUNDAY – VACUUM OFFICES Mngr ________ date ____
 Clean & Organize coat-room and polish rack (if winter coat racks are up)
 No more than 4 highchairs necessary upstairs, extras go into banquet storage
 Dust /clean bottles, ledges and front doors  Sunday
Mngr ________ date ____
Security Officer Checklist
1. At the beginning of your shift, please come to the front desk to obtain
the key/keycard and post orders.
2. Patrols must be done at least once each hour. Do exterior and interior
patrols of the hotel. For exterior, please ensure that the parking lot is safe and
secure with no unknown people running around and making sure that all
doors around the hotel, including the restaurant are locked. For interior
patrols, please make sure that all meeting room doors and housekeeping rooms
are locked and that there are no people running up and down the halls. Make
sure all guest rooms are quiet and that they stay that way. Please inform front
desk if there is anything in the hallway such as garbage that may cause a fire
hazard or violation.
3. At the end of each round, the Security Log must be filled out with a
brief description of the areas covered and anything unusual that was found.
4. Handle noise complaints in an orderly fashion. The hotel has a no noise

tolerance policy. If you notice that there is noise in some guest rooms before a
complaint is made, stop the noise! Guests are to receive one warning only for
noise. If you have to go to a guest room more than once, you must tell them
that they will be asked to leave. Please follow through on what you say. If you
need help ask. If a guest has been asked to leave, a hotel representative must be
notified and they are to escort the guest off property. If alcohol is involved,
please notify the front desk immediately.
a. Any time there is an identified problem, the name of the guest and
their room number must be recorded.
b. Any time an action is taken (such as removal of the guest from the
property) and Occurrence Report must be completed.
5. There should be constant patrolling. At no time should there be

stopping at the desk to chat or should the patrol officer be seen by guests
smoking on hotel property. This does not make for a professional appearance.
Sleeping while on property is also not permitted. If there are two guards on
duty, please make your rounds separately, not together.
6. Please ensure that all hallways are clear by midnight. There should be
no loitering or guests sitting in the hallways after this time. Sports team groups
are to be in their rooms by 10pm. Children under 18 must be accompanied by
an adult at all times. Only people registered to a guest room can be in the guest
room after these times.
7. Please report all complaints, noisy rooms, or potential problems to the

front desk. This is our only communication with you so please check back
often.
8. Please assist front desk if at all possible. Not only do the guests in the
hotel, and the property itself, need to be safe, but also the front desk team.
9. Any deviance of the above will result in your immediate dismissal and
non-payment of any associated invoice.
Safety Inspection Checklist

SEVERITY CODES: A – Immediate Danger; B – Likely to cause serious injury; C – Likely to cause minor injury
SEVERIT
Y
ITEMS TO BE INSPECTED O COMMENTS
K A B C
Parking Lots
1. Are lot surfaces free of tripping hazards?
2. Is parking area well illuminated?
3. Is there a maintenance program to keep the

area free of ice and snow (where applicable)?
4. Are sidewalks in good condition, free of

tripping situations?
Front Drive and Hotel Entrance

5. Is drive area in good condition, free of
tripping/slipping situations?
6. Are access lanes to hotel kept free of parked
cars to allow for the arrival of emergency
vehicles?
7. Are curbs or other types of elevations painted
or clearly identified to prevent tripping?
8. Do entrance doors work smoothly and are
they free of sharp edges that could cut or snag?
9. Are threshold plates secure and free of
protruding screws etc.?
10. Are solid glass doors marked with a decal or

some form of identification to prevent guests
from walking in to them?
11. Do door closure devices work smoothly and
prevent the doors from slamming shut.
Hotel Lobby Area:
12. Is carpet area free of snags, tears, etc.?
13. Is floor in good condition and treated with

non-slip floor polish or some other slip
prevention means?
14. Is area free of obstructions that could cause
injury from tripping, slipping or bumping?
15. Are such things as ash urns, displays, etc., kept
out of general traffic patterns?
Public Areas
16. Are floors free of tripping situations?
17. Are fire exits clearly marked and are fire exit
directional signs illuminated?
18. Are stairs equipped with handrails that are
securely fastened?
19. Are stairs, ramps, etc. well illuminated?
20. Are directional signs easy to read to avoid

confusion?
21. Is there a smooth transition from carpeted

areas to hard floor surfaces?
22. Are changes in floor elevations clearly
identified?
23. Are doors leading to service areas identified

with SERVICE PERSONNEL ONLY signs?
24. Are restricted access doors kept locked?
Banquet and Meeting Rooms?
25. Are rooms kept locked when not in use?
SEVERITY
ITEMS TO BE INSPECTED OK COMMENTS
A B C
26. Are fire exits clearly visible and fire exit
directional signs illuminated?
27. Are fire exits kept free of obstructions such as
table and chair setups?
28. Is carpet in good condition, free of tears and
snags that could cause tripping?
29. Are electrical cords, etc. taped down when
used in meeting rooms?
30. Are meeting rooms inspected prior to use by
guests?
31. Are chairs and tables, riser platforms and steps

inspected prior to use? Do they meet hotel
safety standards?
32. Are risers or staging set-up against walls or
with railings to prevent guests from stepping
off the rear?
33. Are riser steps free of defects, secure and
steady?
34. Are service doors clearly marked to avoid

confusion with fire exits?
35. Are service doors identified for IN and OUT
directions?
36. Are ash urns, etc. kept out of normal traffic

patterns?
37. Are floors maintained during operating hours?
38. Are entrances free of obstructions?

39. Is area well illuminated?
40. Are chairs/tables inspected regularly to ensure
steadiness?
41. Are fire exits clearly marked and are signs
illuminated?
42. Are bus areas kept clean and in good order?
43. Are glasses stored away from ice bins?
44. Is area inspected prior to opening?
45. Are children seats (high chairs) secure and
steady?
46. Are employees instructed to clean up spills as
they occur?
47. Are servers instructed to warn guests about
hot plates and food?
48. Are employees instructed in the Heimlich
Maneuver life saving technique? Are
instructional posters displayed?
Kitchen Areas:
49. Is area well illuminated without the existence
of shadows and sharp contrasts?
50. Are fluorescent fixtures protected with plastic
covers?
51. Is floor in good condition without loose,
chipped or broken tiles?
52. Is there an ongoing floor cleaning program
during operating hours?
53. Is area in good order free of tripping hazards
and obstructions?
54. Are electrical panels unobstructed and clearly
marked? Are they kept closed?
55. Are hood systems, filters and ranges clean and
is a daily cleaning program in effect.?
56. Are hood fire extinguishing systems inspected
at least annually as evidenced by a dated
inspection tag?
SEVERIT
Y
K A B C
57. Are manual fire extinguisher controls

accessible?
58. Are employees wearing low-heeled,
appropriate footwear?
59. Are walk-in coolers and refrigerators at the
required temperatures?
60. Are floors clean and free of defects?
61. Are floor drains in working order?
62. Is there a routine cleaning program in affect?
63. Are pots, pans and other cooking equipment
inspected on a regular basis?
64. Is other food processing equipment, such as:
grinders, slicers, choppers, mixers, etc.
inspected daily?
65. Are walkways free of obstructions and
congestion?
66. Are floor mats placed in wet areas and in front
of wash stations and are they in good
condition?
67. Do garbage disposals have rubber guards that
prevent flatware etc. from entering the
disposal?
68. Are stacking and storage areas kept clean and
orderly?
69. Is trash emptied regularly, or often enough to
prevent unnecessary build up.
70. Are workers equipped with aprons and gloves?
Are rubber boots issued for areas that are
extremely wet?
Storage Areas:
72. Is floor free of defects and is it slip resistant?
73. Are shelves sturdy with no evidence of
weakening?
74. Are heavy items stored on middle to low
shelves with lighter items on higher shelves?
75. Is storage (stacking) kept at least 18 inches
below sprinkler heads?
76. Are fire exits and aisles free of obstruction?
Are exits illuminated and clearly marked?
77. Are employees trained in proper lifting
techniques?
78. Are there a sufficient number of handcarts and
lifting devices and are they sturdy with good
wheels?
GUEST FLOORS:
79. Are floors/carpets in good condition, free of
slipping and tripping situations?
80. Are fire exits clearly marked with illuminated

signs?
81. Are fires exit stairwells free of obstructions
and well lighted?
82. Do fire exit doors open freely and are door
closer devices working smoothly?
83. Are fire extinguishers inspected regularly as
indicated by a tag and is their location clearly
marked?
GUEST ROOMS:
84. Do door locks operate as they should?
85. Are evacuation instructions posted on the rear
of each guest room door?
SEVERIT
Y
K A B C
86. Are the innkeepers statutes displayed in a
conspicuous location?
87. Are there any frayed, broken, taped or spliced
electrical cords?
88. Is bathroom outlet ground-fault protected?
89. Is room carpet/floor in good condition, free of
tripping, slipping situations?
90. Is guest room furniture sturdy and free of
sharp edges, splinters or protrusions?
91. Are guest room windows restricted from
opening so wide that children or adults could
pass through?
Security:
92. Are guest room keys inventoried daily?
93. Are perimeter fire exits locked from the
outside to prevent unauthorized entry?
94. Are employees instructed to alert management
to the existence of suspicious persons or
activity?
95. Are guests advised to lock valuables in safe

deposit boxes or in-room safes?
96. Are guests requesting additional room keys
after check-in asked to show identification?
Swimming Pool:
97. Are pool rules conspicuously posted?

98. Are age limits strictly enforced?
99. Is the pool depth marked on the top edge and
side of the pool in both feet and meters along
with NO DIVING signs or symbols?
100. Is the pool water chemically checked daily
and documented?
101. Is pool deck cleaned often and free of
tripping situations?
102. Is required equipment, life pole and life ring,
visible and within easy reach?
103. Is there a telephone at poolside and is an
emergency number posted?
104. Are provisions made that will keep small
children from entering the pool area?
105. Is there a standard requiring hotel staff to
make frequent checks of the pool area during
all hours?
106. If a Jacuzzi is present, is the water
temperature set at a maximum of 102º F,
checked daily and documented?
107. Is water chemically checked daily and
documented?
Exercise Room:
108. Are rules conspicuously posted?

109. Are age limits strictly enforced?
110. Is the floor surface free of tripping situations?
111. Is the equipment free of defects that could
cause injury?
SEVERIT
Y
K A B C
112. Are Out of Order signs posted on equipment
that is not working properly? Is it scheduled
for repair?
113. Does equipment have instructions for use
posted near or on each machine?
114. Can area be secured?

116. Does a standard exist that requires staff to
make frequent checks of the area?
Accident Investigation Report

WCB Number Exact Location of Accident
Date of Injury Time of Injury Date Reported
Name of Injured Person Date of Employment
Age Home Address
Telephone Number Occupation Estimated Time Lost
Name of Family Physician Address of Physician
Name of Hospital (if taken) Address of Hospital
Describe clearly how the accident occurred.
What factors contributed to the accident?
What are the basic reasons for the existence of these factors?
Recommendations and corrective actions (has or will be taken to prevent reoccurrence).

Completion Date of Investigation
Senior Management Signature Date Reviewed
Other Information
Investigated By Management
HSC Date
Your Hotel Accident Investigation Form

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The Who, What, When, Where, How & Why of Accident Investigations...
Who?  Learn the names of all the people who were What?  Write down a brief description of what
happened.
involved in or witnessed the accident, or who Include details of equipment or
materials involved.
witnessed events leading up to or following  Include the name of any chemicals or
other materials
the accident. involved in the accident.
 Talk to supervisors and other workers who do  Check the equipment for defects. If
you are
the same kind of work that was involved in the unfamiliar with it, ask on of the
witnesses to assist
accident. in the examination.
 Be sure to write down names, addresses, work  Be sure to get the sequence of events
right.
location and phone numbers so that you can
get in touch later. When?  Write down the time the accident
occurred to the
best estimate of the witnesses and
those injured.
Where?  Describe the exact location of the accident.  Note anything significant about the
time, such as
 Take photographs of the scene from several “just at shift change” or “first day on
job”.
angles.  Note weather conditions at the time, if
relevant.
 Make a rough drawing of the scene and mark  Write down the time of your arrival at
the accident
the locations from which you took the photos. scene - the lapse of time between the
accident
 Note exits, ventilation, lighting, vehicle paths occurring and the investigation
beginning can make
and other relevant information on the diagram. an important difference in some cases.
How?  Describe the sequence - or sequences - of Why?  This is the hardest question to answer,
but it is the
events which led to the accident and your reason for your investigation. Start
with your initial
“presumed” cause of the accident. Your first impressions, but don’t stop asking
questions until
idea about how it happened may change as you are satisfied that you know ALL
the causes -
your investigation proceeds, but be sure to direct and indirect - of the accident.
record your initial impressions.
Maintenance Tracking and Follow-up

Report
Mainten Date Location Completed

. Issued of Problem Problem Description By Date
Slip #
1. Maintenance Request Forms must be issued for all repairs

2. Every Maintenance Request Form must be entered onto this summary sheet
3. Items not completed by the end of the week must be entered at the top of next weeks sheet
4. Copies to be submitted weekly to the Executive Housekeeper and to the General Manager
Purchasing Checklist
To Be
Status By
Product specifications are available and
used in the purchasing process
Product specifications also include suitable
substitute products
Par levels have been established on all key
products based on current usage and
delivery frequency
Par levels are increased or decreased as

product usage / sales activity changes
Current product on hand and par levels are
used to determine ordering quantities
Purchasing personnel are not involved in
receiving procedures
If competitive bidding is used, quotes are
received over a fax machine
Freight charges are considered in the
bidding process
Electronic purchasing is used if possible
Factors besides price are considered, such
as quality, consistency, credit terms, local
or long distance warehouse, etc.
When requested products are not available,
vendors know to verify suitable substitute
products and prices
A prime vendor program has been
investigated and is in use if practical
If a prime vendor program is in place, it is
put out to bid at least annually
Quantity discounts are normally avoided,
unless there is a compelling case for
purchasing more product than needed
An approved supplier list has been created
& is in use
To Be
Status By
Value-added, pre-cut and pre-portioned
products are evaluated and considered
There is a written policy regarding what
purchasing personnel may personally
receive from suppliers
In an attempt to only work with reputable
suppliers, a credit report (D&B) and
references are checked before doing
business with a new supplier
The practice of purchasing products with a
company credit card has been considered
Receiving Checklist
To Be
Status By
Receiving functions are performed by a
trained hourly employee, not management
Receiving is performed by personnel not
involved in purchasing functions
Receiving clerks are aware of the potential
problems and loses associated with poor
receiving procedures and practices
Written specifications are available on all
products in the receiving area
Receiving procedures include:
Products and containers are inspected
for condition and quality
Products are inspected for consistency
with house specifications

Products are counted. Counts are
compared to the invoice and purchase
order (PO)
Products purchased by weight are
weighed; actual weight is compared to
invoice weight
Invoice prices are compared to PO
(quoted) prices
Discrepancies and problems are
immediately brought to driver’s attention
A credit memo is prepared on-the-spot
for all products returned – driver’s
signature is required
Receiving clerks know that signing the
invoice is akin to signing a check
Receiving clerks communicate problems to
the appropriate manager daily
Receiving is restricted to the hours of to
a
To Be
Status By
The receiving area is located near the
delivery door and is clearly defined
Deliver drivers access is limited to the
delivery area
The receiving scale is periodically checked
for accuracy
Packaging material such as ice, cardboard,
etc. is removed before weighing products
Receiving clerks daily post invoices in an
Invoice Log or similar report
Products checked-in are immediately
placed in the proper storage areas
New products are placed underneath or
behind existing products in storage areas
New products are date labeled as they are
placed in storage areas
The delivery door is locked

except when deliveries or other

such functions are in progress
A system is used to accurately identify
individuals seeking access from the delivery
door
Management personnel regularly observe
the receiving process
Storage Checklist
To Be
Status By
Products are immediately placed in storage
after being checked-in
Incoming products are placed underneath
or behind existing products in storage areas
Incoming products are date labeled as they
are placed in storage areas
Storage rooms are arranged neatly to allow
for easy access and identification of all
products
High use items are given priority to quick
access locations
Storage areas are always neat and clean.
Employees are instructed to “clean as you
go.”
Only certain employee positions are allowed
access to storage rooms
Product is requisitioned out of storage areas
during specified times
Only enough product to satisfy production
requirements is issued from storage
Storage areas are locked unless product is
coming into storage or product is being

issued into production
Only managers have storage room keys
Employees must inform management to
obtain products needed from storage after
normal issuance times
A “Shelf Life” board listing all raw and
prepared products is prominently displayed
in storage and / or preparation areas
An effective product rotation system is in
place that includes dated labels on all
products and containers
To Be
Status By
Products are always issued and used on a
first-in, first-out basis
Smaller, expensive products are not stored
close to storage room doors
Potentially hazardous products (meats,
seafood, poultry, dairy) are stored, close to
fan away from the door
Refrigerated storage kept below 40 degrees
Freezer is kept at or below 0 degrees
Green, leafy vegetables are not exposed to
direct cold air blasts from the fan
Prepared products are never stored below
raw, potentially hazardous products
Separate thaw pans are used for beef,
seafood, chicken and pork
Produce is generally stored in the warmest
part of the walk-in cooler
Storage shelves are clearly labeled to
indicate product locations
All products are stored in covered
containers
Seafood containers are kept drained and
re-iced
No chemicals and cleaning supplies are
stored around food products
Inventory count sheet are arranged by

storage room in the same order products
are located on shelves
Competitor Review
Competitor’s Name Reviewer

Location Date
Distance from our restaurant Day of Week
Meal Period
Number of Seats Estimated Weekly Sales Volume
How this Restaurant Compares with Our Operation:

Listed below are a series of characteristics or features. Using the scale below, rate how this
competitor compares to our restaurant. A “5” means the competitor was much better than us in
terms of that characteristic, a “3” means we are about the same and a “1” means they don’t do as
good a job as we do.
Rating Scale: Compared to our operation, this restaurant was . .
.
5 4 3 2 1
much better about the same not as good
Rating Comments
Location convenience
Parking accessibility
Overall atmosphere
Dining room décor
Noise level
Seating comfort
Maintenance of interior
Restaurant cleanliness
Restroom cleanliness
Amount of time to take order
Amount of time for food delivery
Friendly employees
Responsive service
Employee uniforms / dress
Promotional activities
Ease of reading menu
Menu variety
Variety of “healthy” options
Overall quality of food
Overall quality of beverages
Taste/flavor of appetizers
Taste/flavor of main dishes
Taste/flavor of side dishes
Taste/flavor of desserts
Signature/unique items
Portion sizes
Food freshness
Hot food “hot”
Variety/quality of kid’s menu
# of Menu Items / Price Ranges:
Appetizers # from $ to $
Soups & Salads # from $ to $
Sandwiches # from $ to $
Side dishes # from $ to $
Entrée’s # from $ to $
Desserts # from $ to $
Coffee drinks # from $ to $
Specialty beverages # from $ to $
Does this restaurant offer “orders to go”, “delivery” or “catering?” If so, attach
menus.
Does this restaurant have banquet facilities?
The 3 top things this restaurant does well that we should try to emulate are:
1.
2.
3.
Additional comments/explanations:
Competitive Rate Analysis

Hotel
Date Name
Rack
Corporate
Senior
Government
Weekend
Contract
Promotional
AAA/CAA
Company Account Profile

Potential Volume
Account Name:
Salesperson
Primary Decision Maker, Name

New/Existing
EMail Telephone
Annual Room Night $ Potential
Division/Department Title
Current Hotel Capture %
Address City/Province/Postal Code

Annual F & B $ Potential
Relationships:
DECISION Area Of Influence Key Information

MAKERS/INFLUENCE
NAME/TITLE
Company Profile
What we know about the company/organization and its business objectives…
Industry:
Subsidiaries/ Parent Company:
Headquarters:
Credit Rating:
Private /Public:
Key Competition:
Key Clients:
Products /Services:
Short Term Goals:
Long Term Goals:
Mission:
Major Challenges:
Current Market Conditions for their Product s/Services:

What we know about the client’s needs, buying patterns…
Other Hotels:
Client Profile
What we know about the clients and their objectives…
Birthday :
Hometown:
Physical Characteristics / Conditions:
Education (Where/When Graduated):
Honours /Degrees:
Organizations:
College Sports Activities:
Military Service (Where/When/Rank) :
Marital Status:
Kids (Names /Age):

Action Plan
What is our goal for this account this year? _________________ _________________
_________________
Room Nights ADR
Room Revenue
What we are doing to develop the business relationship:
Action/Activity Objective Date to Evaluate Results

Credit Application Form

Name of Company
Address: Suite and Street City Province

Postal Code
Telephone Fax Contact Person
Name of Parent Company

Postal Code
President Controller
Name of Bank Account Number

Postal Code
Credit References:
Name of Company

Postal Code
Name of Company

Postal Code
Name of Company

Postal Code
 PST Exempt / Exemption #: _________________  GST Exempt / Exemption #:

_________________
In signing this credit application, we acknowledge that the terms of payment are due
upon 30 days. Failing to meet these terms will result in suspension of direct billing
privileges until the account is paid in full.
Authorized Signature:
For Office Use Only:
 Approved  Declined
Approved By Date Credit Limit
Pre-Shift Meeting Checklist
Prepared By: _____________________________ Date:

_______________________
_____ House Count Arrivals _____

Available Rates _____
_____ Daily Group Information 1 Arrivals

Billing Information
Rates
Special Notes
2 Arrivals
Billing Information
Rates
Special Notes
_____ V.I.P.'s and Special Requests
_____ New Policies or Memo’s
_____ Any mistakes that have happened by staff or managers
_____ Any general discussion information
Notes:
Sales Call Report

Type Of Call:
 Personal Today's Date: C.C.:
 Telephone File No.:
 In-House Trace Date:
 Other Salesperson:
Name of Organization
Contact, Title Other
Address City/Postal Code
Telephone Fax E-mail
Do You Use Hotels:
Accommodation  Do you use Brand Hotels? If not, why not?
Meetings  Meeting Frequency Attendance
Banquet  Banquet Frequency Attendance
Other  Specify
Comments (Including Purpose of Call):
Action Required/Follow-up:
Mailed Info Package: Made Appointment:
Follow-up Date: By Phone  In Person


Weekly Sales Report Week Ending:
Sales Appointments This Week:
Company Contact Day/Time Call Goal
Room Revenue Booked This Week (5+ Rooms):
Company Contact # Rooms # Nights Average Rate Total

Room Revenue
Sales Appointments Next Week:
Company Contact Day/Time Call Goal

Lost Business:
Company Contact # Rooms # Nights Average Rate Total

Room Revenue
Special Projects This Week: Special Projects Next Week:

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Prepared by Macky Amores

 Foyer/lobby is well lit, fresh and inviting

RESERVATIONS To offer friendly, knowledgeable, helpful and efficient assistance in making

 Telephone to be answered within three rings

 Guest history is checked and referenced for repeat guests

 Written confirmations are sent out within ‘same business day’

 Eye contact is immediately established with all arriving guests

 All details of guest requests recorded

 All cashiering transactions recorded within one hour of receipt

 Guest greeted by name and room number reconfirmed

 All calls answered within three rings

 “Do not disturb” available and implemented as requested

 Messages taken professionally

 All details for wake up calls to be accurately recorded

 Call charges for guests competitively priced

 Curbside neat and clean

 All hotel cars maintained in an immaculate condition

1 Was the telephone answered within 3 rings or 10 seconds?

3 If caller is put on hold did it not exceed 30 seconds?

4 Was the background free of any noise or disturbances?

5 Did employee confirm date in and date out?

8 Did employee offer information on full range of applicable rates?

9 Did employee immediately check availability?

10 If dates unavailable, did employee offer alternative dates?

11 Did employee obtain guest's name?

12 Did employee confirm the spelling of guest's name (if necessary)?

13 Did employee obtain guest's address?

14 Did employee obtain guest's telephone number?

15 Did employee obtain guest's fax number or e-mail address?

19 Did employee ascertain expected time of arrival?

20 Did employee explain check in times?

21 Did employee ascertain if the guest required any transport arrangements?

23 Did employee offer reservation number or booking reference/name?

24 Did employee thank the guest?

25 Was the employee's speech clear and audible?

30 Did employee request advance deposit/guarantee in order to secure the booking?

32 Did employee explain cancellation policy?

33 Did employee automatically offer to send a confirmation?

34 Was the confirmation received within 24 hours?

35 Were all details typed on company letterhead?

36 Was all information contained on confirmation correct?

37 Did confirmation promote in house food and beverage facilities?

38 Did confirmation explain cancellation charges?

Are procedures established for processing guest mail?

Are guest safety deposit box procedures established and implemented?

Are affiliate (chain) current hotel directories available to the guests?

Do front office receptionists and cashiers have friendly, positive attitudes?

Do telephone operators have full knowledge of hotel services as well as local

Is an information directory maintained and accessible?

Does the department provide for proper handling of messages taken:

In manual systems, are message lights turned off promptly?

In automated systems, are un retrieved guest messages followed up periodically?

Are procedures in place for wake-up calls?

Do front desk office cashiers update local phone meters at check-out in

Is credit received from telephone company for disputed calls?

Are equipment rental charges checked periodically?

In an automated system, is there a system for recording and reviewing phone

Front Office Morning Shift Checklist

 Check Current Status.

 Check out the expected arrival on screen and print.

 Check for Pre-Registration.

 Check for discrepancies in Guest Registration.