Hotel Organizational Analysis For
Ramada Plaza Hotel Conducted by
Bernie L. Mullen &
Charles Turnbald
Bernie L Mullen M.A. Managing Partner The following report details review the level of product and service quality.
Bernie L Mullen M.A., UW Stout, School of Hospitality Leadership Charles Turnblad, Student, UW Stout, School of Hospitality Leadership
UW Stout, School of Hospitality Leadership Organizational Details Bernie Mullen takes a hands-on approach with such diverse areas as property operations, customer relationship management, direct sales management, and human resource development. These key elements affect the customer experience and owner profitability. With extensive knowledge of hospitality marketing and corporate hotel management based on years of direct experience in the hotel and resort industry, the approach is uniquely qualified to help each property gain exposure and achieve the ultimate in guest experience and market penetration.
Organizational Mission
The aim is to design and deliver highly-customized consulting solutions that precisely meet the hotel’s requirements so to increase financial performance, improve team member engagement, and build strong guest loyalty.
Organizational Decision Making Utilizing time-tested and proven strategies developed through years of services as operators and corporate officers, Encompass Hospitality Group offers a diverse selection of services to assist owners and operators, including: Hotel Performance Management and Consulting Services, Change Management, Organizational Development, Cash Management, Assessments and Speaking Engagements.
Hotel Organizational Analysis Mission HOA is a 7 part assessment to reveal how well the hotel designs, deploys, and sustains their strategic plan. We’ve discovered when the Triple Bottom Line Hotel Performance SystemŽ modules are aligned quality of product and service improves, when quality improves Financial performance improves, Team member engagement improves, and Guest loyalty improves.
Hotel Organizational Analysis
Organizational Information
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Hotel Organizational Analysis
Hotel Organizational Analysis Mission HOA is a 7 part assessment to reveal how well the hotel designs, deploys, and sustains their strategic plan. We’ve discovered when the Triple Bottom Line Hotel Performance System® modules are aligned quality of product and service improves, when quality improves Financial performance improves, Team member engagement improves, and Guest loyalty improves.
Hotel Organizational Analysis – Report Overview UW Stout, School of Hospitality Leadership Tasks Summary Leadership Organizational Service Leadership Public Responsibility and Citizenship
Strategic Planning Effectiveness Strategy Development Strategy Deployment
Guest and Market Centricity Guests and Market Knowledge Guests Relationships and Satisfaction
Information Analysis Measurement and Analysis of Organizational Performance Information Management Organizational Development & Human Resource Emphasis Institute Job Analysis & Training Institute Team Member Education and Development Team Member Well-Being and Satisfaction
Process Management Product and Service Processes Business Processes
Business Results 2
Guests-Focused Outcomes Financial and Market Outcomes OD and HR Outcomes Organizational Effectiveness Outcomes
Bernie L Mullen M.A., UW Stout, School of Hospitality Leadership Charles Turnblad, Student, UW Stout, School of Hospitality Leadership
Leadership 180 Organizational Service Leadership 100 Public Responsibility and Citizenship 80 Strategic Planning 105 Strategy Development 50 Strategy Deployment 55 Guest and Market Centricity 85 Guests and Market Knowledge 40 Guests Relationships and Satisfaction 45 Information Analysis 70 Measurement and Analysis of Organizational Performance 40 Information Management 30 Organizational Development & Human Resource Emphasis 110 Team Member Job Analysis 40 Team Member Education, Training, and Development 35 Team Member Well-Being and Satisfaction 35 Process Management 80 Product and Service Processes 40 Business Processes 40 Business Results 370 Guests-Focused Outcomes 110 Financial and Market Outcomes 110 OD and HR Outcomes 70 Organizational Effectiveness Outcomes 80
Hotel Organizational Analysis
Summation of Scores
TOTAL POINTS 1000
HOA will highlight areas of excellence and areas of improvement. Levels of score are as listed:
Excellent in Product and Service Quality Plateaued in Product and Service Quality Untapped Potential in Product and Service Quality
1000 - 900 899 - 700 699 and below
Excellence = Company understands operational efficiencies are separate from strategy. There is constant improvement within process of product and service, there is an atmosphere of innovation and creativity, and modules are aligned. Plateaued = Core values of company not distinguishable in behavior of team members, top down approach not consistent, guest centric mentality not consistent, hotel only single bottom line drive. Untapped Potential = company has no clear purpose, direction. Goals are not aligned to purpose, team members not trained adequately, no job analysis or evaluations available, company lacks business plan.
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Information Review for Accurate Evaluation
Questionnaires/Surveys Interviews with Managers SOP Audit/Observations Internal Reports
Hotel Organizational Analysis
Triple Bottom Line Hotel Performance System Modules
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Hotel Organizational Analysis
Bernie L Mullen M.A., UW Stout, School of Hospitality Leadership Charles Turnblad, Student, UW Stout, School of Hospitality Leadership
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Hotel Organizational Analysis
Hotel Organizational Analysis Mission HOA is a 7 part assessment to reveal how well the hotel designs, deploys, and sustains their strategic plan. We’ve discovered when the Triple Bottom Line Hotel Performance SystemŽ modules are aligned quality of product and service improves, when quality improves Financial performance improves, Team member engagement improves, and Guest loyalty improves.
Hotel Organizational Analysis – Ramada Plaza Hotel Report UW Stout, School of Hospitality Leadership Leadership Strategic Planning Effectiveness Guest and Market Centricity Information Analysis Organizational Development & Human Resource Emphasis Process Management Business Results
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Bernie L Mullen M.A., UW Stout, School of Hospitality Leadership Charles Turnblad, Student, UW Stout, School of Hospitality Leadership
Hotels must stay in a constant state of improvement to compete in a rapidly changing market to achieve and sustain hotel excellence in product and service. The 7 part quality assessment will determine how well the hotel designs, deploys, and sustains their strategic plan to sustain quality of product and service. Summation of Scores Excellent in Product and Service Quality Plateaued in Product and Service Quality Untapped Potential in Product and Service Quality
1000 - 900 899 - 700 699 and below
Excellence = Company understands operational efficiencies are separate from strategy in the fact hotel strategic plan is the purpose that drives operations. There is a constant state of improvement in the value chain process for product and service, there is an atmosphere of innovation and creativity, and modules are aligned. Plateaued = Core values of company not distinguishable in behavior of team members, top down approach not consistent, guest centric mentality not consistent, hotel demonstrates single bottom line outcome.
Hotel Organizational Analysis
Untapped Potential = company has no clear purpose, and direction. Goals are not aligned to purpose, team members not trained adequately, no job analysis or evaluations available, company lacks business plan.
Summation of Ramada Plaza Hotel Score = 825 Plateaued in Product and Service Four primary areas requiring attention for the Ramada Plaza Hotel are:
Hotel Strategic Plan.
Interfacing PMS, P/R, POS (with hotel sensitive accounting software) producing thorough daily report.
Establish Control Points Value Chain for Food & Beverage Operation.
Individual Development Plan (IDP) for GM (after strategic plan developed, IDP on all managers and associates).
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Hotel Organizational Analysis (HOA) process of: Leadership Strategic Planning Guest and Market Centricity Information Analysis Organizational Development & Human Resource Emphasis Hotel Organizational Analysis
Process Management Business Results Areas of the assessment endure testing and analysis. This ensures all areas of information gathered are thoroughly scrutinized to meet a rigorous criteria increasing report integrity. Itemized scores per each stage are as described:
Leadership – examines how the hotel’s leaders address values and performance expectations to produce trust and care. Leadership 180 possible, hotel score 160 Organizational Service Leadership 100 possible, hotel score 90 Public Responsibility and Citizenship 80 possible, hotel score 70
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It is clear all managers and supervisors understood ownership objectives. Particularly the concern to produce profitability, in so much; each team member expressed the utmost respect and loyalty for the owners. However an inconsistency was discovered, loyalty and respect was not followed with a high performing team producing impressive results. There is a disconnect with associate performance and understanding the Ramanda Plaza Hotel is a multi-million dollar revenue generating business, hence the amount of revenue and profit not captured is difficult to measure. This, in large part, is due from not developing and deploying a hotel strategic plan.
It is evident GM has expectations for creating ‘Exceptional Guest Experience’ culture for the Ramada Plaza Hotel. General Manager works to her strengths of understanding the essential details of the hotel to grow the ‘Exceptional Guest Experience’ by guiding, coaching and mentoring her managers. General Manager has the desire to create an
Bernie L Mullen M.A., UW Stout, School of Hospitality Leadership Charles Turnblad, Student, UW Stout, School of Hospitality Leadership
Hoteliers are experienced managers; however, there is a gap between GM’s expectations and manager’s execution, which explains not all managers have excelled as Service Leaders.
Not all managers are clear what the vision statement (hotel aspirations), mission statement (actions to achieve the vision), and company core values as indicated in the manager interviews. All managers have a general idea while some managers absolutely know and understand the vision and mission statements, and company core values in so much; it is carried out in their behavior.
Hotel is currently incorporating their employee handbook with a company profile document. The vision, mission, working values gives life to the hotel; it is the purpose of the hotel. However, not all have a well-defined understanding of these essential parts of the hotel. Although, aspects of the company profile are used during orientation of new hires. Currently there is a not a consistent service culture training program in place during the calendar year.
Hotel understands its purpose in the market which is reflected in the leadership of the Executive committee members, driven by the General Manager. The surveys and manager interviews illustrate team members are functioning as managers to the best of their ability and are trying to put into practice the hotel purpose. However, managers perform their duties without an IDP’s in place (Individual Development Plans). This causes lack of connection to overall strategic plan. Hotel is currently operating without a thorough strategic plan in place.
Hotel does not embrace the community responsibility and good citizenship aspect of the Leadership section of the HOA by enhancing the community the hotel operates within. The Ramada Plaza Hotel does not demonstrate a consistent approach to community involvement where all team members are given an opportunity to engage in a service project i.e. habitat for humanity, food shelters, student mentorship programs, etc., etc.
Hotel Organizational Analysis
environment of leadership eliminating managerial co-dependency. However, this is the first GM position for the general manager and areas of financial management, operations management, and organizational development management would be better served with a systematic individual development plan (IDP).
Points of Distinction:
All supervisors, managers, executive managers have strong (beyond standard benchmark) sense of loyalty and respect for ownership. Hiring of key positions match necessary skill set, i.e. accountant, DOS. Managerial staff respects, trusts, and finds the GM credible. Many associates are long term employees.
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General Manager has support of corporate direct reports.
Recommendations:
Hotel Organizational Analysis
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Create service leadership program. Begin IDP for GM. Complete the company profile. Initiate into staff meetings dialog of what the vision and mission of hotel is and how they relate. Utilize company profile into service culture training and new hire orientation consistently. Conduct team member surveys on quarterly bases. Start community involvement program established by executive committee with quarterly outcomes.
Strategic Planning Effectiveness – examines how the hotel sets strategic directions and determines key plan requirements. Strategic Planning 105 possible, hotel score 55 Strategy Development 50 possible, hotel score 30 Strategy Deployment 55 possible, hotel score 25
General Manager not operating with hotel strategic plan. Her experience as long term associate for the hotel under two ownership groups along with her determination has increased hotel’s probability to product a positive net income this year 2014, however, had the hotel been functioning with a full scale hotel strategic plan the positive net income would have occurred. GM’s hotel experience is a critical force to preparing the strategic plan.
Director of Sales is fully engaged with the sales plan as it relates to Sales & Marketing. GM along with DOS and DOM understand their hotel market very well, due to the fact GM has good tenure with the hotel and staff.
RevPar analysis is not conducted at the property level nor is organizational development. For example, job designs/descriptions are antiquated, have not been audited to align to strategies on an annual basis. Job designs are constructed after a job analysis; job analysis has not been performed and cannot be determined when job analysis was last completed.
Bernie L Mullen M.A., UW Stout, School of Hospitality Leadership Charles Turnblad, Student, UW Stout, School of Hospitality Leadership
Hotel does not use Individual Development Plans – IDP’s coordinate department goals to action plans associated with skill set and attributes necessary to complete strategic goals. This explains, in part, why all managers do not have a functioning role in the hotel strategic plan.
Hotel sales & marketing plan is considered good, however it does not link to the strategic plan of hotel. Hotel does not have a cash flow budget or balance sheet budget at the property level.
Market outlook
Primary market demand generators
Distribution channel production
Competitive analysis
Positioning
Rev Par Analysis
Pricing
Marketing
Annual advertising plan
Property sales objectives
Food & beverage
Housekeeping
Front desk
Accounting o
Cash flow budget
o
Balance sheet budget
HR & Organizational Development
Engineering
Property overview
Capital expense items
Insurance policy, licenses, and leases
Year-to-date guest satisfaction index
Operational benchmarks
Operations Budget
Hotel Organizational Analysis
* Areas below illustrate a formidable business plan (areas in yellow indicate items not determined per the HOA):
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Points of Distinction:
Sales & marketing plan is performed at property level. General Manager involved with development of sales & marketing plan. DOM and DOS engaged in sales & marketing planning and understand the difference between marketing and sales. Hotel performs routine, consistent, and thorough revenue management meetings.
Recommendation:
Hotel Organizational Analysis
Involve all managers in the strategic planning process, with clear expectations and deadlines. Use IDP’s aligned to departmental goals and manager development. Review monthly with each manager during the financial statement analysis. GM, DOSM, and sales team conduct the RevPar analysis. Complete competitive analysis quarterly – market is changing rapidly to only perform comp analysis once a year. During Revenue meetings have necessary reports studied prior to meeting so to make clear, timely, and precise decisions.
Guest and Market Centricity – examines how the hotel determines the requirements, expectations, and preferences of guests and markets. Guest and Market Centricity 85 possible, hotel score 80 Guests and Market Knowledge 40 possible, hotel score 40 Guests Relationships and Satisfaction 45 possible, hotel score 40
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Hotel consistently engages with its marketing mix. The Ramada Plaza Hotel is a corporate clientele property. Front desk team is aware of the Ramanda preferred guest program; a driving force, in part, to their guest loyalty. Hotel does not allow the location and condition of grounds to be a setback.
Hotel only conducts an annual competitive analysis; market changing too rapidly only to perform comp analysis once a year.
Hotel uses brand gathered data of what customers are saying positively or negatively of the hotel and its product and services as well as data gathered from the internet. Hotel does not use software currently available which tracks all data posted on the internet in real time. This tracking is set up similar to the comp set on the Star Report and
Bernie L Mullen M.A., UW Stout, School of Hospitality Leadership Charles Turnblad, Student, UW Stout, School of Hospitality Leadership
designated per department. Currently hotel uses one or another “internet – data – gathering” tool, i.e. Trip Advisor.
Hotel must look at what the customers are saying about the hotel, positively and negatively as it relates to its comp set and per each department. Market continues to modify itself, 80% of hotel guests are booking online and communicating online, it is essential to use this information to improve financial performance, team member engagement, and guest loyalty.
Points of Distinction: Corporate direct reports consistent in guest experience expectations. General Manager and DOS & DOM comprehend hotel market and segmentation. Hotel grasps intricacies of revenue management, in as much; there is a brand level revenue manager. Recommendation:
Utilize fully Revinate to track all data on the internet. Conduct comp set analysis quarterly, utilizing entire sales team. All sales team members subscribe to AH&LA Smart Brief (ahla@smartbrief.com) incorporate this feature into the sales & marketing meetings to increase knowledge of industry to improve innovation and creativity to enhance revenue.
Information Analysis – examines how a hotel’s performance measurement systems, and how the hotel analyzes data and information. Determines how well information flows technologically, verbally, and non-verbally.
Hotel Organizational Analysis
Information Analysis 70 possible, hotel score 50 Measurement and Analysis of Organizational Performance 40 possible, hotel score 30 Information Management 30 possible, hotel score 20
Hotel information flows well as it relates to tracking revenue, and guest information. However, PMS, PR, and POS are not interfaced with daily report. Daily report not interfaced with financial statements. Hotel should use software to extrapolate information into the daily report. The daily report is pooled into the ‘in house’ financial statements; hotel does not use hospitality sensitive accounting system. Payroll system is provided by an outside source, payroll registers are not interfaced with income statement.
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Hotel Organizational Analysis
Daily report is data entry based increasing clerical errors; monthly daily reports did not always match Star Report month end totals, interfacing eliminates these errors.
Financial statements should be produced monthly, with the goal of being consistent, accurate, and timely. However, at the time of HOA the budget had not been implemented into the financial statements, and timely financial statements per departments were not in place. It should be noted, controller is a true hotel accountant. He understands the debit/credit language of accounting; and how to use all functions of the information systems.
GM does not formulate a consistent month end reporting process culminating with an Executive Summary report for management company and ownership stakeholders. This would be expected if GM had a strategic plan in place. Hotel does not use a forecasting tool.
Food and Beverage department lacks value chain control points: vision, menu, purchase, receive, store, issue, prepare, cook, hold, serve, service, guest satisfaction. Inventory control requires attention. Objective of F&B value chain is to ensure all strategies meet criteria of all control points.
Executive chef position is vacant; sous chef being developed for executive chef position.
Sous Chef is in process of learning consistency with COS and month end inventory method.
Points of Distinction:
Consistent hotel staff meetings. Hotel uses strong sales & marketing measurement tool, i.e. spreadsheets. GM understands hotel operations. Hotel accountant understands debit/credit functionality of financial reporting.
Recommendation:
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Interface information systems: PMS, POS, PR with financial statements. Ensure all financial statements are delivered with report accuracy (reconciliation done on month to month basis), consistency, and timeliness to all managers. Managers perform income statement variance reports on a monthly basis per deadlines. Conduct IDP for Sous Chef.
Bernie L Mullen M.A., UW Stout, School of Hospitality Leadership Charles Turnblad, Student, UW Stout, School of Hospitality Leadership
Organizational Development & Human Resource Emphasis – examines how a hotel’s team members are enabled to develop its full potential. Determine balance of employment law and development of the organization. Organizational Development & Human Resource Emphasis 110 possible, hotel score 90
Hotel performs team member evaluations on annual basis. Evaluations deemed fair and consistent per the employee surveys and manager interviews.
GM plays a significant role in this consistency per her desire to improve team performance and offer feedback for career progression.
Hotel does have a HR person with particular organizational development skills of which is unusual at the property level.
Not all supervisors and manager associates are equal to professional acumen expected at a property generating multi-million dollar revenue. Professionalism relating to dress code and mannerism require attention.
Hotel Organizational Analysis
Team Member Job Analysis 40 possible, hotel score 30 Team Member Education, Training, and Development 35 possible, hotel score 30 Team Member Well-Being and Satisfaction 35 possible, hotel score 30
Points of Distinction:
Hotel has HR infrastructure at property level. Hotel recognizes essential employment law for new hires and orientation. General Manager understands the essential of organizational development as it relates to consistently incorporating brand Service Culture Training.
Recommendation:
Audit all job designs/descriptions annually. Depending on the market it may dictate the hotel change strategies based on the forecast hence a job design change is required; this ensures action plans/strategies per department are linked to job designs. Incorporate the 10 characteristics of Service Leadership into Service Culture training. Explained further in “Business Results” section.
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Process Management – examines how the hotel’s processes are functioning, including guest-focused design, product and service delivery processes, support services, and supply management. This areas demonstrates how well decisions are made. Process Management 80 possible, hotel score 60
Hotel Organizational Analysis
Product and Service Processes 40 possible, hotel score 30 Business Processes 40 possible, hotel score 30
The goal of this section is to prove the hotel is in a constant state of improvement. This allows the hotel managers to become influencers of change instead of recipients of forced change. In other words, hotel managers are required to be proactive not reactive. One of the 10 characteristics of Service Leaders is Foresight, see improvement before crisis occurs.
Assessment in this area is predicated primarily on the Standard Operating Procedures, SOP manual for the hotel. Included in the SOP manual are the brand standards per department as well as well as the Uniform System of Accounts for the Lodging Industry, and the employment law procedures & training/development processes.
Hotel does not have a SOP documented value chain per the financial, operations, and organizational development platforms. Chief engineer for the Maintenance department does not associate the room maintenance per brand stand to CAPX report. As an example, brand mandates rooms preventative maintenance performed four times annually; currently this SOP operational platform is not accomplished leaving the hotel exposed for greater expense on capital expenses per room FF&E.
Points of Distinction:
Hotel leadership team galvanized to improving product and service, per the manager interviews. General Manager demonstrates experience and leadership aptitude for sustaining a constant state of improvement for his hotel, but can only so much considering strategic plan is not in place.
Recommendation:
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Formulate a SOP document including the three platforms of financial management, operational efficiencies, and organizational development per brand standards and hotel management company standards. Reevaluate the hotel organizational chart to structure an operationally functional team able to produce in practice and behavior the SOP of the hotel.
Bernie L Mullen M.A., UW Stout, School of Hospitality Leadership Charles Turnblad, Student, UW Stout, School of Hospitality Leadership
Business Results – examines how a hotel’s performance and improvement in key business areas, guest’s satisfaction, product and service performance, financial and marketplace performance, HR results, supplier and partner results, and operational performance. Business Results 370 possible, hotel score 330
Hotel consistently monitors its brand competition per GSI scores. General Manager maintains and sustains results oriented objectives from the guest service scores. She and her staff have demonstrated and intense determination to consistently achieve guest experience beyond what is expected. But a lack full scale hotel strategic plain prevents all departments to flow equally.
Though the hotel is not the market leader per its comp set in the Star Report the hotel has maintained improvement in the market.
As for financial outcomes as it relates to statements: Balance Sheet, Income Statement, and Statement of Cash Flow; hotel produces income statement monthly. Cash is typically reconciled before closing the month; however, this cannot be said for the other balance sheet line items. Other line items are reconciled on a quarterly basis but not consistently. Interface of software is not utilized to its fullest capacity, the section “Informational Analysis” will explain further.
Accounting department does not perform balance sheet ratio analysis. Important to note, when calculating financial ratios compared to industry standards; comparisons need to be similar in nature to increase integrity of the analysis. This means, comparing the hotel to similar other hotels in a related market. Moreover, ratio analysis at the hotel level should associate month to month comparisons against the operational benchmarks per the strategic plan.
Hotel understands and functions well within its capabilities of Human Resources and employment law. Glad to report HR performs employment law function of routine I-9 audit.
Hotel Organizational Analysis
Guests-Focused Outcomes 110 possible, hotel score 90 Financial and Market Outcomes 110 possible, hotel score 105 OD and HR Outcomes 70 possible, hotel score 65 Organizational Effectiveness Outcomes 80 possible, hotel score 70
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Hotel Organizational Analysis
Hotel touches on organizational development for it incorporates its brand mandated Service Culture training into their employee orientation. But hotel is in process of incorporating company profile (vision, mission, working values) in with employee handbook,
Organizational effectiveness is good, primarily due to the leadership of the GM. General Manager demonstrates and carries out in her behavior (employee surveys and manager interviews indicate) an autonomous managerial style which bodes well for his staff. Staff members have indicated they feel empowered to perform their day to day functions at a higher level due in large part knowing they can communicate with their GM on a regular basis for guidance and direction; and they indicate they are able to do this because the GM’s credibility and trust is considered very good. Yet the hotel lacks adequate personnel per the organizational chart, due from the union contract where room cleaners are ‘self-inspectors’.
Lack of organizational effectiveness is directly correlated to the strategic plan modules not being utilized: Vision Statement, Mission Statement, Company Profile, Job Designs, Individual Development Plans, Service Leadership Training, Hotel Business Plan (strategies/budget). The Ramada Plaza Hotel utilizes aspects of the modules and while some are not used to fullest capacity.
Hotels having established a consistent state of improvement, which produce greater financial performance, greater team member engagement, and greater guest loyalty, show dedication to a vigorous strategic plan.
Points of Distinction:
Hotel tracks business results consistently as it relates to revenues and guest service scores. Hotel offers GM corporate support as it relates to results compared to expectations. General Manager given autonomy and accountability from direct reports to govern business results month to month.
Recommendation:
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Initiate accurate, timely, and consistent reporting on all financial platforms, i.e. interface to full capability, reconciliation of balance sheet items, and regular cash flow report at property level. Departmental income statement accountability, i.e. variance reports. Perform balance sheet ratio analysis, i.e. liquidity ratio (ability to pay short term expenses), and turnover ratio (effectively using F&B inventory). Additionally, HR should document monthly the employee turnover percentage compared to operational benchmarks per the strategic plan.
Bernie L Mullen M.A., UW Stout, School of Hospitality Leadership Charles Turnblad, Student, UW Stout, School of Hospitality Leadership
Initiate a robust organizational development program, i.e. IDP’s –Individual Development Plans for each manager at minimum. This will also allow the GM to offer consistent and fair annual evaluations the first week of the New Year. Perform Service Leadership Training for managers on a quarterly basis. This incorporation the 10 characteristics that produce the 5 Human Truths: Belonging, Heard, In Control, Qualified, and Reach Potential. To achieve the 5 Human Truths managers need to perform the 10 characteristics of great service leaders: Listen, Empathy, Comfort, Awareness, Persuasion, Conceptual, Foresight, Stewardship, and Community. Create, implement, and sustain the Standard Operating Procedures for entire hotel. Ensure organizational chart can withstand SOP expectations.
Upon completion of the HOA the hotel, no matter the outcome score, is to establish a Problem Solving Team (PST). PST team includes individuals from different departments and career progression levels. Attributes necessary to be granted entrance into the PST are:
Leadership – demonstrated ability to put others before themselves.
Conceptual mentality - see all the moving parts effecting the outcome.
Proactive not reactive thinkers, i.e. proactive thinkers do not create another stress or problem as they eliminate one.
Financial management - using money resources wisely.
Operations management - resources used and flow efficiently.
Organizational development management- leadership ability to put others before themselves, high empathy factor.
Minimum of one year hospitality experience.
Hotel Organizational Analysis
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