HRIM 102 Lecture Notes  Work, exposure, experience, time management, sacrifice,

Rooms Division Management lessons learned

 Microtel
01/24/2018  Before the affiliation
 Resume  Processing of papers
 Format will be sent through email o Resume
 Contact details o NBI clearance
 If there’s no one who will answer and take details, don’t o Police clearance
put landline o Medical certificate
 Just put your mobile number instead  Submission
 Use decent emails, etc.  Interview
 If you have work experience already, put it first before education  Seminar
 Education  During the Affiliation
 BS HRIM-UP-Diliman, Q.C.-Date  Proper decorum/work ethic
 Previous course, then current course o Schedule
 Organizations o Initiative
 Prioritize the ones with relation to position o Socializing
 Prioritize those with key positions o Hierarchy/ respect
 Seminars - Include hotel weekend o Attitude
 Personal Information o Appearance
 Ideally, 1-2 pages  Experience
 2x2 ID picture o Admin work
 Submit resume draft next meeting o Housekeeping
 Inform references that you will be putting them  After the affiliation
 HRIM 102 Affiliation Experience – Che, Nona, RG  Evaluation
 What  Certification
 Requirement  The traditional hotel industry
 Service rendered  Pineapples – why symbol of hospitality??
 Why  Historical origin
 Exposure  Culture of hospitality
 Experience  “hotel” (18th century word: hotel = large house)
 Exercise  Latin: Hospitium or hospes: Friendship, hospitality, guest
 Where chambers, inn
 UH  Hotels have continued to adapt its forms and services to
 Microtel the ever changing demands of its guests
 Verjandel  Travel – Individual Activity to group activity
 Fersal  Solitary traveler by foot or horseback
 Sulo  Loose band of pilgrims or small coach of
 What to expect strangers
 Application of the things discussed  Hotel
 In class – theoretical discussions  Before late 18th century
 o Small and limited rooms
o Rooms shared with the innkeepers
family or with total strangers
 Late 18 century
th
o Industrial revolution
o Changes in structures: steel to build
high rise buildings
o Changes in ownership: family to
corporations
o Changes in transpo: animal to stage
coach to railroads, autos, ships, planes
o Broader political and economic freedom
 Hotel de Oriente – Binondo
o Rizal stayed in Room 22
o Ventanillas – arc thing??
 Manila Hotel
o Grand dame of PH
o Famous: MacArthur suite
o First hotel to serve ice
 Palaces of the People
o Europe: Catered to the aristocrats of the
19th century
o Americas: home and office, meeting
site, social gathering for guests from all
walks of life. From Inns or taverns to
hotels
 Hotel
o Australia: Bar or Pub
o India and Pakistan: Restaurant
 Understanding the Hotel Business
 Cyclical Industry
o Wide swings from periods of very good
times to periods of very bad times
 USA: 1970s – oil embargo
1980s – collapsed of real
estate 1990s – hotel
construction began; 2001 –
attack on the Twin towers
 Philippines: 1970s to 1980s –
boom of the hotel industry;
1990s – financial crisis; 2000s
– severe acute respiratory
syndrome
 “supply and demand” in hotel
economics
 How hotels count and Measure
o USA
 >56,200 properties
 >3.5M rooms
 >1.7M employees
o PH (Metro Manila)
 >79 properties
 >14,193 rooms
o Breakdown of Available Rooms (types)
o Occupancy
o Length of Stay
 Definition of Terms
 Occupancy: measures the econ health of the
hotel industry; reflects both supply and demand.
o How do we measure: number of rooms
occupied
o You don’t want to show that your hotel is
empty
o Reflects market share of hotel
o Occupancy = Number of rooms
sold/number of rooms available for
sale*
 NRAS = total – out of order
o *Out of order: Long term damage
o *Out of service: Temporary damage;
can be last to sell
 Average Daily Rate (ADR)/Average Room Rate
(ARR): while occupancy measures quantity, ADP
measures quality: the amount received per room
sold
o Sales per Occupied Room or ADR =
room sales (in currency) / number of
rooms sold
o Regardless of room type
o Rooms are more perishable than food
 Revenue per Available Room (RevPAR): average
rate per available room. Yield Management
(revenue management) balances demand and
 price. RevPAR measures revenue (or sales) per
room relative to the total room inventory
available.
o Which is usually higher? RevPAR or
ADR? ADR
o Sales Available Room (RevPAR) =
room sales (currency)/number of
rooms available for sale
o HW: Research on OCC, ARR/ADR,
RevPAR; importance in the hospitality
industry. (yellow pad, handwritten)
 Double Occupancy: refers to any room more than
one guest
o % of Double Occupancy = (number of
guests – number of rooms
sold)/number of rooms sold
 If I increase my house/comp use, what will
increase? ADR decrease, Occupancy increase
o House use – for employees
o Complimentary – for the guest, free;
usually used on GCs, sponsorships, etc.
 Number of employees: class as measured by full
or limited service refers as much to the size of
the staff as to the physical amenities
o Number of employees (on
staff)/number of rooms available for
sale
 Sample Problem: see paper
 Special Characteristics of the Hotel Business
 Perishability: rooms left unsold cannot be sold
again
 Location
 Fixed supply
 High operating costs
 Traditional Classifications
 Size – hotels are grouped by size for study purposes for
financial reporting
 300 – large
 100-299 – medium
 99 and below – small
 Class – it is sensed, there is nothing measurable to
quantify it. Indicators of class:
 ADR
o Deluxe hotels ($600++/per night) –
Fairmont Hotel, Four Seasons Hotels,
Ritz-Carlton Hotels
o Upper Upscale ($400 per night)
o Upscale ($300 per night) – Hyatt,
Marriot, Omni
o Midpriced Hotels with food ($100 per
night) – Four Points (Sheraton), Garden
Inns (Hilton), Best Western, Novotel
o Midpriced w/o food ($80 per night)
o Economy Hotels ($60 per night) –
Baymont Inns and Suites, Red Roof
Inns (Accor)
o Budget Inns ($50 per night) –
EconoLodge, Microtel, Motel 6
 Full Service – Full Complement of Services
o Full: Guest rooms, Dining options, and a
lot of “Extras”
o Limited: Guest rooms only (sometimes
with vending machines, or perhaps a
nearby restaurant to service several
competing properties)
o The bulk of the industry lies in between
the two extremes, adding services
where competition requires costs
allowing, shifting as market shifts and
acceptable self-service equipment
appear
 Number of Employees per guest room
o Number of employees on staff/number
of rooms available for sale
o Regardless of the number of rooms, the
front desk must be staffed every hour of
the day and night
o Asian properties offer the best services
 Bangkok Shanri-La: 1073 Staff
for 697 rooms (1.5:1)
 The Peninsula Hong Kong: 655
Staff for 300 rooms (2:1)
 Rating Systems
o Formal or Informal
 o Government or Private
o World Tourism Organization (WTO)
 Deluxe Class
 First class
 Tourist (Economy or Second)
Class
 Third Class
 Fourth Class
o Worldwide
 Type – commercial, resorts, residential
 Commercial
o Transient hotels
o Service short-term guests who are
transient and mostly business travelers
o Located close to its market
o Full-service hotels
 Residential
o Permanent quarters
o Lease agreements
 Extended stay – long term stay, not permanent,
not short
 Resort
o Social guests
o Used to be seasonal (summer or winter)
but due to economics, they are now on
a year round operation
o They have entered the market of the
commercial hotels thus the commercial
hotels entered the resort market
o Mega resort – large; self-contained
resorts
 Every facility is offered under
one roof
 Sandal’s
 Cruise ships is a special type
of megaresort
 Plan – room rates are based, in part, on the plan being
offered (e.g. Continental Plan, American Plan, etc.)
 Variations on Themes – hoteliers innovate on the standard
 Bed and Breakfast (B&B)
o modern version of the 1930 rooming
house also called the Tourist Home
o this segment was born because of the
need of the landlord to supplement
income and the demand for less costly
accommodations
 Boutique hotels – unique species. Origin is from
the small inns and modified to include the
facilities of the fine hotels with the exemption of
size
 Trophy hotels – hotels that add to the owner’s
reputation. Grand Dames are being acquired to
be part of a chain to add prestige. This type of
hotels suffer during the economic recessions.
 Summary:
 Size (number of rooms)
 Class (ADR, full or limited service)
 Type (Commercial, Residential, Resort)
 Plan (European, American)
 Themes (B&B, Boutique Hotels, Trophy Hotels)
01/31/2018
The Modern Industry
 New PRODUCT patterns (Segmentation -> Brand -> Image)
o Segmentation
 Segmentation: Ex: Traders (under Shang)
 for businessmen originally
 rebranded to Hotel Jem to cater to younger
generation, more vibrant, caters to needs of
younger
 rebranded to target specific audience
 Ex: Accor Hotels (search it up)
o Brand Logo – used to identify
o Brand Equity – the value inherent in the shopper’s recognition of
the hotel brand
 There is equity in the brand only if that recognition carries
a POSITIVE IMAGE
 Developing brand equity from mere brand recognition are
as follows:
 Instant identification - immediately comes to mind
 Broad distribution
 Consistent quality
 Level of service
  Price is the offset to brand equity o Marketing to the Individual Guest
o Branding is more about individualizing the experience than it is  We need to be curious (interested? chismoso?) with the
about cluttering the landscape with numerous properties guests to be able to individualize services and
o A Segmented Industry experiences
 By Activity  Make guest feel good/welcome
 By financing  The guest profile – whatever the type, every guest wants
 By location good lighting and clean rooms
 By management  Upstairs Buyers – oriented towards the rooms,
 By markets large sleeping and bathing facilities and
 By ownership comfortable work place (women)
 By plan  Downstairs Buyers – oriented towards the public
 By price space (Men)
 By ratings  Business travelers – inelastic market (men)
 By service  Leisure travelers – elastic market (couples)
 By structure (High rise/low rise)  International travelers (ex. Japanese Tourists –
 By type (commercial/residential/resort) separate beds even for couples because they
 By use (B&B/Extended stay/health-spa) feel they’re upgraded if two beds, couples
o New Product Segments separate bed for making out and for sleeping)
 Economy (Budget) Hotels  Preferred-Guest Programs
 Amenities: “extra”  Non-guest Buyers
 Amenity Creep: tendency of hotels to add new  Hotels need to provide accommodations and meals that
perks and features in an effort to attract more cater to the tastes of their international patrons
clients and respond to competition o The New Amenities
 Amenities, rather than a marketing cost, it  Swimming pools are now views as basic services
becomes a fixed cost  WiFi
 All Suite Hotels  Bathroom amenities (soaps, toothbrushes, cotton balls,
 Brainchild of Robert Woole – Granada Royale shoehorns, sewing kits) have been deemphasized as cost
Hometel (Phoenix, 1969) cutting measures
 Holiday Inn (before, Galeria Suites) acquired the  New – ironing boards, hair dryers, safes that would fit a
Hometel brand making its mark. Embassy Suites laptop, coffeemakers. High tech in room amenities range
and Residence Inn from the basic to the extravagant
 Separate living-sleeping accommodations  Frequent Guest Reward Programs
 Target: Extended Stays (with kitchenette) and o Marketing to the Group
Corporate Housing (apartments)  One group sale secure dozens, hundreds or even
 Mixed-Use Projects and other Hotel segments thousand room nights.
 Casino Hotels  With group business the hotel is a destination site rather
 Conference Centers than a transient accommodation
 Spas (term originated In the city of Spa, Belgium)  Tourist/Leisure Groups
 Fitness Centers  The Tour Package
 New MARKET patterns  The Inclusive Tour (IT) Package
o Basic Needs – Shelter and Food  Business/Commercial Groups
o Guests are now offered a rich selection of products  Conventions
  Trade Shows
 The Single Entity
 New OWNERSHIP patterns
o Churning and Turmoil
 Economic: situation, events: 9/11, SARS
 Churning: any rapid buying and selling
o Consolidating Industry
 Big Guys got Bigger given any situations
 Acquisition of competitors has enabled the surviving hotel
chains to broaden their brands, add more rooms, and
expand their market lines
o The Global village (shrinking political differences and interlocking
economies worldwide, has enabled businesses to cross borders)
 Economic situations
 Political situations
o Ex: Stouffer Hotels
o Ownership and Financing Alternatives
 Individual Ownership
 Individually owned hotels
 Best Western International – affiliation of
individual hotels
 Real Estate Investment Trust (REIT)
 Public companies that raise capital through sale
of stocks
 Individual investors easily buy or sell small pieces
of hotel ownership through the stock market
 REIT uses these funds along with borrowed
funds to acquire hotels
 “Build where Vacationers go.”
 Condominium and Timeshares
 Condos are American origin while timeshares
originated from Europe
Condos are owned just like any home. Common
space and common grounds are also owned, but
as part of the group association
 Timeshares
o The guest does not own the unit, he
only bought the “right to use” the unit for
so many days each year over a fixed
period.
o Also known as interval ownerships,
vacation clubs, vacation ownerships or
fractionals
o You buy the time
 Joint ventures and Strategic Alliances – partnerships
created by two or more corporations of existing
partnerships, or even of governments
 New MANAGEMENT patterns
o Hotel Chains
 Advantage: Expertise in Site Selection, Access to Capital,
economies of scale, appeal to the best management
talent, brand recognition
 Disadvantage – Parties to pay:
o Developer
o Financier
o Ownership
o Management Company
o Franchise
o Management Contracts and Management Companies
 Management Contracts
 An agreement between a hotel owner and a
management company
 The management company operates the hotel
within the conditions set by the contract (owner)
 The owner pays the management company a fee
of 2% to 4% of revenues. Fees are paid with or
without earnings
 Management Companies
 The banks take over the property
 Take over from the owners (from mgmt. contract
to owned property)
 Leases – owners may lease their properties to hotel
companies
 Franchises
02/07/2018
***Reporting (Thomas and Friends): Revenue Management
Structure of Hotel Industry - The Organizational Structure
 So long as you have a resident manager, there is a house use (room) – you
need to call the resident manager if ever there are emergencies like drunk
people or payments not made
 Sometimes owner = general manager because they want to be hands-on in
all operations
 This org structures is typically for big hotels
 **Guest services vs front office manager
o Guest services – auxiliary services; sometimes handles VIP
o Front office – check in/out, reception, etc. (under front office is front
desk)
 ***Some hotels outsource laundry, etc. because less costly in the long run
 ***Turnover per room = 30mins (totally checked out room); usually quota is
16 rooms; (MUR – less time)
 The General Manager (The GM)
o Personify their hotels
o His name is part of advertising, his personality, part of the aura, his
presence part of the hotel’s identity
o Now: “…the amount of time spent with customers versus budgets is
totally reversed. In fact, one room clerk working at a hotel for more
than six months… said she never seen the general manager at the
front desk.”
o Some hotels hire GMs from seasoned hotels, etc.
o ***hospitalitynet – website for hotel news
o GMs now go around and talk to guests, unlike before that they just
read reports, etc., because they want feedback from guests
o Work is 50 – 65 hours per week and more
o Responsible for all that happens in every department
o Not all meeting celebrities and enjoying free dining and drinks
o People skills is important, most especially with the hotel’s human
resources (high turnover of employees)
o Salaries – depends on size of hotel in rooms, the $ volume of
business in gross revenue, and the ADR. ($150,000 + 20-25%)
o Housing, family meals at the outlets, free laundry and dry cleaning
o Can be the owner/manager
 The resident or hotel manager (The RM)
o Hotel manager, resident manager, or house manager
o Front-of-the-house counterpart to the F&B manager
o All operations except F&B report to RM
o Difference of GM is residence in the hotel and the GM is the
captain of the ship
 The Housekeeping department
o Headed by executive housekeeper of housekeeping director
o Responsible for the delivery of the hotel’s basic product – a clean
guest room
o Never given the high status as the other departments of the hotel
o Productive nature of the job – servicing guest rooms and cleaning
public places
o Lowest paid, often immigrants, sometimes on call (before); now are
on demand esp. in cruise ships – salary is high
o Hoteliers become more discerning on the cleanliness, etc.
 The security department  Guest relations
o Security manager  Records
o Responsible in securing the entire hotel both in and out  Coordination
o From a single house detective (195) to a very elaborate high tech  Welcoming and rooming the guest
system after Persian Gulf War (1991) and Twin Towers (2001)  Adjust minor problems and buffer management from the
o Closed Circuit Television (CCTV) first blasts of major complaints
o No Floor Access without a room key  Late departing guests face a management-
 The Reservation department* dictated surcharge
o (usually in Sales and Marketing, sometimes in Front Office)  Early arriving guests want their room, but none is
o Reservation manager available because check-out rooms have not yet
o Requests for rooms from prospective guests who intend to arrive been cleaned
sometime in the future  Laundry has lost a guest’s best skirt
o Checks the market trends; analyzes the market – e.g. there’s a  Room-service breakfast never came
convention in the area and you failed to raise the rates – high  Cashiers
demand so raise price Structure of Hotel Industry – The Building Structure
o Strategizes about room rates, etc.  Old
 The Uniformed Services  New
o A department on the verge of being dissolved – can be replaced by  Corner Rooms
bellman, etc.  Motor Inns
o “runners” – e.g. in need of condoms, napkins, newspaper, etc.  Floor numbering
 The Concierge  Room shape
o Popular in France and United Kingdom  Room size
o From the latin word con servus or building guard
 Elevators
o The Count of Cierge was in charge of the prisons, making the
keeper of keys
Group Activity:
o Concierge first appeared as a door attendant. In smaller hotels in
 Video – 4 Fish Philosophies
Europe, he is still the controller of the keys
o Play – have fun
o Handles also the Concierge floor or Executive Club or Business
o Make their day – engage customers, make them part of the fun
Club
o Be there – be there with them at the moment, pay attention, take
o Compcierge
care of the person
 The Front Office
o Choose your attitude
o The hub and heart of the hotel
o Don’t forget that guests = employees
o The nerve center of guest activity (hotel)
 Customer-centric even if a small business
o Guest rarely see their housekeepers, who never see the cook, who
 They wanted to be world-famous so they started with the
deal with sales only on occasion, know the hotel by its desk
“fish philosophies”
o Guests are received at the desk and depart at the desk
 Make the customers feel that they are famous themselves,
o Working Hours: 24/7
so include the customers as well
 Day/Aft Shift (AM/PM)
 Listen to employees
 Swing Shift (Midshift)
 “Ladies and gentlemen serving ladies and gentlemen.”
 Graveyard shift
02/14/2018
o The FO Agents or Guest Service agent
The Reservation Process
 Room sales
 Guest POV – the most important outcome of the reservation process is o Miscellaneous charge order (MCO)
having a guest room ready and waiting when the guest arrives o Non-essential reservation data
 Global Reservations Tech – Global Distribution System  Estimated time of arrival (ETA)
 Special requests
 Smoking preference
 Address
 Confirming the Reservation – The Confirmation Number
 The seven step reservation sales process
o Greet the caller
o Identify the caller’s needs
o Provide an overview of the hotel’s features and benefits based
upon the caller’s needs
o Make a room recommendation and adjust based on the caller’s
response
o Close the sale (ask for the sale)
o Gather the reservation info
o Thank the caller
 Taking reservations  Cancelling the reservation – The cancellation
o Travel agent booking – the hotel-travel agent relationship o Encouraging cancellation calls is in the best interest of the hotel
o Inhouse Reservations Center – telephone, fax, email, internet, mail  Such calls reduce the no-show rate. Fewer no-show
o Central Reservations System (CRS) – Central Reservations Office generate more revenue from walk-in guests
(CRO)  Guest does the hotel a service when he or she takes the
o Voice Recognition time to cancel a reservation
o Mapping Capabilities (GPS) o Non-guaranteed reservation cancellation
o Guest History database o Credit card guaranteed reservation cancellation
 Components of the Reservation o Advance deposit guaranteed reservation cancellation
o Essential Reservation Data  Reservation Coding
 Arrival and Departure dates o Advanced deposit – check If the deposit has been made; if yes, a
 Number of nights room is assured for an overnight stay
 Number of persons o Late arrivals – do not assume it is a no-show
 Number of rooms required o Credit card guarantee – a room is assured for an overnight stay,
 Type of rooms required just make sure you have the letter of authority and the company
 Corporate affiliation has a credit line
 Price o Travel agents – just like a corporate guarantee; confirmation is
 Name given to the travel agent, not to the guest
 Quality of reservation (type of reservation) o VIPs – special treatments extended
 Non-guaranteed o Riding reservations
 Guaranteed o Convention delegates
o Credit card
o Advance deposit cards 02/21/2018
o Travel agent  Reminders
o Company o May 16: certificate of completion
 o May 16: HK video (for those who will not be joining HW)  Expositions and trade shows
 Group Reservations o Booking the Group
o Direct Bookings only  Block
 They need the production  an agreed upon number of guestrooms
 Once a company exceeds their promise, they have  set aside for the group members
bargaining power  Booked – rooms reserved for a specific guest
 Problem: it’s not a company, it’s an event – a composition  Cut-off Date – unreserved rooms in the block may be
of different people coming from different companies released to the hotel’s available room inventory at a
coming together predetermined date
 Bargain goes to organizer, not the different companies  Wash down or wash
joining event  rooms reduced from the block based on history
 Competition: Internet  ethically, they should be informed and there will
 because people now book online using different be discussions, but initiative will come from the
sites/travel agencies hotel
 if you don’t want the price, go to elsewhere  Overflow Facility
 they don’t check if you’re part of an event  a facility selected to receive central system
anymore reservation requests after room availabilities in
o Arranged by the Group Sales the system’s participating properties within a
o Benefits: geographic region have been exhausted
 Group business is a sizable market  people you transfer are the “little people” and not
 Groups provide certain economies of scale the decision-makers because the other hotel
 Group delegates spend dollars have the chance to pamper them and they might
 Not always – they don’t spend inside the hotel transfer future transactions to them
but outside  usually (esp. VIPs) when bumped, you take them
 Most group guests opt to eat outside back asap then give them whatever you want to
o Consequences: give them
 Non-group Displacement: displacing non-group guests,  Other Benefits
frequent guests, corporate guests, FIT due to the block  Complimentary Rooms
 Disturbing to the Individual  Rate Quotes
 Front desk might have to be closed/clerks be filled o Flat Rate or Single Rate – all delegates
because of entertaining group guests pay the same rate for the standard
o Categories category or the contracted type of room
 Tour Groups o Spread Rate or Sliding Rate – delegates
 Convention groups could book their preferred room
 Direct bookings depending on their willingness to pay
 Booking agent
  Selling Against the Room Block – accepting o Number of Check-outs – Extended Stay
booking after the cut-off date subject to  does not say what type of room, so you might be
availability (“teacher’s prerog”/overbooking) overbooking the same type of room
 Problems  usually same room, but you have to revise stay-contract
 Unidentified Delegates o Number of Stay-Overs – early departures
 IT Packages – itinerary packages o Today’s reservations
 Internet booking – you have to control your social  No shows
media, all these travel agencies  Cancellations
o Handling the Group  Early arrivals
 Special lobby entrance  Overbooking
 Special check-in counters o The Perfect Fill
 Pre-assigned rooms  The hotel knowingly sells more reservations than it has
 Same floor rooms available
 Same wing  Taking a calculated risk that more guest will understay,
 Baggage handling is charged cancel or no show than the number of rooms by which the
 Forecasting Available Rooms hotel has overbooked
o Unadjusted Room Count o Reservations are legal contracts – the parties are competent, the
 Simple room-count forecast transaction legal and there is mutuality of interest
 Out of order, stayovers, check-outs, arrivals (reservations) o Overbooking solutions
 Rooms Available for Sale – out of order – check-outs
(dapat + ?) – stayovers – arrivals = Rooms Available for
Sale
o Automated Inventory Tracking Systems
 7-,10-,14-day room availability report
 A current or 1-day inventory
o Adjusted Room Count
 Math carries an aura of exactness that deceives any
reservations department that relies on unadjusted figures
 Most of the figures must be modified on the basis of
experience  Upgraded
o Out of Order (OOO) – marketable in a few days  Waited
o Out of Inventory (OO)  Walked (used only for guaranteed bookings you won’t
 indefinite marketability accommodate – transferred into another hotel; make sure
 e.g. converted to offices, etc. to get back the next day)
o Out of service (OS) – room has temporary damage  Others
o Rooms Occupied Last Night  Downgraded
 No solution
 o Our Pledge to You o Standard
o Deluxe
o Suites
 Other reminders
02/28/2018
Guest Service
 Managing Guest Service
o Around 96% don’t report when unsatisfied
o Management’s role:
 Management must work to develop a plan that would
ensure that the employees’ efforts are consistent and
 Emphasis on “knowingly” professional
 Sofitel does not overbook so no headaches  A comprehensive program aimed at meeting the needs of
o Irritants a hotel’s prime market – guests who continue to do
Walk the guest business with the hotel provides the foundation for long-
Anti-service syndrome term successful delivery of hospitality
No show policies  Management’s commitment to a service management
 Non-guaranteed reservations (6pm hold; program must be integral to the org as effective market
courtesy reservation) planning, cost control programs, budgeting, and HRM
 Guaranteed Reservations  Service management – most visible responsibility because
 Cancellation policies it affects all the other objectives of the hotel
o Minimizing the Overbooking problem o Service Management program
 Restrictive policies – early departure fees  Developed by front office managers to provide satisfactory
 Third-party guarantees hospitality to all guests at all times, highlights a company’s
 Tip insurance focus on meeting customer’s needs and allows a hotel to
 Credit card guarantees achieve its financial goals
 Travel agent guarantees  Important that the employees are involved in the planning
 Rates Review of the SMP
o Base – all charges and inclusions are there already  Financial commitment must be made by the owner and the
 Base + tax +service charge (10%) = net room rate GM to ensure the success of the program
 Two types taxes  An important component is making sure the employees
 E-vat – natural tax (12%) are motivated to deliver hospitality through incentive
 City tax – municipality tax (1%? 2%?) programs
 Net room rate = 100% + 12% + 1%* + 10%  Developing a SMP
 Base = Net / 1.____ o Planning Committee
 Net = Base * 1.____
  The FO manager along with other department directors  If the review of the guest cycle reveals opportunities for
are responsible for developing an effective service delegating responsibility and authority, then empowerment
management program should be exercised
 Reps from all job categories and shifts must be included  Guest Arrival Registration and Rooming
on the planning committee o Guest Cycle: Arrival Stage
o Guest Cycle  When the guest arrives at the hotel, establishes a
 Visualize your org as dealing with the customer in terms of business relationship with the hotel through the front office
a cycle of service, a repeatable sequence of events in staff
which various people try to meet the customer’s needs  This stage includes:
and expectations at each point  Registration – one of the many points of
 A working tool for front office managers to use in analyzing interaction with the guest and ultimately the
the hotel services the guest encounters cornerstone of delivering service before, during
 Benefit: may reveal inefficiencies built into the system and after the guest stay; the process:
o Moments of Truth in Hotel Service Management – every time the o Guest hospitality – welcoming the guest,
hotel guest encounters some aspect of the hotel, s/he judges its includes eye contact, warm smile,
hospitality inquiry regarding travel experience, offer
o Employee Buy-in Concept to assist guest in a dilemma
 The front line employee is the link in the SMP o Inquiry about reservation
 A consistently high level of service is provided only by  For guests with reservations
employees who are committed to the SMP; this  For walk ins
commitment is fostered by management  Registered, not assigned
o Employees  Waiting lines
 Should have adequate level maturity, self-esteem o Completion of registration card
 Reasonably articulate  Reg card provides hotel with
 Aware of normal rules of social context guest’s billing info and provide
 Should be able to say what is necessary to establish the guest with info on check
rapport with the guests and maintain it out time and room rates
 Should have a high level of tolerance for contact  Important as it verifies spelling
 ***motivation process begins with the selection of of names, addresses, contact
employees details, departure date, number
o Empowerment of people in the party, room
 Management’s act of delegating authority and rate and method of payment
responsibility to frontline employees – the bedrock of SMP o Review completeness of Reg Card –
 Requires front office manager to analyze the flow of guest handwriting should be legible and
services and determine how the frontline staff interact with everything should be filled out
the guest o Identify payment method
 Cash or credit card
  Personal or charged to the
company
o Room selection and assignment –
involves blocking guest rooms prior to a
guest’s arrival, meeting the guest’s
needs and maintaining a room inventory
o Discuss sales opportunities
 Promote the services of hotel
 For future and/or additional
reservations
o Assigning room keys – after the front
desk clerk determines the room  Front Office manager – basic function of FOM is to
assignment and the guest agrees to the supervise all the FO personnel and to ensure proper and
room rate, a room key is issued to the smooth operation of the department
guest  Schedules tasks of the front office employees
 Rooming Functions – after handing the room  Evaluate the job performance of FO staff and fills
keys to the guest, a bell person escorts the guest their appraisals
from the front desk to his room and introduce the  Conduct training programs
amenities and service of the hotel and the room  Resolve guest problems quickly, efficiently and
 Front Office Key Personnel courteously
o Front Office  Reviews all reports generated by all sections,
 Area where visitors arrive and first encounter a staff at a including night audit report
place of business
 Ensure all SOPs are followed
 In contrast to the term “back office” which refers to a
 Forecast room sales
company’s operations personnel, accounting, payroll, and
 Prepare budgets cost-control systems
financing department which do not interact directly with
 Maintain coordination and good communication
customers
with other departments of the hotel
 Operates 24/7
 Conduct regular staff meetings and staff briefing
 Duties of front office personnel
 Resolve employee grievances
 Motivate the staff to work in a team to achieve
the org objectives
 Coordinate with the sales and marketing team to
ensure max sales of hotel rooms
 Porter service (bellhop or bellboy) – greets guests once
they checked into the establishment and are often the
customer’s first impression of the hotel they work in
  Handle guest luggage at the time of arrival
 Escorting guests to their rooms on arrival
 Providing info to guests about safety features and
hotel facilities
 Arrange taxis for transportation
 Running errands
 Cashier – during the stay in a hotel, guests may perform
various credit and debit transactions with the hotel
 Preparing bills at the time of the guest’s check
out
 Update guests’ account transactions regularly
 Handle Visitor paid out (VPO)
 Handling credits/debits/charge cards for the
settlement of a guest account
 Check the authenticity of currency received
 Handling foreign currency according to the daily
exchange rate
 Balance the cash and close the shift
 Door attendants or doormen
 Open the doors of guests’ vehicles on their arrival
in the hotel and welcome guests with positive
attitude
 Opens the hotel entrance door for the guest
 Assist the valet staff with moving and parking
vehicles
 Assist the luggage attendant in loading and
unloading vehicles
 Night auditor – handles both the duties of the front desk
agent and some of the duties of the accounting
department
 Manager on duty during the night
 Prepares the night audit report which is the
process that ends the report of the day that
summarizes the transactions and resulting
collections for the day
 Balances the daily financial transactions
 Ensures accuracy of info on the guest ledger
 Performs the duty of a security guard
 Receptionist – the first person to come in contact with the
guest at the time of their arrival; the basic function is to
receive guests and answer their queries
 Greet the guest on their arrival
 Politely confirm the details of guests with
confirmed reservation
 Complete the reg formalities of the guest with
confirmed reservations
 Check the availability of rooms in case of walk ins
 Assign rooms and call the bell boy to escort
guests to their rooms
 Use upselling techniques to sell expensive rooms
and also to promote other hotel services
 Coordinate room status updates with the
housekeeping department
 Notifying housekeeping of all check outs, late
check outs, early check ins and special requests
 Process guest check out requests
 Post all credit charges to the guest folios (bills)
 Information Assistant (In-house Guest) – provides info to
the guest about the hotel’s products and services, nearby
f&b outlets, places of tourist interest in the city and around;
also handles guest mails, messages and keys
 Maintain info rack
 Coordinate guest room maintenance work with
the engg and maintenance departments
 Assist in guest paging
 Concierge – functions are an extension of front desk agent
duties and assists the guest regardless of whether
inquiries concern in hotel or off premises; popularly known
as the info desk
 Making reservations for dining in famous
restaurants
  Arranging tours, limo service, entertainment
tickets
 Personal helper to VIPs
 Provide info to guests regarding events,
attractions, activities and famous places
 Arrange secretariat and other office services
 Process and deliver messages for guests
 Deliver and safely storage guest luggage
 Handles guest complaints and solve problem to
the degree possible
 Oversee the operations of doormen, valet
parking, and bellmen and ensure that standard
procedures are fully followed
 Reservations – employees of a hotel front office who
interact with guests the most; reservation clerks
communicate with perspective the guests via the
telephone and internet
 To receive and process the reservation request
of future guests
 To maintain reservation records by completing
reservation forms, sending reservation
confirmation letter, etc.
 To process reservations from sales offices, other
departments of the hotel, travel agents, tour
operators, etc.
 To communicate the reservation info to the
reception
 Handling guaranteed and non-guaranteed
reservation
 Upsell accommodation
 Prepare the expected arrival and departure list
everyday
 Also take credit card over the phone and may
begin the billing process
 Expert communicator in handling complaints
 Telephone Operators – used to be called switchboard
operators; takes and distributes messages for guests,
provides info on guest services, and answer inquiries
about public hotel events
 Answers incoming calls
 Directs calls to guest room, staff or departments
through the switchboard or PBX system
 Place outgoing calls
 Receive guest messages and relay them to the
guest
 Logs all wake-up call requests and performs
wake-up call services
 Provide paging services for hotel guests and
employees
 Assists in reporting telephone equipment or
service complaints and problems
 Open and close telephone functionality on the
hotel front office software
 Keep records of calls placed and received by all
departments and recording call charges
 Setup conference calls in different locations and
time zones
 Update directory information on the front office
software
 Monitor automated systems for placing collect
calls and intervene for a caller needing
assistance
 Provide relay service for hearing-impaired users
 The Guest Cycle
  Bell staff
 Guest registration
 Reception/reg/arrivals/check in/front desk
 Types of guest
o With reservations
 Without a hitch
 Reg, not assigned
 Early arrival/red eye arrival
(arrival is weird hours (really
early morning) so they book in
advance and they prebook the
o Pre arrival – reservations
room the night before)
o Arrival
 No record of reservation
 Registration
 No space available
 Room assignment
(overbooked)
 Issuance of room key
o Without reservations (walk ins)
 Baggage handling
 Front office agents
o In house
 Distract guests about fact that they’re waiting
 Mail and message handling
 E.g. Jollibee with paper order thing
 Maintenance of guest account
 Empty minutes go faster when the guests’ time is
 Paging and travel assistance
filled with something to do; distract and entertain
 Safe deposit, currency exchange
them
o Departure
 For waiting guests, not knowing how long they’ll
 Preparing the guest bill
be waiting is worse than knowing the estimated
 Settlement of guests account
length of wait, even if the wait is expected to be
 Transportation
quite long
 Future reservation
Guest Services – Lecture  Anything the guest(s) can do to make the whole
check in process more efficient is understood and
 Guest services at the hotel are the services, amenities and help that the
appreciated guests want to help
hotel provides for the guests
 Front office
 The guest arrival, registration, & rooming
 Pre-shows
o An ideal check in goes unnoticed by the guest because all hotel
and front office functions flow smoothly  Time signs
o This is the first opportunity to see the hotel in action  Live entertainers
o Moment of truth – when guest encounters the service  Segmented queues
 Valet parking attendant  Video screens
 Doorperson  Interactive participation
  Themed environments 03/07/2018
 The registration card  Review of Rates – Sir G
o Contract  Hotel Revenue Cycle Report
o For legal purposes
o First time guest has to fill out the entire reg card Front Office Accounting – Lec (Ma’am)
o Returning guest has just to verify the info, correct if necessary, and  Creates and maintains an accurate accounting record for each guest or non-
sign guest account
o In some areas, no need for reg card and signatures  Tracks fin transactions throughout the guest cycle (reservation > arrival >
o Credit card swipe guest > incurs charges > post charges < night audit > check out)
o Info collected at reg and during the stay of the guest at the hotel  Ensures internal control over cash and non-cash transactions
are all confidential – hotel industry will only release guest info after  Records settlement for all goods and services provided
a subpoena or warrant has been served (does not apply in  Types of accounts
emergencies – sickness or death) o Guest Accounts
 Completing registration  A record of fin transactions that occur between a guest
o Blocking the rooms – assigning the rooms and the hotel
o Upselling vs upgrading  Are created when guests guarantee their reservations of
o Did not stay (DNS) when they register at the front desk
o VIP guests  House limits – a credit limit established by the hotel
o Bump off (non-guaranteed) vs walk (guaranteed) therefore should be settled before check out
o Establishing guest credit o Non-guest accounts
 Cash-only guests  Extended privileges to local businesses or agencies as
 Credit card (CC) means of promotion or to groups sponsoring meetings at
o Self-check in kiosks the hotel
 Customer Relations Management / Total Quality Management  Aka house accounts (HA) or city accts
o TQM to CRM (Zero defects)  When a guest fails to settle his acct, it is transferred to HA
 Yes you can! (Radisson) then written off
 Ritz Carlton: Through Guest Satisfaction Surveys  Settlement handled by accounting and usually done a
 Not just on deliver but the attitude as well monthly basis
 Buyer’s view and seller’s view  Folio
o Complaint handling o A statement of all transactions affecting the balance of a single
 MOT (name) account
 LEARN (Listen, Empathize, Apologize, React, Notify) o When an account is created it is assigned a folio with a starting
/HEART balance of zero
 Preventing Complaints o A guest folio must be returned to zero by any form of authorized
 Preparing to address guest complaints – service recovery settlement at check-out
 Efficient vs Effective Manager
 Going the extra mile (GEM)
 o The process of recording transactions (both debit or credit) is called
posting
o All postings should be supported by proper bills or vouchers
o Charges & credits (vs debits & credits)
o Settlement: City Ledger vs Cash vs Credit Card
o Types of folios:
 Guest folio – accounts assigned to individual persons or
guestrooms
 Master folio – accounts assigned to more than one person
or guestrooms usually used for group accounts
 Room folio – room charges of a guest whose reservation
is under a travel agent
 Non-guest or semi-permanent Folio – accts assigned to
non-guest businesses or agencies with hotel charge
privileges
 Employee folios – accts to employees with charge
purchase privileges
 Permanent folios – folios assigned as holding buckets for
charges charged to the hotel and settled in a monthly
basis e.g. free local calls
 Vouchers
o Details a transaction to be posted to a FO account
o Outlet vouchers
o Cash vouchers/receipt
o Charge vouchers
o Transfer vouchers
o Paid out vouchers – kapag credit card dala ng guest, pwede siyang
kumuha ng money sa FO. / Kapag sa deposit, pag di naman lahat
nagamit, babalik sayo yung money
o Rebate vouchers – usually done for service recovery.
 Record Keeping Systems
o Non Automated
o Semi-Automated
o Automated
 Charge privileges / Credit Monitoring
o Paid in advance – guests who pay in cash for their room
accommodations
o Signing privilege
o Cash basis
o Floor limit – credit card limits set by the credit card company
o House limit – credit card limits set by the hotel
 Types of Transactions
o Cash payment
o Charge purchase – hotel and concessionaires
o Account correction
o Account allowance – rebates
o Account transfer
o Cash advance
 Funds
o Cash banks / cash on hand – an amount of cash assigned to a
cashier so that he/she can handle various transactions that occur
during particular shift
o Bank limit – the amount the bank should have in it when it is issued
at the beginning of the shifts
o Net cash receipts – amount of cash, checks, and other negotiable
items in the cash drawer less cash bank & paid outs
o Overage – occurs when, after the initial bank is removed, the total
of the cash, checks, negotiable and paid outs in the cash drawer is
greater than net cash receipts
o Shortage – occurs when the total of the contents of the drawer is
less than the net cash receipts
o Due back/bank (vs Remit)/Turn in) – occurs when a cashier pays
out more than he receives; there is not enough cash in the drawer
to restore the initial bank
 Other terms
o Late charge – a charge posted to a guest account after the guest
has settled the account and departed the hotel
o Point of sale – a computer network that allows electronic cash
registers at the hotel’s points of sale to communicate directly with
the front office guest accounting module
o Skipper vs sleeper
03/14/2018
 Report – Technology and the Hotel Industry
 **STR – Smith Travel Research
  **Local: SGV
 Importance of Night Audit – rooms are perishable and once the night
passes, it can no longer be sold
 High balance
o night auditor checks when guests are near the house limits already
o may ask for payment maybe
o may ensure that the guest is still there and does not skip
o night auditor must be keen to details
 PMS – property management system
 Mini case analysis
Technology and the Hotel Industry
 Night Audit
o Nigh audit department – team that assumes the role of reconciling
hotel’s daily activities and transactions
o Night auditor
 Performs both front desk and accounting duties
 Accounts for day’s business
 Remains available to serve the overnight needs of
customers
o Front Desk Duties
 check in / check out
 making reservations
 handling guest concerns
 room assignments
 respond to overnight emergencies
 work with staff security to keep watch over property
 communicates night's transactions to morning shift
o Accounting Duties
 guest ledger - collection of accounts for all currently
registered guests of establishment
 ensure that guest folios and their transactions are
recorded and reconciled accurately
 prepare detailed reports, noting discrepancies and out-of-
balance accounts
 guarantees hotel staff correctly report revenue and
financial transactions
o The Night Audit Process and Procedures
 Complete Outstanding Postings
 ensure all transactions affecting guest and non-
guest accounts are posted to appropriate folios
before the end of the day
 account for all transactions on the day they
occurred before starting audit routine
 verify all vouchers for revenue center
transactions are posted
 wrong date may cause delays during check out,
will have to investigate, etc.
 wait until all food/beverage outlets are closed
because incomplete posting will cause errors
 Reconcile Room Status Discrepancies
 resolve discrepancies right away because these
can cause confusion in the front office, may lead
to loss of room revenue
 maintain current and accurate room status
information to effectively determine number and
types of rooms available for sale
 reconcile discrepancies between the daily
housekeepers’ report and front office room status
report
 e.g. if a guest checks out but the front desk agent
fails to properly complete the checkout procedure
the guest room may appear occupied when it is
actually vacant
 to minimize errors, HK requires staff to record
perceived status of all rooms served, auditor
reviews FO and HK reports to finalize occupancy
status of all rooms for night
 note: If HK says vacant but FO believes
otherwise, check active room folio
o forgot to check out
o skipper
o not properly closed folio
  Balance All Departments  Lower profits
 more efficient to balance all departments than to  Social media marketing
look for individual posting errors within out of  Latest Trends in the Hotel Industry
balance departments o Co-everything
 balance all revenue center departments using  Hotel “communities”
source documents, balance all front office  Socializing
accounts against departmental transactional  Small, individual rooms, large public space
information  Co-living – coexisting with other guests
 Verify Room Rates o Bleisure
 may need to complete room revenue and  Focused at attracting businesses
accounting report  Extended business trips
 means for analyzing room revenues since it  High-class or luxurious
shows rack rate for each room and actual rate at o Sharing Economy
which the room was sold\  Selling private economies
 Technology in the Hotel Industry  Specific lodging needs
o Role of Technology in the Hospitality Industry  Very affordable and negotiable
 Communication  Flexible with a large amount of options
 Reservation and Booking o Customization of hotels
 Guest Services  Customization based on needs and preferences
o Impact of Technology  Attempt to differ from other hotels
 Positive impacts  Specific brands
 Intelligently integrated hospitality management  Relevance, preference, and location
 Improving guest experience o Smart hotels
 Keyless entries  Expensive technology
 Automating check-in and check-out  Tech-assisted personalized stay
 More productivity  Entirety of experience
 Collation of all facilities, amenities, and attractions
 More personal guest experience
 Uses the power of the internet or NFC
 Decrease in energy consumption
o Going Local
 Cost-cutting
 Local means locals
 Negative Impacts
 Focused on experience or service
 Shell out huge capital
 Utilize the immediate population within hotel vicinity
 Constant update of technology  Marketing is targeted at the local community
 Employment rate o Data Interpretation
 Tougher competition  Data interpretation as Ultimate Intelligence
 Rates will be expensive as well  Data as predictive tool
 Less efficient employees  Guest profiles and preferences
  Life force and root of all trends o Food and Beverage – linens and cleanliness of function rooms
 Aimed at ultimate guest experience o Sales and Marketing – create a customer is the goal
 Mini Case Analysis o Reasons for Returning
--------------------------------------End LE 1 Coverage -------------------------------------  Cleanliness and Appearance
 Good service
04/11/2018  Facilities
Introduction on Housekeeping  Convenience/Location
 Housekeeping Role  Price/Reasonable Rates
o Provides cleanliness  ****Frequent travelers care less about prices compared to
 Keeps the rooms clean but keeps the things of guest more other factors
or less the same  Housekeeping Responsibilities
 Rooms, public areas, function rooms, offices o Guest rooms
o Maintenance o Corridors
 Report broken lights, etc. to maintenance as necessary o Public Areas
 Everything should be functional in the room o Pool and Patio Areas
o Aesthetic Appeal o Management Offices
 All the physical aspects to maintain the ambiance o Storage Areas
 Making sure everything is functional and looks nice o Linen and Sewing rooms
 Housekeeping Coordination o Laundry room
o Front Office o Back-of-the-house areas
 Actual status of rooms o Meeting rooms
 HK doesn’t experience wrath of guests so they can use o Dining rooms
that against FO o Banquet rooms
 Also works vice-versa o Convention exhibit halls
o Engineering and Maintenance – identify maintenance needs and o Business center
initiate work orders o Hotel operated shops
o Human Resources o Game rooms
 Provide manpower o Exercise rooms
 PH: more of males than females  Room Status Definition
 Other countries: o Occupied – guest is currently registered in the room
 more females – “chambermaid” o Complimentary – the room is occupied but the guest is assessed
 more of Spanish, black, other nationalities/non- no charge for its use
Whites o On-change – the guest has departed but the room has not yet been
 even if they say no more racial discrimination, cleaned and readied for resale
there is still in some areas o Check-out – the guest has settled the account and left the hotel
o Accounting – supplies o Do not disturb – the guest has requested not to be disturb
o Security – assist security in surveillance
 o Sleep-out – a guest is registered in the room but the bed has not o Water temperature – for safety’s sake, make sure it could be
been used controlled
o Skipper – the guest has left the hotel without settling his account o Ventilation – if a mirror fogs up while the bathroom is being cleaned
o Sleeper then there is something wrong with the fan (report)
 room is occupied but front office says it’s vacant  Types of Maintenance
 could be “stay here first while it’s vacant” o Routine – sweeping carpets, washing floors, cleaning readily
 could be room transfer but forgot to register changes accessible windows, cutting grass, cleaning guestrooms, public
o Vacant Clean – the room has been cleaned and inspected and is areas and function areas
now ready for occupancy o Preventive – inspection, minor corrections and work under initiation
o Out of Order - the room cannot be assigned to a guest – o Scheduled – major repairs
maintenance, refurbishing, and extensive cleaning  Other Terms
o Lock-out – the room has been locked by the hotel in order for the o Room status discrepancy – housekeeping status differs from the
guest not to enter FO status
o Did Not Check Out (DNCO) – account settled but guest did not o Turndown service – a room attendant enters the room in the early
pass by FO to check out evening to restock supplies, tidy the room, and turn down the
o Express Check Out – through phone, bill slipped on floor with covers on the bed
agreement needed to be signed that you will settle the account with
credit 04/18/18
o Due Out – the room is expected to become vacant after the day’s Guestroom Cleaning
check out time  First Stage: Preparing to Clean
o Late Check Out – the guest has requested and is being allowed to o Assembling Supplies
check out later than the hotel’s standard check out time  Various cleaning supplies
 What to Check  Equipment
o Sleep Set – if two people in the bed get wedged together in the  Linens
middle because the mattress sags (rotate)  Room accessories
o Heating/Air conditioning – if the room temperature makes you  Amenities
uncomfortable while cleaning, chances are the guest will also be o **For liability, sense of responsibility that this is your room, I will
uncomfortable (report) take care of it – why rooms are assigned to housekeepers than just
o TV, Radio, Phone – test if it works properly (report) rotating room assignments for cleaning
o Bedspreads – faded bedspreads don’t give a good impression o Stocking the Cart
o Lighting – the room must be well-lighted  Three shelves – lower two for linens and the third shelf is
o Door – make sure it’s easy to open and close, security measures for supplies
are in place  Do not overstock or under stock
o Toilet – function well  If over, you will be getting supply from others,
o Vanity and Tub – sparkling clean going to destroy carpet because cart is too
o Towels – soft and clean, fluffy heavy; may be tempting for pilfering
o Bathroom walls – no peeling, free from foreign objects  If under, you will run out of stock
  Stocks:  Note: Just in case that the guest is in the room – sleeping
 Clean sheets, pillow cases, mattress pads or in the bathroom – leave quietly or if he is awake,
 Clean towels, wash cloths excuse yourself and explain that you could go back later
 Clean bath mats o Gained Entry
 Toilet and facial tissue  position your maid’s cart in front of open door with the
 Fresh drinking glasses open section facing you
 Soap bars  easy access to your supplies
 Clean ashtrays and matches  blocks entrance of intruders, alerts guests of your
 All-purpose cleaner presence
 Window and glass cleaner in a spray bottle  if guest returns while cleaning, excuse yourself and advise
that you could come back later to finish up cleaning
 Bowl brush
o Stuff to check
 Dusting solution
 Turn on the lights
 Cloths and sponges
 Draw back draperies
 Rubber gloves
 Open windows
o Room Assignments
 Check air conditioning
 Room status report or housekeeping report
 Check the condition of the room
 Check-out, stayover, due out, early make-up
 Replace dirty ashtrays and glasses
 Order of cleaning: Early make-up, check-outs, stayovers
 Empty wastebasket, fix newspapers
and due out (or until it becomes check out)
 Note: Never throw away anything unless it is in the
 Note: DND
wastebasket (Check out – look for left items)
 Note: Under no circumstances should a room remain
o Making the bed – remove personal items from the bed and strip the
unserviced for more than two days without the approval of
bed
the Executive Housekeeper or GM; may have had an
 Check the mattress pad (1) and mattress
emergency/etc.
 Bottom Sheet (2)
 Second Stage: Cleaning the Guestroom  Top Sheet wrong side-up (3)
o Observe – DND, not double locked from inside  Blanket (4)
o Knocking  Mitering
 3x and announce “housekeeping”  Bedspread (5) – usually comforter
 Guest opens door – introduce yourself and ask what time o Cleaning the bathroom
would be convenient to clean the room  Shower area
 No answer – repeat knocking  Vanity and sink
 No answer – open the door slowly and slightly and  Toilet
announce housekeeping  Walls and fixtures
 No answer – fairly certain that the room is empty, enter the
 Floor
guestroom  All-purpose cleaner, cloths and sponges, glass and mirror
cleaner, rubber gloves, protective eye covering
  DO NOT USE GUEST TOWELS  Crib – 28x52 inches
o Dusting  Big-sized because even up to around 5-year olds
o Vacuuming can use
o Final Check  Usually free of charge, rather than requesting for
 Third Stage: Inspection a rollaway bed that has a charge
o Purpose of room inspection is to catch any problems that may have  Rooming arrangements
been overlooked during cleaning before the guest does  King beds always alone in a room, unless the
o A well-conducted and diplomatic inspection program can also suite is huge with a king and a queen
motivate employees  Double & twin always 2 beds in a room
o Randomly or all rooms  Rollaway bed always partnered with a queen so
o Check out rooms declared clean are inspected first before the stay- you can still move around, or it will be a tight fit
over rooms  When you have 100 rooms, you don’t necessarily
 Turndown Service have 100 cribs
o Cleaning the bathroom and restocking it with fresh towels  Most really have more rooms with double beds
o Fixing and restocking amenities than queen and king sized beds
o Tidying the guestroom  Extra pillows are usually free of charge, some
o Emptying wastebaskets luxury hotels have extra pillows in the closets
o Folding back the bedspread, blanket and top sheet o Springs
o Fluffing the pillows  Box Spring
o Drawing the drapes  mounted on a wood frame and covered with a
 Deep Cleaning pad
o Once a month  sturdy cloth called ticking covers the spring and
o More extensive cleaning pad
o If you really clean it properly and thoroughly everyday, deep  Metal coil spring
cleaning will be minimal
 two layers
 bottom layer is tightly coiled for good
04/25/18
support/sturdier
Beds, Linens & Uniforms
 top layer is loosely coiled for resiliency
 Beds
 Flat – strips of metal attached lengthwise to a frame with
o Sizes
helical hooks
 King – 78x84 inches
o Mattresses
 Queen – 60x80 inches
 Innerspring – inner layers of springs between layers of
 Double – 54x76 inches
insulation and padding
 Twin – 39 or 42x52 inches
 Latex – synthetic rubber that is whipped into a foam while
 Rollaway Bed – 39x75 inches; Two types:
in semiliquid state and poured into a mold
 U-shaped – probably more stable
 Vertical
  Solid – filling a tick (sturdy cloth) with padding – horse or  Some just know people w/ same size or borrow from
other animal hair, cotton or kapok banquet waiters because generic uniform and they are
 Linens temporary
o All linens should “rest” on shelves at least 24 hours after being o For non-uniformed employee – a complimentary laundry and valet
washed to reduce wear and tear service is provided
o Beds, bathrooms and Dining Rooms  Deep Cleaning
o Clean, crisp, and new o Flipping and rotating the mattress
o Bed Items o Shampooing carpets
 Sheets o Removing soil and stains from wall covering and baseboards
 Twin – 66x104 inches o Washing windows, casements and shades
 Double – 81x104 inches o Dusting high and hard-to-reach areas
 Queen – 90x110 inches o Cleaning vents and fans
 King – 108x110 inches o Vacuuming under furniture that requires heavy moving
 Pillow Cases o Cleaning and vacuuming drapes
 Standard – 20x30 inches o Cleaning carpet edges
 King – 20x40 inches** o Washing sheer curtains
 Pillows o Washing lampshades
 Standard – 20x26 inches  Other Housekeeping Terms
 King – 20x40 inches** o Mitering
o Bath Items  a method of contouring a sheet or blanket to fit the corner
 Bath sheet – 36x70 inches of a mattress in a smooth and neat manner
 Bath towel – 20x40; 27x50 inches  the results are sometimes referred to as “square corners”
 Hand towel – 16x26; 16x30 inches or “hospital corners”
 Washcloth – 12x12; 13x13 inches  will take experience and training to create snug fit
 Bath Mat – 18x24; 20x30 inches compared to fitted sheets which can be done by anyone –
o Napery Items paper bag vs gift wrapped
 Napkins – 17x17; 22x22 inches o DND/PP Signs – do not disturb or privacy please signs
 Tablecloths – 45x45; 54x54; 64x64; 54x110 inches o Floor Par
 Placemats – 12x18; 14x20 inches  the quantity of each type of linen that is required to outfit
 Runners – 17x variable lengths all rooms serviced from a particular floor linen closet
 e.g. 10 rooms, all king, each bed requires only 1 linen –
 Uniforms
floor par = 10 sheets
o Each employee is provided with a 3 sets of uniform
o House set-up/One par of linen
 One in use, one in laundry, one resting
 the total number of each type of linen that is needed to
 When you fail to give to laundry after use, you will run out
outfit all guestrooms one time
of for use
 regardless of size
 “one par” = “one set”
 o Amenity – a service or item offered to guests or placed in o Exercise Rooms
guestrooms for their convenience and comfort and at no extra cost  Other Functional Areas
o Room attendant’s cart – a lightweight, wheeled vehicle used by o Dining Rooms
room attendants for transporting cleaning supplies, linen, and o Banquet and Meeting Rooms
equipment needed to fulfill a block of cleaning assignments o Administration and Sales Office
Public Areas o Employees Areas
 Front of the house areas o Housekeeping Areas
o Public areas cleaning is as important as guestroom cleaning but is  Carpets and Floors; Types of Floor Areas
much less standardized o Resilient
o Architectural differences, lobby space allocations, activities and  Various of degrees of give to their surfaces, degree of
guest traffic – determine which areas to clean first, etc. resiliency ranges from asphalt floors to carpet floors
o Entrances – kept clean for  E.g. carpet rugs, asphalt tiles, cork, linoleum, rubber, vinyl,
 Aesthetic etc.
 Safety reasons o Non-resilient
o Lobbies  Floors that do not give under the foot, hardness ensures
 require continued cleaning because they are heavy traffic durability
areas and they are the gateways to the hotel  Dents are not a problem
 such an inconvenience when it’s raining because of wet  Tiring for those who must stand in them for any length of
floors, also for safety time
 also because they are the “wow factor”  E.g. bricks, terra-cotta, ceramic tiles, concrete, epoxy,
 emptying and cleaning ashtrays (not really now) stone floors, terrazzo
 emptying and wiping down wastebaskets  Cleaning Floor
 polishing railings o Stripping  Sealing  Finishing
 vacuuming the carpet  Stripping – removal of old finish and all the dirt that has
 sweeping tile or hardwood floor areas been embedded in the finish
 straightening furniture  Sealer/Finishes – application of floor finish: solvent-based
 polishing wooden furniture or water-based
 vacuuming upholstered furniture  Protects floor from wear and staining caused by
 dusting ceiling vents traffic, spills and chemicals used in the cleaning
 dusting in high or hard to reach areas process
 cleaning carpet edges and baseboards  Provide safe surface to walk
o Front Desk – like a hotel lobby, cleaning is scheduled at non-peak  Aesthetic appeal makes the floor shine conveying
hours to avoid interrupting the flow of business positive image to both customers and employees
o Corridors  Carpet Maintenance and Cleaning
o Elevators o Inspection & Prevention
o Public Restrooms o Interim Cleaning Methods
o Swimming Pool Areas
 o Restorative Cleaning Methods o Chemicals Used
o Spot Cleaning  Chlorine
 Ceilings and Wall Coverings  Acid – Muriatic/Hydrochloric Acid
o Selection Factors  Text kit – reagents such as phenol red and orthotoIodine
 Cost maintenance  Chloramines – Chlorine + Organic Materials
 Appearance  Remedy shock treatment addition of 65 percent of Sodium
 Fire safety hypochlorite
 Initial cost
 Acoustic
 Windows and Window Cleaning
o Window Treatment
 Selecting treatments
 Function
 Appearance
 3 categories
 Drapes
 Shades
 Blinds – most difficult to clean because
individualistic
o Interim  Restorative  Spot Removal
 Interim Maintenance – daily and weekly dusting and
vacuuming
 Restorative Removal – use of detergents and solvents,
which is done on a periodic basis
 Spot cleaning – performed as need arises
o Tools
 Window washing tool
 Squeegee
 Clean lint free cloth or microfiber cloth
 Swimming Pool Cleaning
o Cleaning and maintenance depends on size and complexity of the
pool
o Water Clarity
 Blue
 Green
 Cloudy