- Created on Monday, 29 September 2014 10:50
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1.3 Repairs and Maintenance
Maintain the premises of the hotel in good condition and make recommendations for the necessary replacement, repair and renovation of the hotel premises.
This would incorporate a proper preventive maintenance procedure and the implementation of energy saving measures.
Negotiate contracts with suppliers, contractors and other parties in connection with the operation of the hotel to achieve the optimum conditions for the client.
1.4 Risk Management
Provide guidelines, procedures and systems to ensure that the hotel is correctly looking after health and safety risks, hygiene and personal injury requirements, as well as security and crisis management issues.
1.5 Capital Improvements
Present to the client recommendations and proposals for the development of the hotel facilities which would be appropriate for the hotel’s growth, profitability and image.
1.6 Publicity and Public Relations
Responsibility for the promotion of the hotel both internally to the residents and externally to the community to develop the awareness and the positioning of the hotel
This would include newsletters, brochure, and advertising (where appropriate) and publicity materials - all developed to enhance the hotel identity.
2. Finance Services
2.1 Accounting Procedures
Maintain proper accounting procedures relating to invoicing, purchasing, payroll and the general accounts for the hotel.
2.2 Assets Management
Maintain internal control measures and information systems to safeguard the assets of the hotel and to ensure the efficient operation of the hotel.
2.3 Operational Statements
Prepare and present monthly operational statements showing the gross revenues and results of the hotel operations, incorporating a review of the operations related to the financial budgets for the hotel.
2.4 Banking and Credit Systems
Develop adequate and proper banking procedures and policies to ensure the security of the hotel funds and to maximize the benefits from those funds. This would also include credit control systems to minimize the risk of bad debts.
2.5 Financial Budgets
Prepare annual budgets for the hotel and monitor the performance of the hotel against these budgets, including ensuring that the cash flow provisions for the hotel can be adequately covered.
These detailed forecasts for the hotel operations will form the basis for the annual operations and are an important procedure for the client and the management company.
Preparation and filing of all tax declarations relating to the hotel and its operations
2.7 Purchasing Policies
Implementation procedures and controls for the acquisition of all stock and merchandise, including negotiating and dealing with all suppliers and vendors to ensure the best pricing and terms for the operation.
3.1 Staff Recruitment
Engage the personnel for the hotel’s operation, varying the requirements based on the efficient and effective operation of the hotel.
Determining the terms of employment, levels of remuneration, benefits and working conditions of personnel in line with industry standards and the financial budget for the hotel
3.2 Training Program
The development and implementation of training program geared towards staff retention, productivity and the implementation of new procedures.
This would ensure individual growth and internal promotion aimed at the long-term development of superior human resources within the operation.
3.3 Personnel Records
Maintenance of personnel files and records for all personnel to ensure that conditions of employment are fulfilled in accordance with local legislation and codes of practice.
Monitoring and appraising employee’s ability and performance in all aspects of their work.
3.4 Interim Manager Services
In the course of normal business, the upper layers of management may become indispensable even for short periods of time. And in the hotel and spa and leisure industry today, industry best-practice may not allow for enough additional resources to cover necessary breaks in the yearly calendar such as annual leave. Emergencies such as bereavements or personal injury or sickness can devastate a business – particularly in extremely competitive markets and in remote locations.
The sudden permanent loss of top management for whatever reason causes a dilemma as the search and recruitment process for the right talent to replace specialist staff can take over 6 months in some cases.
Consequently, interim manager services inserts a specialist into a situation to ‘hold the fort’ and maintain stability in the business until adequate replacements are found or the gap has been bridged. This may be on a planned calendar to cover annual leave or on an emergency basis.
3.5 Physical Facility Reviews/Audits
There are three aspects to physical assets or facility ‘hardware’;
· Original design layout and space allocation, flow of traffic and selection of finishes
· Maintenance of the hardware over time – including preventive maintenance
· Expansion or remodeling requirements to respond to current market requirements
Reviewing and analyzing these in the context of each other can produce a facilities road map that can help to keep the facilities current.
Such an audit can also assist in avoiding sudden requirements for capital injections that can cripple the business. An assessment of capital replacement reserve status and additional funds to be set aside relieves pressure and anxiety on management - leaving the staff to focus on service delivery standards.
3.6 Management Reviews/Audits
To maintain high standards, it is often useful to have an independent review of current management practices. This ensures that industry benchmarks are being maintained but it can also be a way of introducing new contemporary ideas and policies etc to a business.
A planned and assisted Management Review is a constructive way for the management team to self-evaluate and set short-term and medium-term goals – for their department and for themselves personally.
This should be a two-way procedure where the management staff also makes known their expectations from the employer and for their career.
Another alternative is to engage a ‘mystery shopper’ to experience and study the facilities and services on hand and produce a report and plan for remedial action together with targets and milestones on a timetable.
3.7 Systems & Standards Reviews
Whereas the bricks and mortar, fixtures fittings and equipment of a leisure facility are very important in allowing the best facilities and services to be consistently delivered to the user, the ‘hardware’ only goes so far. The systems and standards, policies and standard operating procedures, can differentiate two facilities with the same hardware. The ‘firmware’ can be altered and improved with very little or no investment or capital outlay. And yet the difference perceived by the user can be remarkable.
3.8 Staff Audit and Appraisals
In the same way that the ‘hardware’ and “firmware’ play their relative part in the service delivery process, the ‘software’ investment is not only the most crucial – it is by far the most difficult to get right – particularly in countries where the standards of hospitality are not so mature.
3.9 Joint Venture Team Formation
In the increasingly complex world we find ourselves, more sophisticated ways are constantly sought to creatively combine resources efficiently to gain an edge. Sometimes this involves joint venture formations that necessarily span different countries, cultures, legal platforms and banking rules.
Creating a fair and equitable JV in such trying circumstances can be problematic and without due care and diligence may not be long lasting. KC has built a solid platform of expertise and wisdom in this area around the Asia Pacific region
KC provides a wide range of value-add services, all of which contribute to improving the performance of every aspect of their business
KC Hospitality Services proudly offers its clients with a dedicated support structure that facilitates efficiency across all facets of hotel development and operations. We retain the most experienced talent in the industry in order to provide your guests with the highest quality of service backed by the strength of some of the world’s best known brands. This broad depth of knowledge encompasses a myriad of areas, including Interior Design, Procurement of Hotel Operating Equipment and Operator search. When you partner with Spectra, you capitalize upon a comprehensive network of information and expertise designed to maximize the long-term success of your property.