Fo Gsa

Provide accommodation reception
services
Competency Based Training (CBT) and assessment – An introduction for trainers
Provide accommodation
reception services
Trainer Guide
Trainer Guide
1
Provide accommodation reception services
Competency standard
Competency standard
UNIT TITLE: PROVIDE ACCOMMODATION RECEPTION SERVICES NOMINAL HOURS: 35
UNIT NUMBER: D1.HFO.CL2.03
UNIT DESCRIPTOR: This unit deals with skills and knowledge required to provide on arrival, stay and on departure accommodation reception services to
guests, and to provide operational support information to management and other departments
ELEMENTS AND PERFORMANCE CRITERIA UNIT VARIABLE AND ASSESSMENT GUIDE
Element 1: Prepare reception area for guest Unit Variables
arrivals The Unit Variables provide advice to interpret the scope and context of this unit of competence,
1.1 Prepare reception area for service allowing for differences between enterprises and workplaces. It relates to the unit as a whole and
facilitates holistic assessment
1.2 Check reception equipment and technology prior
to use This unit applies to the use of manual or computerised front office systems required to provide on
arrival, stay and on departure accommodation reception services to guests, and to provide operational
1.3 Review expected daily guest movement support information to management and other departments within the labour divisions of the hotel and
1.4 Allocate guest rooms in accordance with special travel industries and may include:
requests, where possible Front Office
1.5 Follow-up on uncertain arrivals and reservations Prepare reception area may include:
 Ensuring cleanliness and presentation of reception area
1.6 Compile arrivals lists
 Participating in and facilitating hand over between shifts
1.7 Distribute arrivals list as required
 Checking all requisites are ready in sufficient quantity for the expected shift.
1.8 Notify departments in relation to special requests
and VIPs Check reception equipment and technology will include:
Element 2: Perform check-in functions  Checking the operation and full functionality of all systems and equipment
2.1 Welcome guests on arrival  Arranging for repairs, back-up and service where required.
2.2 Determine if guest has reservation and confirm Expected daily guest movement may be related to:
and explain reservation details  Consideration of bookings
2.3 Determine if guest is a walk-in and identify if  Consideration of stay rooms
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Competency standard
room is available  Consideration of early departures.

2.4 Decline a guest if appropriate  Consideration of group and individual guest movement
2.5 Complete guest registration process  Consideration of late check-outs.
2.6 Issue keys and vouchers as required Allocate guest rooms should include:
2.7 Follow internal accounting protocols  Pre-rooming of individuals and groups
2.8 Explain room and house facilities and services to  Setting up of guest accounts to reflect allocated rooms
guests  Checking of room rates to align with promised/requested rates
2.9 Arrange for porter services  Setting up keys for group arrivals
2.10 Implement standard house protocols for  Updating room status, reservations and pre-registrations.
problem situations
Follow-up on uncertain arrivals should relate to:
2.11 Monitor guest arrivals and take appropriate
action as required  Checking with booking agencies
Element 3: Perform ‘during stay’ functions  Contacting guests in-person by telephone

3.1 Process room change requests  Updating room status, reservations and pre-registrations
3.2 Process extensions to stays  Advising guests on enterprise cancellation policy.
3.3 Process variations to guest numbers Arrivals lists may include:
3.4 Process variations in-room rates  Individual arrivals
3.5 Process upgrades  Group arrivals
3.6 Process special requests  Consideration of VIPs and complimentary guests
3.7 Process guest charges  Liaison with departments – such as housekeeping, management, maintenance, laundry, food and
beverage, room service.
3.8 Respond to guest queries
Element 4: Perform check-out functions Distribute arrivals list may include distribution to:
4.1 Maintain and prepare guest accounts  Housekeeping
4.2 Prepare and review departures lists  Concierge
4.3 Present accounts to guests  Porters
4.4 Process payments and refunds and issue  Security
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Competency standard
receipts  Food and beverage

4.5 Process express check-outs  Laundry
4.6 Process group check-outs  Kitchen.
4.7 Distribute departures list as required Determine if guest has reservation may relate to:
4.8 Assist guest with on departure requests  Checking guest identification
Element 5: Prepare front office records and  Confirming length of stay and date/time of departure
reports  Confirming room rate
5.1 Prepare and update front office records
 Explaining services, facilities, vouchers and complimentary items that accompany the booking
5.2 Generate internal reports as required
 Confirming advanced deposits received
5.3 Facilitate night audit activities
 Identifying room type and number.
Decline a guest is the refusal to room a guest for reasons such as:
 Guest has been black-listed, or previously skipped without paying
 Guest is intoxicated, violent or quarrelsome
 Guest has prior bad reputation/history
 Guest has insufficient means to pay for room in advance
 Guest has no luggage
 No rooms available.
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Competency standard
Guest registration may include:

 Verifying and obtaining proof of guest identity
 Completing of guest registration card by guest by supplying necessary personal details
 Obtaining confirmation from guest that pre-registration details are correct
 Obtaining guest signature.
Issue keys and vouchers may relate to:
 Explaining use of key cards
 Explaining entitlements and limitations of vouchers.
Internal accounting protocols may relate to:

 Issuing receipt for advanced deposits received
 Obtaining deposit and/or room payment
 Applying discounts to entitled guests
 Obtaining copy of credit/debit card from guest.
Room and house facilities and services may include:

 Promoting in-house products and services
 Making bookings for restaurants
 Arranging room service
 Advising of safe-keeping facilities
 Liaising with concierge and porters
 Using effective selling skills.
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Competency standard
Standard house protocols for problem situations may relate to:

 Over-booking
 Room not ready
 Drunk, violent or intoxicated guest
 Black-listed guests
 Treatment of people who claim they are guests but have no proof of same
 Removal of undesirable people from reception and foyer area.
Monitor guest arrivals may include:

 Examining actual arrivals against expected arrivals
 Checking type of booking, i.e. guaranteed, confirmed, no guarantee, held till a specified time
 Identifying and attempting to contact ‘No Shows’
 Contacting people who are on ‘Wait List’
 Putting rooms back on the board/system for sale.
Performing ‘during stay’ functions may relate to:

 Updating electronic and paper-based documents
 Re-calculating charges and guest accounts
 Obtaining signed vouchers as proof of purchase for charges that are to be posted to guest
accounts
 Processing disbursements
 Liaising with other staff and other departments to assist in guest movements, luggage movements
and meeting guest requests
 Facilitating and/or actioning guest requests, including use of internal and external sources and
resources
 Posting in-house charges to guest accounts
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Competency standard
 Advising guests of house facilities and services, local knowledge and forward bookings, as
required
 Forwarding messages and mail to guests
 Providing safe-keeping facilities
 Maintaining guest confidentiality and privacy.
Prepare guest accounts may relate to:
 Posting charges
 Liaising with night auditor
 Ensuring supporting documentation is available to support charges
 Checking accuracy of account.
Review departures lists may relate to:

 Factoring in extensions of stays and early departures
 Identifying group departures
 Highlighting special requests and identified needs on departure, such as transfers, luggage
assistance, movement and storage, forwarding addresses, advance bookings, disabled support.
Present accounts may involve:

 Explaining charges and in-house codes and abbreviations
 Ascertaining if guest has made mini-bar or late purchases and adding these to the account
 Providing supporting evidence to justify charges
 Negotiating reductions in charges, as appropriate, within designated scope of authority.
Process payments may relate to:

 Referring guest to cashier
 Receiving payment in acceptable forms
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Competency standard
 Obtaining room keys

 Processing foreign exchange transactions including payment by travellers’ checks
 Referring problems and/or disputes to management
 Giving change
 Thanking and fare welling guests
 Seeking feedback on guest’s stay.
Express check-outs may relate to:

 Explaining how to use express check-out facilities
 Distributing express check-out forms, if appropriate
 Finalising payment
 Forwarding receipt and accompanying documentation to guest.
Group check-outs may include:

 Preparing master account/folio
 Preparing individual extras accounts/folios
 Liaising with group leader
 Obtaining payment or signature for master account/folio
 Arranging portaging support to facilitate group movement.
Distribute departures list may include distribution to:
 Housekeeping
 Concierge and porters
 Security
 Management
 Maintenance.
On departure requests may relate to:
 Recording forwarding addresses
 Recording details of lost items
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Competency standard
 Making advance bookings for guest

 Booking transport
 Making arrangements to forward certain items, such as luggage, laundry items.
Front office records will vary depending on the system being used. Many fields will auto-update as
guests check out however these activities may relate to:
 Updating room status
 Updating room availability
 Updating room allocations
 Updating internal telephone lists
 Filing and archiving documents – such as registrations cards, supporting documentation for
charges, room change forms
 Updating guest history.
Internal reports may be prepared in some properties by the Night Auditor but reception staff may be
required to generate:
 Arrivals Report
 Departures Report
 No Show Report
 Room Status Report
 Special Requests Report
 Occupancy Forecast Report
 Average Room Rates Report
 Multiple or Double Room Occupancy Report

 Guest List By Name Report
 Guest List By Room Report
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Competency standard
 Travel Agents Commission Report

 Special Packages Report
 Market Segment Report
 Rooms Out of Order Report
 Daily Room Revenue Summary Report
 Daily Revenue Summary Report
 Weekly Trading Summary Report
 Monthly Trading Summary Report
 Year-to-Date Report
 In-house Activity Report
 Special reports to address problems, issues and incidents.
Facilitate night audit relates to:
 Preparing documentation for night auditor
 Verbally explaining transactions and events for the day
 Assisting night auditor with clarification of issues and charges
 Performing tasks as directed by night auditor.
Assessment Guide
The following skills and knowledge must be assessed as part of this unit:
 The enterprise’s policies and procedures in regard to reservations, guest service standards, cash
handling, advanced deposits, refunds, cancellation policy, over-booking, walk-ins, no shows,
skippers, security and systems operation
 Principles of using manual or computerised front office reservations systems

 Ability to handle difficult guests and conflict situations
 Understanding of all documents and files used within the manual or electronic front office system
that is in operation in the host enterprise
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Competency standard
 Understanding of all reception records and reports that need to be created, amended, produced,
updated and distributed
 Product knowledge of all the products and services provided by the host enterprise
 Local knowledge
 Understanding of the front office as a clearing house for venue information
 Understanding of the nature of the relationship that all internal departments have with front office
 Understanding of the nature of the relationship that all other industry sectors have with front office.
Linkages To Other Units

 Operate a computerised reservation system
 Communicate on the telephone
 Develop and update local knowledge
 Process financial transactions
 Maintain financial standards and records
 Process a financial transaction for services rendered
 Process transactions for purchase of goods and services
 Receive and process reservations
 Maintain guests’ financial records
 Provide information about in-house services
 Observe and monitor people
 Manage intoxicated persons.
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Competency standard
Critical Aspects of Assessment

Evidence of the following is essential:
 Understanding of the critical role played by accommodation reception during guest stays
 Demonstrated ability to apply host enterprise policies and procedures in relation to dealing with
guests and processing guest stays
 Demonstrated ability to prepare the accommodation reception area for operation
 Demonstrated ability to check-in guests – individuals, VIPs and groups
 Demonstrated ability to respond effectively and appropriately to guest requests on arrival, during
their stay and on departure
 Demonstrated ability to check-out guests – individuals, VIPs and groups, including application of
express check-out, where applicable
 Demonstrated ability to apply appropriate inter-personal, communication, negotiation, dispute
resolution and conflict management skills
 Demonstrated ability to update internal accommodation reception records and documentation
 Demonstrated ability to prepare required internal reports.
Context of Assessment
Assessment must ensure:
 Actual or simulated workplace application of accommodation reception duties.
Resource Implications
Training and assessment must include the use of real systems, procedures, documentation and
guests; and access to workplace standards, procedures, policies, guidelines, tools and equipment.
Assessment Methods
The following methods may be used to assess competency for this unit:
 Observation of practical candidate performance
 Role plays
 Case studies
 Oral and written questions
 Third party reports completed by a supervisor
 Project and assignment work.
Key Competencies in this Unit
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Competency standard
Level 1 = competence to undertake tasks effectively

Level 2 = competence to manage tasks
Level 3 = competence to use concepts for evaluating
Key Competencies Level Examples
Collecting, organising and analysing 1 Retrieve data from records/systems to
information determine arrivals and departures; use
systems to obtain data for account and
records processing
Communicating ideas and information 2 Greet and fare well guests; explain
procedures and services to guests
Planning and organising activities 1 Prepare for group arrivals and departures;
arrange to meet special requests
Working with others and in teams 1 Cooperate with other staff and
establishments to deliver required service
standards
Using mathematical ideas and 1 Determine room availability and calculate
techniques guest accounts and charges
Solving problems 2 Deal with operational problems such as
complaints, over-bookings, no shows, walk-
ins, and skippers
Using technology 2 Use computerised reservations system and
associated systems
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Notes and PowerPoint slides

Slide
Slide No Trainer Notes

1. Trainer to welcome students to class.
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Slide

2. Trainer to discuss:
 How are important is Reception as part of a hotel?
 What sort of things happen at Reception?
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3.  Brief discussion on the reception area: How it is the central point of contact in the hotel? It
is the first point of contact that guests who arrive and depart see
 Discuss how important it is to have the staff looking respectable and professional – trainer
should talk about the importance of clean fresh uniforms
 Discuss the shifts and the fact that the front office works 24 hours a day over 7 days a week
– it is never closed
 When guests arrive or depart they don’t want to be kept waiting. Therefore, preparation and
organization is the key to having the operation work effectively and efficiently.
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4.  Discuss the types of shifts and the hours they occur – include the mid-shift
 Discuss what could be relevant details for the next shift
 Guest requesting room changes
 Late checkout
 Extensions – waiting on what room is available
 Rate changes for guests
 Family or wife arriving and will be joining the guest – what time and how to give
access to the room.
 Groups and tours arrive – what preparation has already been done
 Requests to housekeeping or any other departments such as room service.
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5.  Discuss why we need to check that everything is working. Time factor – can’t keep guests
waiting
 Why is it important to know how everything works?
 Do you know how to fix minor faults – e.g. paper stuck in the photocopier?
 Discuss the types of supplies needed for the front office.
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6. Activity:
 Get class to work in groups to discuss the types of equipment found – list the purpose of this
equipment
 Ask if anyone is the class has used any of this equipment and, if so, get them to discuss what
they know about it and how it was used in their workplace and the brand names of this
equipment.
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7. Discuss the arrivals list:
 Alphabetical listing of guest’s names – very important if you have a manual system – as this
is the only way you know who is coming into the hotel. Helps to find guests if you are
having difficultly spelling their name
 Time of arrival is important to get the room ready for the guest - pre-allocate a room
 Select the appropriate room based on the type requested and the rate
 Special requests need to be arranged. It could be as easy as allocating a room on a high floor
or not near the lift or a non smoking room – to arranging for fruit and flowers to be put into
the guest room
 Consider the impact of putting a bottle of champagne in the room in a bucket of ice at
midday – and the guest doesn’t arrive until 9pm. The champagne will be warm in a bucket of
water and have lost the impact on the guest.
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8. Discuss the arrivals list:
 Alphabetical listing of guest’s names – very important if you have a manual system – as this
is the only way you know who is coming into the hotel. Helps to find guests if you are
having difficultly spelling their name
 Time of arrival is important to get the room ready for the guest - pre-allocate a room
 Select the appropriate room based on the type requested and the rate
 Special requests need to be arranged. It could be as easy as allocating a room on a high floor
or not near the lift or a non smoking room – to arranging for fruit and flowers to be put into
the guest room
 Consider the impact of putting a bottle of champagne in the room in a bucket of ice at
midday – and the guest doesn’t arrive until 9pm. The champagne will be warm in a
bucket of water and have lost the impact on the guest.
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9.  Discuss the turmoil and volume of traffic associated with a group check-in – lots of people
in your lobby at once and lots of luggage being carried in off the bus that needs to be sorted
and taken to the guest room as soon as possible.
 Rooms allocated according to the requirements of the tour arrangements – who is sharing
with whom? There might be triple rooms booked.
 Arrival time is very important to make sure you have enough staff available. Groups
arriving over lunch breaks might mean lunch comes earlier or later. Make sure all the rooms
are ready – otherwise change the rooms.
Discuss the group rooming list:
 list of all the group members and what room they are in – usually everyone gets a copy so
they know where they all are –
 role of the tour leader
 times and location of the meals and vouchers
 tour times and bus pick up for departure
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10. Discuss the importance of stay over guests:
 Some guests come to reception and request extensions –some tell us when they arrive
 Other guests just don’t leave their room and this causes problems – so we need to be able to
contact them
 In some cases we change the key card to their room so they can’t get in and have to come to
the reception desk (of course we never tell the guest we change the card – we pretend it
wasn’t working) .Here is a classic case for the handover of one shift to another – make sure
you let the new staff know what is happening.
 In non-full house times we can extend the guest with no problems. It is only when the hotel
is busy and experiencing full occupancy that the stay over causes problems.
 You may have to change the type of room the guest is in to allow the extension. This could
involve a cost to the guests. The worst case scenario is when you can’t extend the guest and
have to make a booking at another hotel.
 In some cases you might have to go to the room (or have housekeeping) check that the
guest is still there.
 Process late check outs – might have to get the guest out of the room and offer to store
their luggage – or charge guest for the late check out privilege .
 Stay overs take a room we had not anticipated being occupied and this causes us to have
less rooms available which therefore adds to the overbooking situation.
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11. Activity: - Role play with the students – working in groups of 3.
 1 person the guest
 1 the reception staff member
 1 the observer
 Scenario: Hotel is fully booked and Mr. or Ms. Armstrong come to the desk and want an
extension
 Reception staff – need to discuss that there are no rooms and we will have to make a
booking somewhere else. Think about the questions you will need to ask
 Observer - comment on how well the reception staff member handled the guest
 Guest - discuss how you felt about the way the reception staff member dealt with this
issue
 Reception staff – how did you feel doing about this to the guest?
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12.  We have no control on guests leaving the hotel before their due date
 We try very hard to get this right on check-in – by reconfirming the departure date with the
guest
 Housekeeping may go to an occupied room for servicing only to discover the guest has
gone. Very important to follow up that they have paid for a room. Otherwise, this might be a
“skipper” – guest who leaves without paying
 A PMS will quickly put the room back into the room count when the guest checks out. This
means you now have an extra room to sell if you want full occupancy. With a manual
system you will have to make adjustments for this extra room. Be aware you have captured
this extra room to sell otherwise you will fall short of full occupancy.
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13.  Groups and tours also add to the daily guest movement
 Changes in group allocations affect the hotel
 Either guests or rooms can change for example, a twin share can now become a single – one
extra room is now required or someone is sick and has to go home – one less room is
required
 Sometimes a tour company contacts the hotel and gives advanced notice of these changes
 Sometimes the charge is still incurred – for the couple who went home
 Sometimes extra people join a tour group at a specific location and another group room
needs to be allocated and added to the group rooming list
 All these movements affect the hotels occupancy – the sooner we know about these changes
the better we are able to deal with them.
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14.  Many guests will have specific requests especially if they have stayed before or if the reason
for the stay is special such as a honeymoon or wedding anniversary
 Non-smoking rooms are very popular in hotels that still allow smoking
 Rooms with views have to be paid for – usually the rate will reflect that a guest can have a
pool view or ocean view room
 Some rooms are limited so therefore have to be requested in advance. Suites, the penthouse
even family rooms (interconnecting rooms with a double and 2 single beds)
 People who specify e.g. rooms away from lift or close to lift are usually very particular and
expect to get what they have requested
 Business women’s floor is becoming popular with more and more women travelling alone
they prefer to be on a floor all together if that is possible. Some hotels have introduced this
as a marketing means to attract this type of business. If you have such facilities make sure
the staff try to “sell” this at the time of making the reservation.
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15.  Challenging requests are a bit more difficult and involve the assistance of other departments
within the hotel
 For these requests the rooms must be allocated in advance so the other departments can
arrange the requests.
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16. Activity: Make a listing of all the special requests you can think of and decide which department
needs to be involved in achieving this request. Students can work in small groups of 2 – 4.
Discuss the findings.
 Encourage the students to be innovative and creative.
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17. Discuss room allocation and its importance
 Blocked rooms for suites and those of limited variety
 Morning of arrival for individuals and groups – this is usually done by a supervisor who
monitors the rooms all morning and has experience to select the correct room and watch that
it is ready for the arrival time
 Record the room numbers in pencil (incase you need to make changes)on the registration
cards or allocate in the PMS system.
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18.  Group and tours receive discounted room rates therefore they don’t receive the ‘best’ rooms
in the hotel
 It is best to have all the group people on the same floor if possible or at least close to each
other. This also helps the porter when distributing luggage to the guests rooms
 Make sure all the groups and tour rooms are ready for the group arrival – might have to
work with housekeeping to ensure this is possible
 It is difficult to move group guests as you don’t wont one room on its own – so if you don’t
have all your rooms ready you might have to move 3 tour rooms – to another floor so you
don’t have one room alone on a separate floor
 Activity: The William Angliss Tour group are coming to your hotel. The tour leader is
Linda Wilson who requires a queen-size room
 The tour checks in on the 15th next month for 2 nights
 The guests are: Mr & Mrs. Dowell, Mr & Mrs. Grannon, Mr & Mrs. McGhee, Mr &
Mrs Collins all wanting queen-size rooms
 The following guests are sharing twin rooms: Ms. Gjeci with Ms. Dietritch, Ms. Parks
with Ms Schuler, Mr. Baker with Mr. Frost, and Mr. Kerr with Mr. Craven
 There is one triple room Ms. Husdon, with Ms Van Dorske and Ms. Shady
 Please prepare a Group Rooming list – for all these guests, include the arrival and
departure dates, and allocate rooms to all guests.
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19.  Discuss why room rates reflect the type of room
 Discuss discounted room rates, while this group of business gets discounted rates. What are
the conditions of receiving these discounts? Why does the hotel offer these rates?
 Negotiated rate is common with companies who sign an individual contract with the hotel
for a preset number of bed nights
 Highlight need to ensure all applicable taxes and service charges are quoted and/or charged
according to individual host country requirements
 Mention potential need to accommodate other agreements such as Local Agencies Policies
and similar contracted arrangements.
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20. Activity: The William Angliss Tour group are coming to your hotel. The tour leader is Linda
Wilson who requires a queen-size room.
 The tour checks in on the 15th next month for 2 nights
 The guests are: Mr. & Mrs. Dowell, Mr. & Mrs. Grannon, Mr. & Mrs. McGhee, Mr. & Mrs
Collins all wanting queen-size rooms
 The following guests are sharing twin rooms: Ms. Gjeci with Ms. Dietritch, Ms. Parks with
Ms. Schuler, Mr. Baker with Mr. Frost, and Mr. Kerr with Mr. Craven
 There is one triple room Ms. Hudson, with Ms. Van Dorske and Ms. Shady
 Please prepare a Group Rooming list for all these guests, include the arrival and departure
dates, and allocate rooms to all the guests.
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21. The idea of the exercise is for the students to think about how a rooming list should look like and
what information is more important.
 Check that the students list all the twin shares together
 Allocate rooms that are near each other
 Prepare requests to other departments.
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22. During full house situations it is important to follow up on all uncertain arrivals
 Experience will help you determine who is an uncertain arrival
 Generally non-guaranteed guests have not wanted to guarantee their arrival by paying
or offering a credit card as security for their arrival. You will need to contact these
guests
 Deposits are great but the amount should be equal to the cost of the room. A deposit of
$25.00 for a $250.00 room is not worth keeping if you are fully booked and could give
the room to someone else. If a guest does not send the deposit by the due date you will
need to follow up to see if they still want the reservation
 Reservations past the specified time might mean the guest has gone somewhere else or
the fact that the guest is really running late. You will need to contact these guests in
case you end up with empty rooms.
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23.  Arrivals list is an alphabetical listing of all the guests who are arriving on the due date
 Needless to say if you are taking “same day reservations” reservations booked today for
today you will have to update the printing of the arrivals list many times in the day
 Time of arrival is always necessary to have if the guest knows the time they should be at
your hotel
 Number of guests – necessary to allocate rooms
 Room rate and room type are the basis of which the reception supervisor will choice a room
for the guests
 Status of the reservation – essential during full house situations as we don’t need to contact
the guaranteed reservation guests
 Special requests will help in the allocation of a room – as special request maybe that the
quest is arriving very late tonight – therefore we will allocate a room for this guest
 VIP status may mean the guest gets an upgrade or one of the managers need to be called to
escort or greet this guest. During full house we would not “bump” a VIP guest
 Complimentary guests would be included on the arrivals list – they are still arriving and
staying at your hotel even though they are not paying for the room. These guests could be
prize winners – or guests who were inconvenienced and we have offered them a free room
to make amends for the inconvenience.
Activity:
 Prepare an arrivals list from the following information: Design a format that you think will
work for ticking off the guests when they arrive and allocating rooms to them
 Mr. Zac is expected today he booked a Corner king room at Deluxe rate, special request
Non smoking, Guaranteed (GTD) reservation, ETA 15.30
 Ms. Wentwoth due today for a regular room at corporate rate, she wants a queen-size room.
Due in at 14.30
 Mr. Allabaster expected today reserved a deluxe room, wants an ocean view , arriving at
36 Trainer Guide
19.00 hrs
 Mr. & Mrs. Fox have reserved a deluxe king size room for 3 nights on corporate rate, they
are due at 16.00hrs and are friend of the General Managers
 Mr. Nolan is a corporate guest always has a queen size room on the front of the hotel, due at
17.30
 Ms. Quill a regular guest is having a standard queen room, due in at 19.00hrs
 Mr. Piccolo reserved a corner king room at deluxe rate, will be arriving at 13.00 hrs wants 2
extra chairs in his room for a meeting
 Mrs. Bright wants a twin room for herself and her 10 year old daughter, paying deluxe rate,
arriving at 11am
 Mr. & Mrs. Goodwin have won a prize and will be staying for 2 nights in a corner king
room complimentary. They are arriving at 1pm. Please make sure there is a bottle of wine in
the room.
Trainer Guide 37
Slide

24. The arrival list can be used by housekeeping for:
 Staffing levels – the arrivals list will help with the rosters for staff in the housekeeping
department by determining how many staff members are required to meet the shift demands
 Planning of daily tasks – identifying the potentially busy times of the arriving guests to
make sure all the rooms have been serviced and ready for the guests arrival
 It shows the importance of getting the time of arrival from the guests at the reservation
time
 Determine the level of service given to the room – is it a checkout room or an occupied
room that needs to be serviced?
– Because the level of service and time taken to clean the room will vary with the
condition of the room. More staff are needed when there is a high check out day –
because it takes longer to clean a room
– The ETD – estimated time of departure will help in scheduling the order of service
of rooms as those rooms that check out early in the morning can be serviced and
returned to sale for early arriving guests
– The guest count also affects the service of a room and the supplies needed.
Rooms with 2 or more guests (especially twin rooms) take longer to service than a room
occupied by one person. The hotel supplies will be used up faster with rooms that have more
than one guest and will constantly need to be replaced.
38 Trainer Guide
Slide

25.  Arrivals lists help the concierge
 Staffing levels help to prepare rosters based on guest arrivals
 Group arrivals. You will need to have extra staff on duty when large groups and tours arrive
– concierge is in charge of porters
 Organizing luggage storage. Many guests leave their luggage to be picked up later in the day
or rooms that are not yet ready. Porters than take the luggage to the room for when the guest
comes back to the hotel. Guests may leave and do a tour for a few days and store their
luggage
 Many guests leave their luggage to be picked up later in the day.
Trainer Guide 39
Slide

26. Porters:
 Planning daily tasks - identify the busy check-in and check-out times; more staff are needed,
meals may have to be delayed
 Arrival time - schedule the porters to be available. You may need to roster more on during
busy times
 Sorting luggage - the arrivals list provides the information a porter needs to count and tag
luggage - provides details of the guests room numbers.
Note: in some venues the term ‘Uniformed Services’ is used to describe the department staffed
by valets, porters, concierge and door attendants, and in these cases the Arrivals List may be
forwarded to the concierge who will distribute it to, or share it with, others who need to
become aware of its contents
40 Trainer Guide
Slide

27.  Security – very special guests such as David Beckham might require extra security
 Food and beverage; special requests that come from room service such as wine, champagne,
fruit platters, chocolates, any food and beverage requests.
Number of in-house guests helps the restaurants control staffing, in particular for the breakfast
shifts.
Groups and tour arrangements that involve any restaurant or bar areas.
Trainer Guide 41
Slide

28. Management:
 Need to be notified of VIP arrivals
 May look at the arrivals list and recognize names and make the guest a VIP
 Can’t afford to let a famous person come to your hotel and not recognize them or give them
special attention
 Laundry: Determine the number of laundry staff required to meet shift demands
Planning of daily tasks – identifying the potentially busy and quiet times of
arriving and departing guests
Determine when the laundry needs to be open or closed based on guest
turnover
 Kitchen
 More guests arriving means more food – restaurant need to know about the expected
arrivals.
42 Trainer Guide
Slide

29. Inform colleagues – verbally or via report or meetings
There will be times where a standard daily report is used. There can often be a need to
accompany this with a verbal follow-up (in-person or over the phone) to explain the finer points
of the special request or the special occasion.
Some report formats do not allow enough ‘free text space’ to enter all the relevant details so the
supplementary verbal follow-up can be essential to make sure the requirements of the special
request are met.
When the reception staff must inform other colleagues or departments about special situations or
requests.
Prepare for major guest movement. A major guest movement may involve checking-in guests
arriving in a group or assisting groups of individual guests who are staying at the establishment
to attend a conference or seminar.
Generally, the most important factor to consider when dealing with group tours is space; lots of
people and lots of luggage.
Special requests – usually require action. Front office need to involve other staff to achieve this.
Follow up on VIPs. Upgrade the supplies in the guest’s room, keep entrance way clear. Note the
time of VIP arrival – call the appropriate managers.
Trainer Guide 43
Slide

30. A major guest movement may involve checking-in guests arriving in a group or assisting groups
of individual guests who are staying at the establishment to attend a conference or seminar.
Generally, the most important factor to consider when dealing with group tours is space.
44 Trainer Guide
Slide

31.  Provide a professional welcome
 Use a suitable greeting phrase
 Discuss the points what does ‘professional’ mean to you?
 Welcoming – what does this mean? – a kindly welcome. Use a suitable greeting phrase –
what do you suggest?
 Sincere – sound genuine not false
 Polite – don’t be rude to the guests
 Body language – what message does your body language send?
Activity: Discuss types of greeting phrases – both formal and suitable informal greetings
Trainer Guide 45
Slide

32.  Discussion of the topics
 Body language – role play to students a greeting with you arms folded. Discuss how this felt
 Talk to the guest but don’t look at them
 Discuss the effect of body language.
46 Trainer Guide
Slide

33.  Confirm the reservation details – class to discuss all the details included in the Trainee
Manual.
Trainer Guide 47
Slide

34.  Discuss the procedure to check in a guest without a reservation
 Discuss how the reception staff need to ask questions to find out the needs of the guest
 Discuss the “rules” about the various methods of payment - especially cash.
48 Trainer Guide
Slide

35.  Explain what the black list is and how it is created and shared with other hotels
 Discuss hotel policy – drunk guests, violent guests etc.
 What do you do if the hotel is fully booked and there are no rooms available?
Trainer Guide 49
Slide

36.  This activity is designed to get the student prepared to have a conversation with the guests
 What sort of information do they need to ascertain the request?
 How do you say we have no rooms? Will they offer to book another hotel – if so what
questions need to be asked?
50 Trainer Guide
Slide

37.  Discuss what you could use for proof of identity – this may be different for different
countries
 Have examples of a guest registration card available to show the students what it looks like
(best to use one from your PMS if you have it)
 Discuss the details on the registration card
 Why is the signature so important?
Trainer Guide 51
Slide

38.  Discuss the process of issuing a key to a guest – both a manual key and keycard
 Some hotels require the key card to be inserted into a slot to enable the utilities (lights,
heating etc.) of the room to work. This acts as an energy saving devise
 Key cards are secure – they prevent guests getting to places they are not allowed
 Vouchers – as a payment or in exchange for services.
52 Trainer Guide
Slide

39.  This activity is to prepare the students to greet and check in a guest
 Student to use a suitable greeting, obtain the guest name, present the registration card – ask
them to check it – record any details that are not correct
 Confirm the departure date, discuss the room and the rate with the guest – to make sure it is
what they want. Mention any special requests
 Confirm and process the method of payment
 Present the key, explain where to get to the lift
 Wish the guest a pleasant stay.
Trainer Guide 53
Slide

40. Discuss these various methods of payments and the risks associated with each one.
54 Trainer Guide
Slide

41. Discuss these different rates and the reasons for each rate.
Rack rate is the standard full cost published rate. All rates are discounted from the rack rate.
Corporate rate for guests who are travelling on business or as part of their work.
Conference/convention rate for attendees at a conference or exhibition.
Industry rate offered to guests who also work in Hospitality.
Negotiated rate for companies who sign an individual contract with the hotel for a preset
number of bed nights.
Groups and tours rate discounted by numbers of rooms booked.
Package rate a room rate plus services e.g. breakfast or entertainment tickets all at one set price.
Trainer Guide 55
Slide

42.  Explain the use of safety deposit boxes and room safes in the guest room
 Explain room facilities; what does this mean?
 Discuss all the possible hotel facilities
 Talk about the importance of knowing about local attractions – with current information.
56 Trainer Guide
Slide

43. Think about each of these selling techniques and what they mean – can you give examples of
situations where some of these techniques would apply?
Trainer Guide 57
Slide

44. Teacher notes: Divide the class into groups or do this as a class discussion.
Look at the two rooms - list the Features then go to the next slide.
If you are using groups print several copies of the picture for the groups to use as a reference.
58 Trainer Guide
Slide

45. Class to discuss their decisions and reasons why.
Trainer Guide 59
Slide

46. Teacher Note: there is no right answer. However it’s important that students justify their choice.
60 Trainer Guide
Slide

47. Teacher Note: there is no right answer. However it’s important that students justify their choice.
Trainer Guide 61
Slide

48.  Discuss the role of the porter in relation to the guest who has checked into the hotel
 Reception staff should give the key to a porter if they are waiting with the guest’s luggage
and introduce them to the guest “ John, the porter will show you to your room”
 Porter takes the luggage and escorts guest to their room – explain hotel facilities along the
way
 Discuss in-room equipment – air conditioning, television, phone service, alarm clock
 Deliver messages – often to the restaurant to find guests, or to a guest room
 Arrange taxis or transport the guest requests
 Store luggage. For guests who want to check out late, go on a tour or if the room is not
ready store the luggage until it can be put into the room.
62 Trainer Guide
Slide

49. Discuss these issues with the class:
 Problems of trying to achieve a full occupancy situation – could lead to overbooking.
 How do you deal with an overbooked hotel?
 What do you do when the guest’s room is not ready?
 What do you do when black listed guests try to check in?
 What do you do if you can’t find the gues’ts reservation?
Trainer Guide 63
Slide

50. Discuss with the class strategies to monitor guests’ arrival and what action needs to be taken.
 How to identify no shows
 Be aware of the different types of reservations
 Notify guests on wait lists if you have spare rooms
 Check for accuracy – no double bookings
 Follow standard procedures to deal with these situations – all hotels will have policies and
procedures to deal with these situations such as trying to make contact with guest by
telephone or email.
64 Trainer Guide
Slide

51. Introduce the topic to the trainees with examples of ‘during stay’ situations.
Trainer Guide 65
Slide

52. Discuss why you need to know what is wrong with the original room.
Check availability to see if you have a room of the same type available or find another room
type.
Advise the guest of the new room. Some hotels take the guest to have a look at it before they
make the room move.
Process the room move – assist with luggage, notify other areas e.g. laundry, restaurant.
Change the status of the old and new rooms.
66 Trainer Guide
Slide

53. Discussion of the process to grant an extension to a guest’s stay.
Always check availability – hotel and room.
If a check-in has requested a room it has priority over the extension unless you can change the
room.
Hotels usually try to look after regular guests.
You might have no other options but to the change the room of the guest in order to grant the
extension.
Trainer Guide 67
Slide

54. Discuss what happens when there is a discrepancy in the guest count.
68 Trainer Guide
Slide

55. Discuss the variations in room rates; different rates for different market groups and why we have
these rates. The Trainee Manual lists the common hotel room rates to discuss. Discuss the
reason why these rates are discounted.
How do we process these different rates? – check which group the guest falls into. You need to
ask questions at the time of reservation.
Talk about full occupancy - we offer less discounted rooms compared to “low” occupancy times.
Discounts enable one hotel to compete with another. For example if there is a convention in
town – who has the best rate?
Trainer Guide 69
Slide

56. Discuss why hotels upgrade guests.
 Always let the guest know they are being upgraded – otherwise they will expect that is
going to happen every time they come and stay at your hotel
 Use suites – very important to be able to fill the hotel
 Compensation – guests who for some reason have been inconvenienced or if you don’t have
another room to give them
 Complimentary rooms are also an upgrade
 We offer discounts all the time to try and fill our hotel. Therefore, people are paying less for
the room they are staying in than the rack rate it is worth.
70 Trainer Guide
Slide

57. Discuss the special requests that are likely to be requested by guests.
What would the hotel offer the guest and why?
What special requests are paid for by guests – why?
Trainer Guide 71
Slide

58. The Todds may require a family interconnecting room – double and twin. The doors need to be
opened. Is a cot required ? Any other baby needs?
Ms. Wilson might need a second room for interviewing (day use room) – maybe a lounge
attached to her room. She may require refreshments and she might need a table and chairs.
Guest displaying luggage – might need extra tables, need a large room or even two rooms. Do
they need food for the clients ? Do they need extra lighting? Late departure on the date of
departure at 19.00hrs.
72 Trainer Guide
Slide

59. Point of sale terminals means the transaction will automatically go to the guests folio. However,
identification might still need to be provided.
At least the name and details can be checked in the POS register for the guest. Hotels will still
require the guest to sign the docket.
Manual charging back to their room requires greater identification plus signature. You only have
lists to cross check the guests details.
All dockets need to end up at reception.
Trainer Guide 73
Slide

60. All reception staff need to know everything about their property; such things as opening times of
restaurants, type of food served. If you can’t remember have a book to refer to.
Always try to give good service. If there is something you don’t know then find out.
You might have to involve other departments, call them, take the guests to them or send the m to
the guest’s room.
74 Trainer Guide
Slide

61. Before commencing this section ask the trainees to discuss in pairs:
What sort of things happen at checkout?
What sort of mistakes or misunderstandings might happen at checkout?
What attitude should the reception staff display towards guests checking out? Why is this
important? (Obviously it is important for teh guest to have a very positive final impression of
hotel staff so they will consider coming back again).
Trainer Guide 75
Slide

62. Perform check out functions.
You will need to get certain information from the guests e.g. Did they use the mini bar last
night? Did they have breakfast this morning? – these charges may not yet be recorded.
Reconfirm the method of payment: check for accuracy. The signature needs to match the one on
the registration card. Check all dockets match the charges posted onto the account.
76 Trainer Guide
Slide

63. Review the departures list:
Express check outs
 Group check outs
 Early departures
 Late check outs.
Trainer Guide 77
Slide

64.  Discuss the process to present the account to the guest
 Folios are generated overnight – or displayed on the screen in guests room
 Explain the account – codes might be used
 Extra charges need to be added
 Present the account to the guest to sign.
78 Trainer Guide
Slide

65. Discuss the process of payments and refunds
 Discuss key cards and marketing
 Foreign exchange.
Trainer Guide 79
Slide

66. Have folders available for the staff member to use when the guest departs.
Have examples of a folio for the staff member to hand to the guest.
Have credit card vouchers available for an EFTPOS machine for student to process checkout.
 Get students to swap roles.
80 Trainer Guide
Slide

67. Discuss the express check out for guests.
 Why or who would use it? Note the influence of technology – quite often now guest
accounts can be accessed on the television screen in their room
 How is it processed – discuss the need to have an acceptable method of payment to allow
this. NOT cash.
Discuss the forms class have collected from hotel visits. Compare the similarities and differences
between the forms.
Trainer Guide 81
Slide

68. Discuss the process to check out groups.
 Group master account sent back to tour company
 Individuals to check out and pay for their charges
 Porter to collect all the luggage at the requested time
 Some luggage might have to be stored.
82 Trainer Guide
Slide

69. Discuss why the above groups all get a copy of the departure lists.
Trainer Guide 83
Slide

70. What other requests or services might a guest need on departure? E.g. Storing of baggage with
Concierge for a few hours or a few days.
84 Trainer Guide
Slide

71. Discuss: Why do hotels spend so much time recording information about guests even after they
leave?
Trainer Guide 85
Slide

72.  Update data when rooms change, guests depart early, arrive early or need an upgrade
 Update records for rate changes and changes to departure times.
86 Trainer Guide
Slide

73. Information reports are handed out to various departments to keep them up to date with what is
going on in the hotel. They also act as a back up in case the computer goes down.
 Arrival / departure reports
 Special requests
 Room status
 No show.
Analytical or statistical reports are to be used to assist with planning and forecasting.
 Managers will need these reports to help with planning.
 Supervisors might also need these for rosters etc.
Trainer Guide 87
Slide

74. Discuss the process of night audit briefly (there is another unit on night audit in this course).
 Why is the night audit conducted?
 What happens over the night shift 23.00- 07.30hrs?
 How are the reports generated and what data is captured?
88 Trainer Guide
Slide

75. Thank you.
Trainer Guide 89
Recommended training equipment

 Computers (one per student)
 Property management system (e.g. Opera)
 Cash register and float.
 Eftpos (if possible)
 Paper Rolls for EFTPOS
 Manual credit card machine (and vouchers)
 Pens
 Room keys (e.g. ving card keys)
 Keycard holders
 Front office desk- with computers & Printer
 Printer
 Printing paper
 Telephone system – one per student
 Reservation form templates
 Guest account templates
 Folders for Accounts on checkout
 Guest registration cards
 Restaurant and Bar dockets for posting charges
 Messages forms
 Templates for booking internal services (e.g. restaurant, spa treatments)
 Filing system for guest registration for guest registration and accounts.
Instructions for Trainers for using PowerPoint – Presenter View
Instructions for Trainers for using

PowerPoint – Presenter View
Connect your laptop or computer to your projector equipment as per manufacturers’
instructions.
In PowerPoint, on the Slide Show menu, click Set Up Show.
Under Multiple monitors, select the Show Presenter View check box.
In the Display slide show on list, click the monitor you want the slide show
presentation to appear on.
Source: http://office.microsoft.com
Note:
In Presenter View:
You see your notes and have full control of the presentation.
Your trainees only see the slide projected on to the screen.
More Information
You can obtain more information on how to use PowerPoint from the Microsoft Online
Help Centre, available at: http://office.microsoft.com/training/training.aspx?
AssetID=RC011298761033
Note Regarding Currency of URLs
Please note that where references have been made to URLs in these training resources
trainers will need to verify that the resource or document referred to is still current on the
internet. Trainers should endeavor, where possible, to source similar alternative examples
of material where it is found that either the website or the document in question is no
longer available online.
Instructions for Trainers for using PowerPoint – Presenter
View
Appendix – ASEAN acronyms

AADCP ASEAN – Australia Development Cooperation Program.
ACCSTP ASEAN Common Competency Standards for Tourism Professionals.
AEC ASEAN Economic Community.
AMS ASEAN Member States.
ASEAN Association of Southeast Asian Nations.
ASEC ASEAN Secretariat.
ATM ASEAN Tourism Ministers.
ATPMC ASEAN Tourism Professionals Monitoring Committee.
ATPRS ASEAN Tourism Professional Registration System.
ATFTMD ASEAN Task Force on Tourism Manpower Development.
CATC Common ASEAN Tourism Curriculum.
MRA Mutual Recognition Arrangement.
MTCO Mekong Tourism Coordinating office.
NTO National Tourism Organisation.
NTPB National Tourism Professional Board.
RQFSRS Regional Qualifications Framework and Skills Recognition System.
TPCB Tourism Professional Certification Board.


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Provide accommodation reception

room is available  Consideration of early departures.

Element 3: Perform ‘during stay’ functions  Contacting guests in-person by telephone

3.5 Process upgrades  Group arrivals

3.6 Process special requests  Consideration of VIPs and complimentary guests

receipts  Food and beverage

Guest registration may include:

Internal accounting protocols may relate to:

Room and house facilities and services may include:

Standard house protocols for problem situations may relate to:

Monitor guest arrivals may include:

Performing ‘during stay’ functions may relate to:

Review departures lists may relate to:

Present accounts may involve:

Process payments may relate to:

 Obtaining room keys

Express check-outs may relate to:

Group check-outs may include:

 Making advance bookings for guest

 Multiple or Double Room Occupancy Report

 Travel Agents Commission Report

 Principles of using manual or computerised front office reservations systems

Linkages To Other Units

Critical Aspects of Assessment

Level 1 = competence to undertake tasks effectively

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