CHECKLIST FOR FIRST VISITATION FOR INCOMING GENERAL

MANAGER
I. ADMINISTRATION

- Review the Hotel’s Organization Chart.

- GRADES, POSITION, NOS (MORE LEVELS SO THAT THE TURNOVER IS

TAKEN CARE OF, PROMOTIONS TAKE PLACE FASTER – EMPLOYEE
SATISFACTION.

- LESS LEVELS IF THE TURNOVER IS LESS – FLAT STRUCTURE)

- PAY SCALES

- APPRAISALS, PROMOTIONS

- Review the Manager’s Job Description and Standards of Performance.

ORAL OR WRITTEN (IF REQUIRED)

- Make a physical inspection of the entire hotel including Guestrooms

noting problem areas, renovations, etc.

MAKE A SNAG LIST, DETAILING EVERY NOOK AND CORNER

- Review rates and prices for all hotel facilities and services.

CHECK WITH COMPETITION, VALUE FOR MONEY

Determine when last review and adjustments were made.

- Review in detail the hotel leases or management contract, or both, with

particular attention to management responsibilities.
INVOLVE

- Review the organization, staffing, scheduling, function, procedures of

each department.
 INVOLVE HR, CHECK IF A FORMAL PATTERN EXISTS IF NOT WRITTEN

- Visit and critically analyze the hotel’s competition.

LIST OUT COMPETITORS, STAR CATEGORIES, FACILITIES, RATES, SERVICE

CONVIVIAL AND PROCEDURAL

- Review key control procedures.

Grand master keys, logs, room keys – the control procedure in case of
suspected theft related to the room sold for night shift may be when
security takes a handover of the number of keys in the key rack which
corresponds to the number of rooms not occupied. They seal the keys in
a drawer and enter in a register. When a guest comes in the night to
check in the security is called to open the keys of the drawer to give the
room keys to the guest. Again this is recorded in the register.

- Review all contractual relationships with particular attention to

Services received or rendered, cost or income and termination date.
INVOLVE

- Review City, State and National government regulations as they pertain

to the hotel.

INVOLVE HR AND SECURITY AND OWNERS

- Review the hotel’s standard procedures for emergencies and the staff
training therefore. Review specialized emergency equipment status –IF
MODIFICATION REQUIRED LIKE ALARM SYSTEM

INVOLVE SECURITY IF FORMAL PROCEDURES EXIST- Ref fire combat

group manual

- Review Department Head and Executive Committee Minutes of last

several meetings.

ASK FOR FILES OR SOFT COPY OF MINUTES, INVOLVE ADMIN – LOOK AT

POINTS BEING REPEATED AND COMING AGAIN AND AGAIN – Ref
minutes format for CHPL.

- Review the hotel’s policies regarding donations.

 INVOLVE OWNERS, HR -

II. CIVIC AND GUEST RELATIONS

- Familiarize yourself with the principal repeat VIP Guests of the hotel.

INVOLVE MGR- FOM, AND F&B. CHECK GUEST INHOUSE LIST, LONG
STAYING GUESTS. CHECK F&B REPEAT GUESTS CRTICALLY. CHECK FOR
PROMOTIONS RELATED TO THEIR BIRTHDAYS AND ANNIVERSARIES

- Obtain the review a list of key civic leaders.

INVOLVE HR, SEC AND OWNERS – PR MEET

- Review the hotel’s list of key corporate accounts.

INVOLVE SALES

- Familiarize yourself with worthwhile civic activities and clubs in which

you should participate, or with which your should co-operate

INVOLVE HR, SEC AND REVIEW NATIONAL HOLIDAYS

III. CREDIT

- Review the list of approved city ledger accounts and any limitations
thereon.

Involve finance and sales, ask for credit outstanding and the period, bad
debt, defaulters – incase of problem with a guest on limits or
recovering of amount especially with regular guests – boost ego of
guests, glasses with names of guests or napkins which are personalized
with guest names may be used however the guest is to be told politely
that “I am keeping you informed that the limit has been touched and
when may I expect the payment”.

- Review all Debtors, contracts, licenses, leases & AMCs.

INVOLVE FINANCE AND SALES

- Review the list of acceptable credit cards.

 INVOLVE FINANCE

- Review all credit procedures.

INVOLVE FINANCE

- Review credit granting and check acceptance policies, Authorities and

limitations.
INVOLVE FINANCE

- Review accounts and check collection procedures.

INVOLVE FINANCE

- Review all substantial accounts over 60 days.

AS DICUSSED -

III. ADVERTISING – MEET ONCE A MONTH WITH SALES AND PR

- Review the Advertising Budget in detail.

INVOLVE SALES AND REFER TO GUIDELINES IN HAND OUT - CRITICAL

- Review all in-house promotion.

INVOLVE SALES, F&B AND FO

- Review the public relations budget and activities.

Involve sales and refer to guidelines – travel agents, airlines, bookers,

and corporate get together invite –sales budget (includes PR) – 5 to 7%
of revenue (7% for a new hotel)

IV. PURCHASING

- Review all purchasing procedures. Determine who is authorized to

purchase, and to what limits.
INVOLVE AND CHECK IF BETTER ECONOMY OF SCALE IS POSSIBLE

- Review methods for determining the amount to be ordered and from

which Supplier. Are Competitive quotations used ?
 ATLEAST 3 OR 4
What purchases must bear the Manager’s approval.
(PURCHASE WILL BE A SEPARATE FUNCTION COMPARED TO RECEIVING AND
STORES WHICH ARE ACOUNTING FUNCTIONS)

- Review the amount of purchasing done through Central Office.

INVOLVE PURCHASE CHECK FOR IMPORT LICENSES ETC

V. RESERVATIONS

- Review hotel reservation and reservation reporting procedures.

INVOLE FO AND CHECK FOR VARIOUS SEGMENTS, INTERNET, FIT,

CORPORATE, TAS AND CREW RESERVATIONS – CHECK IF HOTEL IS LISTED
ON GDS – UTELL ETC

- Review incoming and outgoing reservation reports for recent month.

INVOLVE AND DISCUSS FIGURES AND PERCENTAGES IF IT CAN BE

IMPROVED -

- Review group reservation follow-up procedures.

INVOLE AS BEFORE -

- Review future bookings, with particular emphasis on groups and

tours/conventions.
INVOLVE AS BEFORE AND CHECK WITH CHPL SALES FOR TAS PROSPECTS,
CHECK WITH SALES ON LOCAL TREKS AND TASK - CRITICAL

VI. LABOUR RELATIONS – MEET ONCE A MONTH WITH HR

- Review in detail all labor contracts.

INVOLVE HR CHECK FOR POLICIES ON LAYOVER, RETIREMENT, PF, STAFF
WELFARE, PROMOTIONS, APPPRAISALS,

- Review status of current labor negotiations.

 INVOLVE HR AND REVIEW THE NATURE OF IR AT THE HOTEL

- Familiarize yourself with the names and positions of key union leaders.
INVOLVE HR

- Review the key points of applicable labor legislation.

READ LABOUR LAWS, STANDING ORDERS ETC

VII. INSURANCE.

- Review in detail all insurance coverage which the hotel has.

INVOLVE HR AND LEGAL

VIII. REPAIRS AND MAINTENANCE – MEET ONCE A WEEK

- Review the status of current major maintenance programs.

INVOLVE ENGG, ROUNDS WITH CHIEF ENGG, STATUS OF AC/ HEATING

PLANT, WATER SUPPLY, JOCKEY PUMP, HEAT RECOVERY IF ANY,
BOILERS, CONDITION OF ROOMS, LIST OF MAJOR EQUIPMENT –
KITCHEN, SERVICE, HK AND FO, ENERGY CONSUMPTION PATTERN,
WATER SAVING POTENTIAL, STP IF ANY -

- Review projected future major maintenance projects.

INVOLVE ENGG, RENOVATIONS ETC, OWNERS, URGENT AND
IMPORTANT PROJECTS TO BE DISCUSSED

- Review preventive maintenance program.

DISCUSS WITH ENGG

- Review existing maintenance contracts.

INVOLVE ENGG FOR AMCS

IX. LEGAL

- Meet with the hotel’s legal counsel.

 INVOLVE OWNERS, HR AND SECURITY

- Review the status of any litigation or claim in progress.

INVOLVE OWNERS, HR AND SECURITY

X. ROOMS DEPARTMENT – MEETINGS ONCE A WEEK WITH SALES, HK

AND SELF

- Review the Standard Operating Procedures ( SOPs)

INVOLVE FO AND DISCUSS SOPS AND QUALITY AUDITS AT A LATER

DATE

- Review guestroom history. This might best be done in conjunction with

the physical review of all guest rooms

INVOLVE FO AND DISCUSS SOFTWARE OF GUEST HISTORY AND UPDATE

- Review guest history program.

DISCUSS WITH FO – LONG STAYING REPEAT GUESTS INVITE ONCE A

MONTH

- Review Pre-Registration and No-Delay Check-Out Procedures.

DISCUSS WITH FO TIMINGS FOR CIN / OUT AND OVER STAYS AND OVER
BOOKING POLICIES – CHECK FOR OCCUPANCIES / BUSINESS OR PEAK
PERIODS TO DETERMINE FLEXIBILITY IN TIMIMGS.

- Review standard guestroom supplies –

INVOLVE FO, F&B, HK AND SALES

- Review individual and group room deposit policy.

DISCUSS WITH FOM AND SALES

- Review commission policy and commission payment procedures.

DISCUSS WITH SALES, FO AND FINANCE
XI. STOCKHOLDERS & DIRECTORS

- Meet key corporate Officers and Stockholders.

REFER OWNERS

- Review schedule of Stockholders and Directors Meetings.

REFER OWNERS

- Review minutes of the last stockholders and Directors Meetings.

INVOLVE HEAD OFFICE, OWNERS, HR AND FINANCE.

XII. BANK ACCOUNTS AND POWERS

- Arrange for transfer of authorized signatures and powers of attorney.

REFER OWNERS AND FINANCE

XIII. FINANCIAL – MEETING ONCE A MONTH WITH FINANCE AND ONCE A

MONTH MIS TO CHECK CONTROL INFORMATION VIS A VIS BUDGET

- Review the most recent Balance Sheet as well as that of the most
recent fiscal year. Question significant changes. Thoroughly familiarize
yourself with all major Balance Sheet accounts, including the
breakdown of significant
Accounts –

- Review the most recent Statement of Profit & Loss as well as that for the
most recent fiscal year. Question insignificant changes in operating
ratios.
ARR, OCCUPANCY, APC, COVER TURNOVER, MAJOR EXPENXES AND GOP

- Review Accounts Receivable and Accounts Payable.

INVOLVE FINANCE AND OWNERS IF NECESSARY – CHECK FOR LIMITS
WHERE FLAGS HAVE TO BE RAISED.

- Review inventory levels and turnover. Be alert for Dead Stock.

 INVOLVE FINANCE AND DISCUSS CHECK LIST OF SLOW MOVING ITEMS IF
AVAILABLE, CHECK INVENTORY TURNOVER RATIO WITH FINANCE AND
WHERE MINIMUM STOCK IS POSSIBLE.

- Meet with the hotel’s outside auditor. Review their Report for the most
recent fiscal year.
INVOLVE FINANCE FOR DISCREPANCIES AND ANOMALIES AND SENSITIVE AREAS

- Review the hotel’s depreciation and amortization policy.

INVOLVE FINANCE

- Review all taxation, licensing and permits.

INVOLVE FINANCE AND HR

- Review the hotel’s debt structure and the terms thereof

Meet with the hotel’s vendors if advisable.
INVOLE FINANCE AND OWNERS -

- Review the hotel’s capital improvement policy.

INVOLVE OWNERS AND FINANCE -

- Review the hotel’s investment portfolio.

INVOLVE FINANCE AND OWNERS

- Review the hotel’s dividend policy.

INVOLVE FINANCE AND OWNERS

XIV. ACCOUNTING AND CONTROLS – CHECK WHERE FLAGS HAVE TO BE

RAISED DAILY, WEEKLY AND MONTHLY IF BELOW BUDGET AND
ACKNOWLEDGE WHEN MEETING OR SURPASSING BUDGETS

- Review all controls, with particular emphasis on labor, Food and

beverage controls.
INVOLVE FINANCE AND F&B CONTROLS AND HR

- Review expense accounts procedures.

DISCUSS AND UNDERSTAND WITH FINANCE
XVI HEAT, LIGHT AND POWER

- Review the utilities used by the hotel, the cost thereof and then
consumption thereof. Review records pertaining to utility cost control.
REFER TO EARLIER NOTE ON ENGG AND SAVINGS, INVOLVE ENGG AND
MR. DAS -

XVII PERSONNEL – CHECK MANNING RATIOS AND NOS DEPTWISE ONCE A

MONTH PREFERABLY A REPORT FROM HR ON CURRENT MANNING STATUS
AND RECONCILE WITH BUDGET. CHECK PERFORMANCE APPRAISAL
REGULARITY. A MANNING REPORT CAN HAVE THE NUMBER AND NAMES OF
APPRAISALS DONE

- Review salaries and wages, salary and wage review policy and the
preceding review of salaries and wages.
DISCUSS WITH HR – INVOLVE MR. KPK

- Review vacation policy and the vacation schedule for key employees.
DISCUSS WITH HR.

- Review employee insurance plans.

DISCUSS WITH HR AND UNDERSTAND THE POLICY.

- Review employee retirement plans.

INVOLVE HR.

- Review personnel files of key employees, including the latest personnel

evaluation.
INVOLVE HR.

- Review personnel evaluation procedures.

INVOLVE HR PERFORMANCE APPRAISAL CRITERIA IF OBJECTIVE –
DISCUSS AS ABOVE XVII, IF MBR PROCESS CAN BE ALIGNED FOR GM,
HODS AND EXECUTIVES

- Review any local credit unions.

INVOLVE HR

- Review Hiring and firing Procedures, including authority, interviewing

and testing.
 DISCUSS MANPOWER PLANNING, MANNING, PRODUCTIVITY CRITERIA
LIKE NO OF ROOMS TO STAFF RATIOS BASED ON OCCUPANCY, EXISTING
INDUSTRY NORMS, NO OF COVERS SERVED TO SERVERS RATIOS –
SELECTION TESTS, HRING POLICIES AND LEVELS OF INTERVIEWS
SELECTION / REJECTION ALSO TERMINATION PROCEDURES, GRIEVANCE
PROCEDURES, EXIT INTERVIEWS -

- Review profit sharing, incentive and bonus plans for employees,

including recent distribution there under.
INVOLVE OWNERS, HR AND MR. KPK IF APPLICABLE

- Review the recent participation of key employees in company seminars

and training programs.
UNDERSTAND AND DISCUSS BEST EMPLOYEE, POSITIVE STROKES
PROCEDURE (INVOLVE HODS), DISCUSS INDUCTION PROCEDURE, SPIRIT
OF HOSPITALITY PROGRAM AS MOST IMPORTANT, BIBLE, FOCUS ON
CONVIVIAL AREAS, ONE MINUTE MANAGER

XVIII BUDGETING – AS DISCUSSED ONCE A MONTH MIS

- Review current budgets and the most recent comparison of results with
budgets.
INVOLVE FINANCE FOR REVENUE AND EXPENSE BUDGET, TODATE
FIGURES, GOP MAINTAINED, INVOLVE HEADS AS TO POINTS OF
IMPROVEMENT IN REVENUE AND CONTROL OF EXPENSES -

- Review the status of the current capital improvements Budget.

DISCUSS WITH FINANCE AND HODS. REFER MR. KPK AND MR. DAS

XIX FOOD & BEVERAGE – MEET ONCE A WEEK – SERVICE, PRODN AND KST

- Review the Standard Operating Procedures (SOPs)

DISCUSS WITH HODS REGARDING QUALITY AUDITS AT A LATER DATE,
INPUTS REQUIRED FOR UPGRADING STANDARDS – TOOLS. LOOK FOR
INNOVATIONS IN SERVICE PROCEDURES
- Review the condition of crockery, cutlery, glassware & kitchen
Equipment
DISCUSS WITH F&B MANAGER AND KST

- Review the existing Menu cards and pricing policies of Restaurants,

Banquets, Room Service, etc.
DISCUSS IN DETAIL WITH F&B MANAGER, OUTLET MANAGER AND
BANQUETS

- Review hotel’s entertainment policy.

DISCUSS WITH F&B AND FINANCE

XX SALES PROMOTION – MEET ONCE A WEEK

- Review the Sales Department Budget

DISCUSS WITH MARKETING AND SALES MANAGER

- Meet & greet all important clients

MAKE IT A POINT TO MEET CORPORATES AND INHOUSE GUESTS AT
ABOUT 6.30PM TO 7.30PM IN THE LOBBY, WHEN THEY COME BACK TO
THE HOTEL

- Spend half day a week doing sales calls

INVOLVE SALES AND LOOK AT TAPPING POTENTIAL GUESTS –
CORPORATES, EMBASSY TEAM, AIRLINES AND TRAVEL AGENTS – MAKE A
SCHEDULE / CALENDAR AND FIX APPOINTMENTS – SHARE WITH CHPL
SALES WHERE REQUIRED. CHECK REPORTS – DSR / WSR WHETHER BEING
COMMUNICATED TO CHPL SALES.

- Review the Guest History Program

DISCUSS WITH SALES, FO AND F&B FOR STRATEGY FOCUSSING ON

PERSONALISED SERVICE AND CONTINOUS IMPROVEMENTS DURING
WEEKLY MEETINGS -