GENERAL MANAGERS HOTEL HANDOVER CHECKLIST.doc

GENERAL MANAGERS HOTEL HANDOVER CHECKLISTGENERAL MANAGERS HOTEL HANDOVER CHECKLISTINDEXSection PageA.Interview Between Incoming and Outgoing General Manager3 - 6B.Interview with Personnel Manager7 9C.Interview with Controller/Chief Accountant10 - 12D.Interview with Front Office Manager13E.Interview with Executive Housekeeper14 - 16F.Interview with Food and Beverage Manager17 - 19G.Interview with Executive Chef20H.Interview with Sales Director/Manager21 - 22I.Interview with Chief Engineer23 - 24J.Interview with Security Chief25 - 26K.Interview with Purchasing Manager27L.Interview with Resident Manager/Executive Assistant Manager28A. INTERVIEW BETWEEN INCOMING AND OUTGOING GENERAL MANAGEROKActionActionDateRemarks1. Review of owning Company matters:a. Hotel agreement (operating & management, or lease)b. Owning Company organization (whos who)c. Relation with Owning Company:d. Internal Owning Company relationshipe. Owning Company file (problem, how to handle same)f. Equity position of owners.Are Board members management employees? Who has approval authority?g. Capital expense budget procedure with Owning Companyh. Rehabilitation/renovation agreement or plans in progressi. Board meeting timetable and previous minutes overviewj. Review outstanding or pending Owning Company mattersk. Trading hotel/Owning Company events and courtesies extended to Board members and Owning Co. employeesl. Establish date for presentation of incoming GM to Board2.Administrative and Generala. Organization chartb. Outline union agreement (effective dates, relationship)c. Power of attorneyd. Lawyer (review pending items, give legal update)e. Shop leases:(1) Outline each lease agreement(2) Review hotel/shop relationship, problems policies(3) Meet shop ownersOKActionActionDateRemarksf. Outline contracts for utilities, entertainment and othersg. Review hotel/bank relationship, financial statush. Annual budget and forecasts; review and identify problem areasi. Marketing Planj. Financial Statementk. Goals/incentive planl. Administrative calendar (any problem areas)m. Complaints and method of handling samen. Department Head Meetings (time, format, history)o. Staff Committees:(1) Budget(2) Credit(3) Executive - Do they meet?(4) Work Place Health & Safety - Are they effective?(5) Environment - What has been their(6) Cost Saving/Loss Prevention contribution?(7) Staff Welfarep. Department training programs under way or plannedq. Capital expenditure budget and large purchase orders outstandingr. Signature authorization cards for bank accountss. Who is authorized to sign E N T checks in hotel?t. Review special festival days, holidays, promotions; history and recommendationsu. Insurance coverage review:(1) Workers Compensation(2) Industrial Special Risks - including material damage, Consequential Loss caused by Fire, Earthquake, Subterranean Volcanic Eruption, Action of Sea/Tidal Surge etc. covering:- Building, Plant, Machinery, Furniture, Fixture, Fittings and all other contents.- Landscaping- Reinstatement cost- Removal of debrisOKActionActionDateRemarks- Accidental damage- Theft of property- Money in transit and on premise- Property in transit- Fidelity guarantee- Business interruption with consequential loss of revenue and profit- Claim preparation fees- Additional increased cost of working(3) Comprehensive General and Product Liability- Primary layer (according to Management Contract)- Secondary layer- Bass Umbrella Cover over and above(4) Mechanical and Electrical Breakdown of fixed plant machinery and boilers(5) Electronic (EDP) including data restoration(6) Plate Glass doors and windows(7) Motors vehicles(8) Employees and Guests transportation(9) Inventoriesv. Review safe combination policy for hotel safew. Review policy on GMs keysx. Hotel car(s) policy; who can use? who controls?y. General Managers secretaryaa. Professional/social/fraternal membershipsbb. Safety deposit box at local bankcc. Business cards, special invitations, dd. compliment cardsee. GMs city ledger account policyff. GM apartment: Inventorygg. Known exceptions tohh. Known but not budgeted capital expense items neededii. Full inspection report, all areas of hoteljj. Review sign off GM apartment and office Inventorykk. Full examination of hotel floor plans and drawingsll. Interview with hotel doctor re general health of hotel employees and specifically of individual department headsmm. Labour relations should be discussed by incoming/outgoing GMs and Personnel Manager3.Local Status Information and Background:a. Local hotel associationsb. Hotel Licenses (liquor, business, occupancy, etc.)c. Performing rights agreements on music royaltiesOKActionActionDateRemarksd. State of the Nation, including local political situation (if appropriate)e. Local customs and culture (dos and donts)f. Hotel history (anniversary date, traditional events)g. Pre-opening file (if applicable)h. Hand over updated GMs address booki. Currency control central bank, if applicablej. Details of any foreign exchange regulationsk. Tourism survey of city and/or countryl. Import restrictions and evaluation of impact on operationsm. Details of existing or proposed price controlsn. Status of local unions4.Manuals Inventory:(Note: If any of the manuals is missing, facsimile advice is to be sent immediately to Corporate Office.)General ManagersNumber of copyGeneral Managers Handover Check ListHotel Opening Check ListHuman Resources ManualFront Office ManualFood & Beverage ManualHousekeeping ManualPre-opening Finance ManualAccounting Standard ManualPre-opening Training ManualPre-opening Personnel ManualSales ManualPublic Relation ManualHotel Policy ManualEmergency ManualManager On Duty ManualB. INTERVIEW WITH PERSONNEL MANAGEROKActionActionDateRemarks1.Personnel Managers background, experience and personal goals2. Complete personnel listing including name, position, salary, date and amount of last increase, date of hire, and whether a union position3.Read department heads personnel files4.Personnel policies:a. Hours per week workedb. Hours per week workedc. Hours per week workedd. Vacation policye. National and religious holidaysf. Hiring policyg. Layoff policyh. Firing policyi. Sickness procedurej. Disability procedurek. Overtime policyl. Bonus policy, if applicable (end of year, etc.)m. Severance payn. Staff housingo. Who lives in hotel; name (s)/room number(s)p. Who eats where? Dependent meals permittedq. Staff transportationr. Transfer possibilities or promises5.Expatriate staff:a. Expatriate promisesb. Transfer possibilitiesc. Contract Statusd. Vacation statuse. Privilegesf. Probable promotionsg. Training for local employee replacement of expatriatesOKActionActionDateRemarks6.Labor laws and regulations:a. Minimum wageb. Minimum working agec. Retirement age: mandatory?d. Restrictions on employmente. Accident and disability insurance coverage7.Privileges and benefits:a. Department head privileges (pool, steward sales, etc.)b. Employee privileges (meals, city ledger, etc.)c. Union benefitsd. Medical insurance and related benefitse. Cash advances, loans, uniform allowance and the likef. Pension or retirement plan or policyg. Other benefits8.Staff welfare:a. Committee contribution to staff welfareb. Activities and programsc. Employee cafeteria and locker areas: condition and program9.Training programs:a. Training facilities (room, library, films, etc.)b. Describe training programs by departmentc. Language programd. Language programe. Hotel training program, including staff exchange programf. Government training programsg. Supervisory trainingh. First aid trainingi. New hire orientation10.Employee recognitiona. Employee of the month programb. Pin awards, how often, next date, gift if any, presentation ceremony customc. Complimentary letters, commendationsd. Suggestion box and means of responsee. Employee newsletterOKActionActionDateRemarksf. History of annual outings, parties, etc.11.Job specifications:a. Job descriptions all positions?b. Describe procedure for filling vacancies12.Othera. Staff turnover and related problemsb. Accident reports and recent trendsc. First aid boxes; location and upkeepd. Employee entrance controle. Are there periodic employee locker checks? When are these done?f. Confidential staff arrangementsg. General problems and concerns13.Annual budget and Performance Evaluation:a. Review Budget & Staff Performance Evaluation C. INTERVIEW WITH CONTROLLER/CHIEF ACCOUNTANTOKActionActionDateRemarks1.Personnel :a. Controllers/Chief Accountants background, experience and personal goalsb. Technical competence of accounting staffc. Depth of staff and cross training programsd. Any concerns?2.Finance :a. Financing arrangements, if applicableb. Repayment of debt, if applicablec. Cash flow and cash forecastd. Company fee earnings3.City ledger :a. Total outstanding and recent trendsb. Number of days in city ledgerc. Magnitude of bad debts and write-offsd. Overdue accounts and collection proceduree. Brief description of credit policy4.Inventories:a. Special problems and control proceduresb. Inventory policyc. Issuing hours/days of storeroomsd. Steward sales to employees5.Cash:a. Brief description of cash controlsb. Amounts of house banks and individual limitsc. Petty cash banks and control procedure and limitationsd. Description of banking arrangements and policye. Bonded employees and cashier over/short policy6.Payroll:a. Brief description of payroll procedure and policyb. Mechanism for controlling payrollc. Overtime policy - who can authorize requestsd. Payroll control of department heads (time sheets, etc.)OKActionActionDateRemarkse. Policy on cash advances tof. employees and employee loansg. Brief description of employee benefitsh. Procedure for casual labori. Policy on employee city ledger and discounts, if applicable7.Contracts and leases:a. Outside contractors for hotel services (window washing, etc.)b. Major hotel contractsc. Shop leases and any problem areas with shopsd. Other contracts or leases, including history and status of barter arrangements and any unusual arrangements/charges8.Important policies:a. Employee meals in hotel; do employees pay any costs?b. Policy on employee dependent mealsc. Policy on entertainment and procedured. Check cashing and credit cardse. Policy and control on advance depositsf. Unusual problem areasg. Travel agency commission paymentsh. Is the number of guest safety deposit boxes adequate?i. How do we handle guest valuables if not boxes available?9.Reporting:a. Any problems with items on administrative calendarb. Financial statementsc. Preparation of budget and five-year pland. Cost controle. Purchasingf. Receivingg. Payroll controlh. Any unusual reporting requirementsi. History and trends in incidents of workmens compensation cases; guest accidents and claims; theftsj. CEA controls and implementation/follow upOKActionActionDateRemarks10.Receiving and stores:a. Brief description of control points and procedureb. Special import/customs requirements or restrictionsc. Status update of FF&E budgetd. Inventory controls and par stock controlse. Quality control at receiving dockf. Brief description of storeroom controls, proceduresg. liquor issuing controlh. Meat issuing controlsi. Goods receiving control and storage11.Annual budget planning and Performance Evaluationa. Review budget and Staff Performance EvaluationD.INTERVIEW WITH FRONT OFFICE MANAGEROKActionActionDateRemarks1.Personnel:a. FOMs background, experience and personal goalsb. Profile of Assistant Managersc. Profile of telephone/uniformed services staffd. Profile of reservations/reception staffe. Profile list of FO department supervisors/key personnel2.Daily operation and coverage:a. Hours of coverage: FOM and Assistant FOMb. Weekend coveragec. Morning briefingsd. Schedule of Front Office meetingse. Front Office training programs3.Guest relations:a. Profile of Guest Relations Managerb. Handling of VIP and repeat guestsc. Describe promo cardexd. VIP Courtesies and approvals4.Occupancies and average room rate trends:a. Forecast last year, compared to actualb. Forecast this year, compared to actual (YTD)c. Impact of seasons on hotel (peaks and valleys)d. General and specific sources of businesse. Provide a listing of major accounts of particular notef. When are forecasts prepared for department heads? Distribution?g. Provide a copy of Reservations on the Books to date for next twelve monthsh. List of permanent or semi-permanent guests5.Facilities and equipment:a. General condition of reservations office and receptionb. General state of operating equipment and impact on ongoing operations6.Annual Budget Planning and Performance Evaluationa. Review budget and Performance EvaluationE.INTERVIEW WITH EXECUTIVE HOUSEKEEPEROKActionActionDateRemarks1.Personnel productivity:a. E