香格里拉酒店餐厅经理手册Managers Manual.doc

F & B SERVICE MANAGERS (OUTLET) MANUALCONTENT1.Introduction1.1Our VisionP. 51.2Purpose of the ManualP. 61.3Service & Kitchen Management StyleP. 72.Human Resources Procedures2.1Personnel Requisition ProcessP. 122.2Hiring ProcessP. 132.3Confirmation ProcessP. 142.4Transfer ProceduresP. 152.5Promotion ProceduresP. 162.6Performance EvaluationP. 172.7Disciplinary ProceduresP. 203.Organization of Operations3.1Delegation of DutiesP. 243.2Conducting BriefingsP. 263.3F&B Morning Meeting GuidelinesP. 273.4Tour of OutletP. 283.5Requisition ProceduresP. 293.6Staff MotivationP. 313.7Handling Event GroupP. 334.Scheduling4.1Scheduling of StaffP. 354.2Planning of LeaveP. 374.3Request and Submission of OvertimeP. 394.4Compiling and Using Absenteeism Report / Outlet Attendance RosterP. 414.5Submission of Allowances (split shift, incentives, midnight and taxi allowance)P. 425.Delegation of Authority5.1Parameters of Authority (Refer to hotel) See sample attachedP. 45Page 118 of 1186.Finance6.1Forecast PreparationsP. 476.2Profit & Loss ReviewP. 496.3Budget PreparationsP. 517.Marketing Mix7.1Outlet SWOT AnalysisP. 547.2aCompetitors SurveyP. 557.2bSurvey of FiguresP. 557.2cMarket Share (%)P. 557.2dComparison RemarksP. 567.3Outlet PromotionP. 577.4Guest CritiquesP. 587.5Database Management of Customer ProfileP. 598.Training8.1Training SystemP. 618.2Identifying Training Needs Analysis (TNA)P. 648.3Department Training Schedule & AttendanceP. 658.4aDefinition of On-the-Job Training (OJT)P. 668.4bDefinition of Off-the-Job Training (Off-JT)P. 668.5Generic TrainingP. 678.6Target Training Hours Per EmployeeP. 688.7Evaluation of Training EffectivenessP. 698.8Development of Staff Training Plan / Succession ProgramP. 708.9Standard Operating ProceduresP. 729.Shangri-La Food Safety Management System9.1Why is SLI Food Safety management System (SFSMS) is Required?P. 769.2Cause of Food PoisoningP. 779.3Guide to Establish a Shangri-La Food Safety Management SystemP. 789.4How to develop Shangri-La Food Safety Management System?P. 7910.General Food & Beverage Knowledge10.1Food KnowledgeP. 9910.2Beverage KnowledgeP. 10910.3Special NotesP. 11511.Fire & Life Safety Procedures Refer to Hotel Fire & Life Safety Officer for detailsP. 11612.Outlet Inventory Refer to Stewarding Department SOP for detailsP. 11713.AppendixP. 118INTRODUCTION1.1OUR VISIONOur VisionAccepting Nothing Else But The BestCore IdeologyCommunicating The PassionEncouraging CreativityFocusing On InnovationCommitted To Guiding PrinciplesInspiring People Within The Organization1.2HOW TO USE THE MANAGERS MANUALPurposeThis manual has been designed to provide you with understanding of the standards and procedures, to consistently run your business the Shangri-La Way.The manual is to be a working document that will be updated as the hotel and company progress. New standards and innovations will be added to keep Shangri-La Hotels and Resorts at the forefront and well ahead of our competitors.The manual will set out to achieve the following objectives.1.To communicate the Shangri-La Hotels & Resorts Group Vision and F&B Division Mission to ensure consistency in approach and application.2.To provide F&B Division Departments with consistent reference material to assist you in your day-to-day operation and reinforce our commitment to excellence in quality.3.To be used as an orientation material for new team members and other operating departments so that the role and functions of the department are accurately and fully understood in a timely and organized manner.4.To provide information in a format that can be readily updated as modifications and new developments take place.5.To continuously maximize all revenue generating opportunities via creative up-selling, advertising & technology.* Please note that some procedures are guided by collective agreement or can be different from hotel to hotel.Yours sincerely,Group Director of Food & BeverageJean Michel Offe1.3SERVICE AND KITCHEN MANAGEMENT STYLELeadership and Creating the ClimateManagement is not a science. It is the art of balancing conflicting interests to achieve a dynamic, highly motivated and profitable organization.A leader is not born but made. The primary qualities of good LEADERSHIP can be learned, by ensuring that one own attitude is positive, considerate and goal oriented.Self-discipline in thought and behavior can lead to more effective ways of getting the most of your team and achieving the best results for the hotel.1.Think About Your ThinkingBy learning to manage your thinking, you can consciously shape your feelings and your perception of the opportunities you have for realizing your goals in your operation.You should always remember that you must understand how essential your role and attitude influence and affect the team spirit under stressful situation.2.Be More AssertiveMake your opinion a suggestion to ease any tension. Be patient and persistent. Build respect based on honesty and integrity. Speak with a soft voice, saying what you mean and meaning what you say.3.Build Better Self EsteemIf you feel good about yourself, you will perform better.Everyone is creative, including you. Personal ideas, however, may not always be the best and it is important to accept and use the best ideas available.4.Be a Self StarterDo not confuse motivation with action. Learn to enjoy yourself during the action and the work will go easier, flowing positively. As your satisfaction increases, you become motivated.5.Maintain Your PoiseSet clear objectives or outcomes for every meeting. Identify potential problems. Prepare yourself to act in a calm, measured manner. Build a positive climate and plan how you want to act.6.Be Your Own Best CriticDo you want to improve? Self-criticism is essential. Learn from your mistakes. Your attitude is the secret of your success. Become more aggressive in demanding better performances from yourself.7.Be Proud of What You DoDo not allow your pride in your work to be eroded by other people. Ensure you feel good about what you do.8.Work SmartSet goals that make you stretch. Be prepared to put yourself under pressure. Focus on priorities and important issues. Focus your efforts to improve your performances.9.Plan Your Daily OutputEstablish your medium term objectives. Devote time for planning.10.Praise Good WorkBe sincere. If people deserve praise, give it simply directly. Dont flatter. Praise motivates people, builds teamwork and cooperation.11.Offer Guidance to People in Performing Their JobDont do the work for people. However, before being firm and sharp, be sure that training has been as good as should have been. Guide them, be patient and encouraging. Remember, some people learn faster than others.12.Listen to People When They Approach YouListening is hard work. Usually, when we believe we are listening, we are thinking of what we intend to say next. Keep an open mind. Summarize but do not assume.13.Involve Yourself in Hard Decisions and Difficult ProblemsYour involvement as a leader reassures the staff. Facilitate the process of bringing forth all options, address issues and concern and ensure all responsibilities and accountabilities are made clear.14.Take Time to Think Before Actinga.Think firstb.Check your analysis against the actual situationc.Implement your solution15.Be Flexible But FirmEncourage your staff for a frank discussion of goals, tactics and strategies. Do not change your direction without good reason.16.Seek Respect, Not FriendshipAvoid favoritism, suspicion and rivalries eroding work performance.What is important is that people are confident you will treat them according to their performance in their job and not according to how you feel about them.17.Get Involve to Get Things DoneYou must be involved without doing your peoples job. Focus on the process. Inspire and guide in doing work.18.Encourage People to Learn and Develop ThemselvesYou must make your staff understand that they have greater potential than they realize. Encourage the person, guide them to achieve their tasks.19.Be Gracious with People but Ruthless with Plans, Problems and PrioritiesAttack the problem not the people. Be determine, concentrate all your energies on key issues.20.Pay Attention To DetailsEstablish standards, set goals, guide your staff to achieve them. As a manager, you must manage the details of what your people do to ensure their performance is up to standards21.Be ProfessionalDo not bring personal issues to work. Maintain a professional attitude at all times when communicating with both internal and external customers.HUMAN RESOURCES PROCEDURES2.1PERSONNEL REQUISITION PROCESS2.2HIRING PROCESS2.3CONFIRMATION PROCESS2.4TRANSFER PROCEDURES2.5PROMOTION PROCEDURES2.6PERFORMANCE EVALUATION (See flow chart 2.6)The Performance Evaluation will be divided into 2 sections.a. A Half Yearly Review (Coaching and Feedback)b. Annual Performance Development Review (Evaluation)a. Half Yearly Review (Refer to Hotel Copy)The Service Manager is to have a one-to-one session with each of the staff during the 6-month review. The purpose of this review is to assess the qualitative abilities of each staff in terms of performance and conduct related issues.For the Service Associates, they would be assessed on the following.-Standard of Work-Punctuality and Attendance-Teamwork-Initiative-Personal Hygiene and Grooming-DisciplineFor Service Leaders, they are to be assessed together with the goals in the PDR (Performance Development Review) on the following.-Leadership-Effectiveness-Innovation and Creativity-Budgeting / Finance / Productivity-Relationships-Planning and Decision Making-Communication-Training and Development-Technical KnowledgeThe completed reviews are to be submitted to Service Executive by stipulated dates from Human Resources.The individual review for the Service Associate has no weight on the ex-gracia bonus as the ex-gracia is based on the team goals.b. Annual Performance Development Review (Refer to Hotel Copy)The Annual PDR will be based on goals set by Service Executive. These goals will be disseminated to the Service Managers.Hotel Goals (Sample see Appendix 1a)1.Business Results2.Customer and Brand Loyalty3.Service4.People5.Fire and Life SafetyDivisional Goals (Sample see Appendix 1b)1.Departmental Business Results2.Customer and Brand Loyalty3.Service4.People5.Hygiene & SanitationService AssociateIt is recommended to the team through a briefing to chart the progress of each team goal twice a year.Service LeaderThe Service Manager is to have the review individually with Service Leader for their goals, together with the 6 months evaluation. 2.7DISCIPLINARY PROCEDURES (See flow chart 2.7)The Hotels approach to discipline is progressive and corrective in nature.Disciplinary action will be taken whenever an employee fails to follow or adhere to any rule or policy of the Hotel. These may be performance or conduct related offences as spelt out in the Disciplinary Action Table (Refer to Hotel Copy). If there is any infraction that is not spelt out in the table, refer to Human Resources for action.It must also be in accordance with the employees total Progressive Disciplinary Action Form (Refer to Hotel Copy), i.e. If an employee has been counseled for poor timekeeping, and had committed another offence such as insubordination within 6 months, insubordination will be treated as a second offence and not the first offence for insubordination. The Service Manager should then give a verbal warning to the staff. The offences as such are accumulative in nature. The guideline is also that staff should not be penalized for warnings that were committed more than 6 months ago.In cases where the employee has violated a major infraction of the Hotels policies or procedures, the progressive steps for disciplinary action need not be followed but immediate suspension for inquiry or dismissal.Progress Disciplinary ActionFirst Offence:CounselingSubsequent Offence:Verbal WarningSubsequent Offence:1st Written WarningSubsequent Offence:2nd Written WarningSubsequent Offence:Final WarningSubsequent Offence:DismissalUpon each offence, the Service Manager is to ensure that a Disciplinary Action Form” (Refer to Hotel Copy) is completed and signed by both the Service Manager and the staff concerned. It is also important that the forms are filed into their personal files for recording purposes. A copy is to be handed to the Human Resources Division.All suspensions and dismissals must be consulted with Service Executive and Human Resources Division before any action may be taken.If the offence committed warrants a dismissal, the Service Manager is to ensure that an AOC is raised, signed by Service Executive, and thereafter submitted to Human Resources Division and the Paymaster immediately to cease payment of salary.ORGANIZATIONS OF OPERATIONS3.1DELEGATION OF DUTIESFor the smooth running of an outlet, Service Managers must take the time to plan and organize their outlets. It is the Service Managers responsibility to ensure that the following are carried out.a.TrainingService Managers are to ensure that employees under their care receive the proper training and coaching to do their jobs. You must be involved in identifying areas of gaps in performance that can be resolved by training. Training for the sake of accumulating hours should not be encouraged. The delivery of training which involves the selection of trainees, schedule of training sessions and identification of venue can be delegated to your assistant. However, you must still monitor closely to ensure that training takes place and that it is the solution to close the performance gap. It is thus essential for all Service Managers to attend the Trainer course.For more details on the various aspects of training, refer to section 8 on Training.b.Scheduling of Staff The scheduling of staff is an important aspect of an outlets operation. Scheduling should be done taking into consideration the volume of business and staffing requirements to run the operations.For more details how scheduling should be done, refer to section 4 on Scheduling.c.Controlling of ExpensesIt is the goal of every Service Manager to monitor expenses in the following areas.-F&B requisition and operating equipment according to par stock and cost by cover-To minimize equipment breakages in the outlet-To control beverage cost / spillage-To control staff overtime / casual labor expensed.MaintenanceMaintenance of the outlet is the responsibility of Service Managers. The following should be done to ensure that the restaurant is well maintained.-To ensure that all operating equipment is working and to liaise with Engineering Department should they be faulty. If the equipment is not in working order, raise a Maintenance Work Order Form for Engineering. If the work order is not followed up for the next 48 hours, Service Managers are to report it at the F&B morning meeting.-To conduct a tour of the restaurant twice a week according to the maintenance checklist.e.Log of EventsEvery outlet must have a logbook (see Appendix 2) documenting all incidents. The logbook is to be updated on a daily basis and submitted to the Food & Beverage Office.f.Outlet PromotionsPromotional activities of an outlet are integral parts of its operations. It helps to bring in additional revenue for the outlet. Service Managers must work with the Chef in planning such promotions.For details on how to plan an outlet promotion, refer to section 7.3 Outlet Promotion.3.2CONDUCTING BRIEFINGKeeping staff informed of the relevant hotel information and events an integral part of the communication process in the outlet. Briefings should be conducted daily, 15 minutes before the start of each shift or meal period. It involves all staff on duty.The information covered in daily briefings should include:-occupancy of the hotel-guest comments, e.g. We Value Your Opinion-special promotions and up-selling items-large groups dining in the outlet-arrival of VIP-special guest requests such as arrangement of birthday cakes, flowers, table arrangements, billing instruction, etc-outlet sales month-to-date-average check / revenue / covers versus forecast-daily specials and unavailable items on the menu-station allocationA physical check on staff grooming (Refer to Hotel Standards) should also be carried out during the briefing. Briefing should not exceed 15 minutes.3.3F&B MORNING MEETING GUIDELINESThe F&B morning meeting is held every morning in the Meeting Room (location to be