INTRODUCTION
OPERATIONS MANUAL
The following pages represent the policies and procedures of HP Hotels , herein known as
HPH, to be followed in the sound operation of our Hotel assets. These policies and
procedures are intended to be minimum guidelines to affect the most cost efficient
standardized method of operation within the hospitality industry for the benefit of guests,
investors, shareholders and associates. In all cases, sound business practice, good
judgment and the Mission Statement of HP Hotels LLC will be controlling principle adding
further input to this Operations Manual. It is not our purpose to cover all instances, factors,
or circumstances regarding the operation of a superior quality Hotel property. It is
our intention to standardize the guidelines under which we operate to provide for
our sustained and profitable growth in this and future years.
MISSION STATEMENT
→To develop, acquire, operate and sell – for a profit – limited facility hotels in the
southeastern United States.
→To add value to our shareholders’ and partners’ investments by achieving
above – market R.O.I.
→To operate all our hotels at a quality level that benefits our guests and our
shareholders.
→To make money and have some fun!
LEGAL DISCLAIMER
Terms of Use
Unless otherwise indicated, this Manual and its contents are the property of HP Hotels, Inc and
and/or its subsidiaries, affiliates, or assigns (collectively "HP"), and are protected, without
limitations, pursuant to U.S. and foreign copyright and trademark laws. By utilizing this Manual,
you agree to the following terms and conditions. If you do not agree, you have the absolute right to
submit your resignation, and you should do so.
The works made available in this Manual are protected by United States copyright laws and are
provided solely for the use of HP Hotels Management personnel in context of the safe and
profitable operation of our hotel assets. Dissemination or sale of any of these policies, as a whole
or in parts (including on the World Wide Web), destroys the integrity of such works and is not
permitted. The materials should never be made available to those not authorized and/or bound by
their use. All users are expected to abide by these restrictions and to honor the intended purposes
and the needs of those on these materials. No intellectual property or other rights in and to this
Manual or its contents, other than the limited right to use set forth above, are transferred to you.
You may not modify, copy, distribute, republish, commercially exploit, or upload any of the material
on the World Wide Web without the express written consent of the HP Hotels Group Managing
Members.
General Terms
HP Hotels MAKES NO REPRESENTATIONS OR WARRANTIES WITH RESPECT TO THIS
MANUAL OR ITS CONTENTS, WHICH ARE PROVIDED FOR USE "AS IS." HP Hotels
DISCLAIMS ALL WARRANTIES, EXPRESS OR IMPLIED.
To the fullest extent permitted by applicable laws, HP Hotels and its employees, agents, suppliers,
and contractors shall in no event be liable for any claims, charges, and contractors damages,
liabilities, losses, and expenses of whatever nature and howsoever arising, including, without
limitation any compensatory, incidental, direct, indirect, special, punitive, or consequential
damages, loss of use, loss of data, loss caused by a computer or electronic virus, loss of income or
profit, loss of or damage to property, claims of third parties, or other losses of any kind of
character, even if HP Hotels has been advised of the possibility of such damages or losses, arising
out of or in connection with the use of this Manual.
RECEIPT/ACKNOWLEDGEMENT OF OPERATIONS MANUAL
I ____________________________, have received the HP Hotels
Printed Name of Manager/Associate
Operations Manual. I understand that this manual remains the property of
HP Hotels and must be returned upon request. I further understand that it is my
responsibility to update the Operations Manual as policies, forms
and information are provided in the appropriate format.
BY: __________________________________
Signature of Manager/Associate
DATE:________________________________
HP Hotels
OPERATIONS POLICY MANUAL
TABLE OF CONTENTS
ACCOUNTING
S.O.P. Section I
I – 1 Petty Cash/Debit Card
I – 2 Bad Debt Write-Off
I – 3 A/R/ Aging
I – 4 Capital Expenditures
I – 5 Trade Agreements
I – 6 A/R Direct Billing
I – 7 A/R Collection/Sample Letters
I – 8 Internal Audit
I – 8A Quarterly “Self-Audit” Survey
I – 9 Advance Deposit – Sales
I – 10 Baggage Service Charge
I – 11 Pre-Opening Expense
I - 12 Credit Approval
I – 13 Purchase Orders
I – 14 Chargebacks
I – 15 Check Register/Log
I – 16 Salvage Sales – Fixed Access
I – 17 A/P Transmittal
I – 18 System Back-Up
ADMINISTRATION
S.O.P. Section II
II – 1 General
II – 2 Donations
II – 3 Associate Work Schedules
II – 4 National Contracts
II – 5 Lease Agreements/Contracts
II – 6 Associate Appreciation
II – 7 Forecast
II – 8 Payroll Procedures
II – 9 Uniform Nametags
II – 10 Pre-Employment Procedures
II – 11 Loss Incident Report
II – 12 Comp Room Policy
II – 13 Gifts/Conflict
II – 14 Guest Comment/Survey
ADMINISTRATION
S.O.P. Section II
II – 15 Hazard Communication Policy
II – 16 Inspection Reports
II – 17 Master Keys
II – 18 Meetings
II – 19 Memberships
II – 20 MOD Program
II – 21 Organizational Chart
II – 22 Performance Appraisal
II – 23 P&L Statement
II – 24 Passwords/Combinations
II – 25 Vendor Verification
II – 26 Illegal Activity
II – 27 Emergency Procedures
II – 28 GM Checklist
II – 29 Out of Service Rooms
II – 30 Environmental Commitment
II – 31 Travel Allowances
II – 32 Mileage Reimbursement
FOOD & BEVERAGE
S.O.P. Section III
III – 1 Special Promotions
III – 2 Menus
III – 3 Restaurant Operations
III – 4 Lounge Entertainment
III – 5 Inventories
III – 6 Beverage Policy Statement
III – 7 Banquet Operations
III – 8 Beverage Prices/Happy Hour
III – 9 Complimentary Food
III – 10 Security F&B
III – 11 Food Storage
III – 12 Advance Deposit Policy
III – 13 Payment of Service Charges
III – 14 Accounting In-House Outlet Charges
III – 15 ServSafe Certification
FRONT DESK
S.O.P. Section IV
IV – 1 V.I.P. Procedures
IV – 2 ADA/Mobility Guest
IV – 3 Innkeepers Shelter/Check-In Age
IV – 4 No – Show Policy
IV – 5 Pet Policy
IV – 6 Safety Deposit Box
IV – 7 Check Cashing/Cash Advance
IV – 8 PBX
IV – 9 Credit Card/Telephone Fax Orders
IV – 10 Group Rates
IV – 11 Published Room Rates
IV – 12 Guest Mail/Messages
IV – 13 Registration Cards
HOUSEKEEPING
S.O.P. Section V
V– 1 Amenity Program
V – 2 Mattress Rotation/Pests
V – 3 Laundry Requirements
V – 4 Lost & Found
V – 5 Linen Inventory
V – 6 Deep Cleaning
V – 7 Required Bed Card
MAINTENANCE
S.O.P. Section VI
VI – 1 PM Program/Safety
VI – 2 Elevator Testing
VI – 3 In Room/Package A/C Units
VI – 4 Housekeeping Equipment PM
VI – 5 Utility Meter Reading
VI – 6 Fire Drills
VI – 7 Smoke Detectors/Emergency Lighting
VI – 8 Maintenance Requests
VI – 9 Associate Areas
VI – 10 Key Control
VI – 11 Pool Maintenance
SALES
S.O.P. Section VII
VII – 1 Call Quota
VII – 2 Market Analysis Share
VII – 3 Advertising Print Media
VII – 4 Service Marks
VII – 5 Group Room Control
VII – 6 Public Relations
VII – 7 Group Conduct Letter
VII – 8 Hotel/Meeting Website
VII – 9 Group Rate Procedures
HUMAN RESOURCES
S.O.P. Section VIII
VIII - 1 Grievance Procedures
VIII - 2 Recruitment
VIII - 3 Job Description
VIII - 4 Labor Unions
VIII - 5 4-Step Wage Plan
VIII - 6 Orientation
VIII - 7 References
VIII - 8 Pre-Employment Screening
VIII - 9 Associate Activity Log
VIII - 10 Attendance Record
VIII - 11 Diverse Workplace
VIII - 12 EEO-1 Filing
VIII - 13 OSHA Filing
VIII - 14 Educational Sign off Sheet
SECTION I AREA S.O.P. 1
ACCOUNTING
PETTY CASH/DEBIT CARD
Page 1 of 1
Petty cash funds are intended to be used for small necessary purchases. These items
would include: postage due, freight bills, vending refunds, small items, hardware and
supplies whose need was not anticipated. Debit Card funds are intended for use of larger
purchases such as: gift/suite shop purchases, employee appreciation, office supplies
and/or an emergency situation.
Procedure for Petty Cash:
1. The General Manager is completely responsible for the petty cash fund.
2. Individual petty cash transactions should not exceed $50.00. (exception for F&B C.O.D.
purchases).
3. Each disbursement should be properly supported by a petty cash voucher.
4. Each petty cash voucher shall be properly completed as follows:
a. Date.
e. Amount of transaction.
b. Description of item purchased.
f. Purpose of purchase.
c. Person disbursing the petty cash.
g. Person receiving PC.
d. Approved by the General Manager
h. Completed in ink
5. Each voucher must be supported by an invoice, sales slip or other documentation
evidencing the nature of the disbursement. These documents should be stamped “PAID”
to prevent their re-use.
6. The petty cash transmittal is required to be completed and submitted to
HP Hotels Accounting department according to the accounting report checklist due date.
7. All voucher and supporting documents must be attached to the original petty cash report
and maintained on property for seven (7) years.
Procedure for Debit Card:
1. The General Manager is completely responsible for the Debit Card and
funds used.
2. The Debit Card can only be used by and merchandise receipts signed off
by the authorized signer (General Manager).
3. Each disbursement should be properly supported by receipts.
4. The Debit Card transmittal is required to be completed and submitted to
CHA Systems, Inc. according to the report checklist due date.
5. All receipts and supporting documents must be attached to the original
debit card report, stamped “PAID” and maintained on property for seven
(7) years.
SECTION I AREA S.O.P. 2
ACCOUNTING
BAD DEBT WRITE OFF
Page 1 of 2
To establish procedures and guidelines for the write-off of bad debt. Accounts
are submitted for write-off under the following circumstances:
a. When all practical and reasonable collection efforts have failed (including
legal action, if appropriate), and the account is determined uncollectible.
b. Because of the amount and/or circumstances involved, it is not considered
practical or cost justifiable to pursue the collection of the account.
The General Manager is responsible for determining those accounts to be
submitted for write-off. All Bad debt write offs must be signed for approved by Regional
Director of Operations
PROCEDURES:
1. A write-off summary request should be prepared of city ledger accounts to
be written-off the books and the reason. The list of write-offs should
minimally provide for:
a. The transaction date as shown on the monthly aging report.
b. The name of the account as shown on the monthly billing
statement.
c. The amount.
d. The reason for requesting write-off (Skip – cannot locate, company
out of business, bankrupt, bad check, etc.).
e. The signature of the General Manager and Regional Director of Operations.
2. Each account should have an Accounts Receivable Activity sheet
attached which shows all the steps that deem the account uncollectible.
3. All hotels are required to submit all requested accounts and their support
to the corporate office for approval before they write off any account.
4. Bad debit Write-Off’s should be reviewed, approved and processed
(booked) prior to the end of the accounting period each quarter (i.e.
March15th, June 15th, September 15th, and December 15th).
5. The original, approved write-off form with attached account detail shall
remain on property for future reference.
SECTION I AREA S.O.P. 2
ACCOUNTING
BAD DEBT WRITE-OFF
Page 2 of 2
6. All recoveries of bad debts previously charged off are to be credited to the
allowance for doubtful accounts.
Current Reserve $______________________
BAD DEBT RECONCILATION RECAP
Balance at beginning of current year $____________________
Plus allocations, year-to-date $____________________
Plus recoveries, year-to-date $_____________________
Less write-off year-to-date $_____________________
Balance at close of current period $_____________________
By:____________________________ _____________________
General Manager Signature Date
BAD DEBT PERFORMANCE, YEAR-TO-DATE
Year-to-date net write-offs $_____________________
Plus allocations, year-to-date $_____________________
Total bad debt expense, year-to-date $_____________________
Year-to-date total revenue $_____________________
Percent loss to total revenue ____________________%
By:______________________________ ______________________
General Manager Signature Date
Current A/R/ Aging 30 Day 60 Day Total
SECTION I AREA S.O.P. 3
ACCOUNTING
ACCOUNTS RECEIVABLE AGING
Page 1 of 1
Most PMS systems now automatically age each night during the night audit
function.
A month end aging report needs to be forwarded to the corporate office when the
month end IJ (income journal) is sent. Items of 60+ days must be accompanied
by all supporting data.
Some brands may require facility to use the HP Hotels Accounts receivable aging form
found below
SECTION I AREA S.O.P. 4
ACCOUNTING
CAPITAL EXPENDITURES
Page 1 of 1
The purpose of this policy and procedure is to ensure proper accounting for fixed
asset acquisitions.
1. Definition: Expenditures in excess of $500.00 to acquire land
improvements, building, machinery, furniture and fixtures, office equipment,
business machines and other capital items, whether by purchase or
construction and for major alterations, rearrangement or repair to existing
facilities.
Purchase of capital items with an individual value of less than $500.00 are to
be expensed except in the following circumstances:
a. When the item(s) are an integral part of a capital project:
b. When the aggregate cost of identical or closely related items,
purchased under one purchase order exceeds $500.00 in total.
2. Determination of Cost: The capitalized cost of a fixed asset is to include all
costs in connection with its acquisition, including purchase price, delivery
costs, freight, installation costs, sales, excise or other taxes applicable.
Also, any other cost required to prepare the asset for its intended use.
3. Capital Expenditures vs Current Expense: In distinguishing between a
capital expenditure (fixed asset addition) and a current expense (repairs and
maintenance), value and time are the elements of major importance. In
distinguishing between a capital expenditure (fixed asset addition) and a
current expense (repairs and maintenance), value and time are the elements
of major importance. You must determine of the expenditure adds to the
value of the building, furniture and equipment, etc or extend their useful life.
According to tax authorities, examples of repairs include re-painting the outside
and inside of a building, mending leaks, plastering and conditioning gutters on
buildings. On the other hand the costs of a new roof, lighting improvements in a
factory, and bricking up windows to strengthen a wall are capital expenditures.
NOTE: Capital expenditures may only be authorized by an officer of HPH.
Capital expenditures are all purchases that are capital in nature must have a
Purchase Order prepared on site with proper approvals and sent to HPH
Corporate Office for approval before the order of these items can be completed.
SECTION I AREA S.O.P. 5
ACCOUNTING
TRADE-OUT AGREEMENTS
Page 1 of 1
All Hotel Trade-Out agreements must have Regional Director of Operations approval. This
includes but not limited to: room and tax, advertising and promotions and/or food
and beverage.
SECTION I AREA S.O.P. 6
ACCOUNTING
A/R DIRECT BILLING PROCEDURES
Page 1 of 1
The procedure listed below will ensure timely distribution of all direct billing
accounts.
PROCEDURE:
1. Upon completion of the night audit, the auditor will print two (2) folio copies
from the previous days check outs and place in the designated (GM or designate) mail
box.
2. The folio’s are to be reviewed for accuracy and any adjustment required will
be taken care of without delay.
3. One copy of the statement and folio to be processed and sent to the account
and the second copy to be retained by the hotel and properly filed.
4. A reminder statement should be sent for unpaid balances between the 25th
and 30th of the month.
5. Brand reward program billing should be forwarded and submitted according
to the brand standard.
6. All direct bill statements should be mailed within 24 hours of departure –
Fed-Ex if appropriate.
When payment is received and before posting to the account the amount should
be verified. Should you receive and overpayment or incorrect amount the check, the
company must be contacted for verification prior to being posted. All checks must be
secured in hotel safe until deposited.
SECTION I AREA S.O.P. 7
ACCOUNTING
A/R COLLECTION PROCEDURE
Page 1 of 2
The procedure below will provide a means for the timely processing and
collection follow-up of customer statement of accounts and dunning notices.
PROCEDURE:
1. Past due accounts (over 30 days), must be contacted to verify
invoice/statement has been received. Notes should be taken regarding
discussion and outcome of call.
2. The use of an outside collection or letter writing service should be
considered the “last resort” after all the hotels reasonable collection efforts
have been exhausted. The personal involvement and responsibility of the
hotel General Manager cannot be over emphasized with accounts of this
nature.
3. The engagement of an outside collection service is governed by HP Hotels
Corporate Offices.
4. Outside collection services will be furnished (photocopies only) of account
detail and not the original document.
5. Accounts in the hands of a collection service will be reported individually
on the monthly aging report as usual; except “collection service” should be
noted along with the date the account was turned over.
6. Accounts turned over to a collection service will normally be fully reserved,
but should not be submitted for write-off until collection efforts have been
discounted by the service.
7. Upon discontinuing the collection activity, the service must return the
account documentation (photocopies) to the hotel.
8. Invoices and collection letters must be mailed in accordance with the
following schedule (all days from the guest check out date).
9. We will not accept any future reservations or bookings from a client of 30
days past due until balance has been cleared. (Unless otherwise approved per agreed
upon billing cycle)
Guest Check Out (last folio transaction) 0 Day
Account Transferred to A/R +1 Day
First Invoice/Statement Sent +1 Day
Second Invoice/Statement Sent +30 Days
Third Invoice/Statement Sent +45 Days
First Collection Letter +60 Days
NOTE: In reference to small balances, the General Manager will determine
when the account is not economical to pursue. Such accounts should be
submitted to write-off.
SECTION I AREA S.O.P. 7
ACCOUNTING
A/R COLLECTION PROCEDURE
Page 2 of 2
GUIDELINES FOR COLLECTION LETTERS
Delinquent Accounts:
1st Letter – A “friendly reminder”. This letter should be courteous and should
not, in any way, infer that the guest does not intend to pay. It should recite
our previous billings and date.
2nd Letter – Send certified mail. Reference previous invoices and the first
letter. Firmly but politely insist on immediate payment and advise client that
billing privileges are in jeopardy.
Collection letters should be generated through the Front Office System or
comparable system depending on your property using the Dunning Message”
listed below and the attached sample correspondence letters.
Start using this feature immediately.
Dunning Message:
Current: Payment is due within 30 days of the transaction date.
+45 Days This amount is seriously past due, your prompt attention
is appreciated.
+60 days This amount remains past due. Your payment is expected.
Your account may be suspended.
(Sample letters #1,#2, appear on the following pages)
Attach other letters HP has from transition guide here
Sample Letter #1
Date ___________________
Name __________________________________ Account # ____________
Company Name __________________________
Company Address_________________________
City, State, Zip ___________________________
Dear _____________________,
Thank you for choosing __________________________________for your
recent stay in -----City-----. Hotel Name
In today’s fact paced world, time goes by quickly. As of today your account in the
amount of $_____________ is 30 days past due. Perhaps there are questions
pertaining to your billing. Please contact me as soon as possible to resolve any
outstanding issues.
We hope that you will continue to use _________________________ for your
future accommodations. Hotel Name
Best Regards,
General Manager
000-000-0000
Sample Letter #2
Date _________________
Name _____________________________ Account #___________________
Company Name _____________________
Company Address____________________
City,State,Zip ________________________
Dear ____________________,
In our previous letter of (date) we stated that your account was past due. As of
today your account in the amount of $______ is over 60 days past due.
Again, if you have any questions pertaining to this past due balance, please
contact me. Your billing privileges may be in jeopardy. Please give this matter
your immediate attention. If payment has been remitted, please disregard this
notice.
Best Regards,
General Manager
000-000-0000
SECTION I AREA S.O.P. 8
ACCOUNTING I
NTERNAL AUDIT
Page 1 of 1
Internal Audit is an independent appraisal of activity within HPH which examines
and evaluates:
1. The adequacy and effectiveness of the system of internal control.
2. The adequacy of plans.
3. The quality of performance against plans, established objectives and goals.
PROCEDURES
1. The “Self Audit Survey” (Exhibit 8A) will aid the internal auditor in
evaluating the existing procedures at each location.
A. Scope of Audits;
a. Cash
b. Accounts receivables
c. Revenue & Expense
d. Accounts Payable
e. Payroll
f. Food & Beverage
a. purchasing d. issuing
b. receiving e. controls
c. storage
g. Other pertinent areas
h. Inventory & operating supplies
2. The principal responsibilities of the Auditor is to provide management with
an independent, fast and objective appraisal of the effectiveness of the
company’s financial accountability systems and operational performance
in accordance with their standard operating procedures.
3. The Audit will provide management with positive recommendations
designed to strengthen and improve performance results and cost
effectiveness of their operations.
4. Format of Audit Report
A. Observation
B. Strengths
C. Weaknesses
D. Recommendations for Improvement
5. A written response is required by the General Manager for all audit
reports within 30 days after the issuance of the report.
SECTION I AREA S.O.P. 9
ACCOUNTING
ADVANCE DEPOSIT POLICY (SALES)
Page 1 of 2
Advance deposits serve several purposes. They provides an indicator of the
intention of the prospective customer, allow for an edge against possible loss and
allow the Hotel recovery of costs should the account become non-collectable.
As a general rule, advance deposits of up to 90% of the estimated value of the
business should be obtained at least two (2) weeks before the function for the
following types of business:
SALES GROUPS
1. Sports teams in non-established leagues or sports
2. Social or family gatherings
3. Politically oriented groups
4. Tour groups are required to send the 1st night’s deposit upon confirmation
of business or 30 days prior to arrival, whichever occurs last and the
balance must be paid upon arrival.
PROCEDURES
When the booking of a group or function becomes definite and the contract is
completed, this should include the deposit requirement necessary to hold the
room and assure the facility that has been committed. Should deposit request
not be honored by the prospective customers, the possibility of not being
afforded the rooms required should be clearly conveyed. The details of the
cancellation penalties, if any, would also be explained.
This requirement is not meant as a deterrent to booking business, but as a
measure to safeguard the asset of the company. When presented properly and
firmly, requests for advance funds should bring affirmative responses.
NOTES:
1. Do not offer direct billing to the client, but do discuss forms of payment.
2. If a customer desires to be billed, a credit application must be presented
and filled in thoroughly and returned to the General Manager two (2) weeks
prior. The General Manager must verify a minimum of three (3) references.
3. Incomplete application or those credit applications not received within two
(2) weeks of arrival will not be processed.
4. Credit application for business of $5000.00 must be signed by an official of
the company requesting direct billing and a copy of the business credit card
must be submitted for guarantee purposes.
SECTION I AREA S.O.P. 9
ACCOUNTING
MEETING/CATERING DEPOSIT SALES
Page 2 of 2
MEETING ROOM
Any time a meeting room is reserved the client should be told that $100 deposit
is required to hold the room and the remainder of the amount is due upon arrival
to the hotel. Posting of the deposit should be done upon confirmation of the
room in the PMS system.
CATERING
Whenever catering is involved the $100 deposit is required to hold the function
room. Thirty (30) days prior to the function the client will be contacted and the
catering arrangements confirmed. At this time, 50% of the catering charge will
be collected. Final payment is to be collected when the guarantee is confirmed
(3 business days prior to the function). All deposit postings should be at each
interval. It is also imperative that the guest understands if there is a change in
the count (+ or-) will be handled on the day of the function.
Please make sure when collecting deposits for a meeting room and/or catering
function, cancellation policies are understood by the client in writing.
SECTION I AREA S.O.P. 10
ACCOUNTING
BAGGAGE SERVICE CHARGES
Page 1 of 1
Baggage service that is required by any groups will be paid to the designated
associate(s).
1. Baggage service is part of a group bill to be paid to the associate(s) for
service performed.
2. All baggage service charges must be paid through the Hotel payroll
system.
SECTION I AREA S.O.P. 11
ACCOUNTING
PRE OPENING EXPENSES
Page 1 of 1
DEFINITION: Pre-opening expenses are those expenditures which are
reasonable and necessary in connection with the opening of a specific new
project.
1. Expenses chargeable to “Pre-Opening Expenses” are those expenditures
incurred prior to an opening which would otherwise have been chargeable
to an operating expense had they not been in connection with a “new”
project.
2. Pre-opening expenses do not include expenditures for acquisition of
capital assets which are subject to depreciation.
3. Pre-opening expenses include, but are not limited to the following:
A. advertising and business promotions prior to opening
B. supplies and other operating expenses such as:
1. Menus
2. Guest checks
3. Logo items
4. Napkins
5. Initial supply inventory (kitchen,bar,cleaning,guest,etc)
6. Uniforms
7. Training
8. Licenses & taxes
9. Salaries and benefits of personnel
10. Opening Party & Sales Blitz
11. Travel
4. An asset account called “Pre-Opening Expenses” should be set-up for all
new projects or acquisitions. All pre-opening expenses should be moved
to this account via journal entry after opening.
5. Pre-Opening Expenses for new projects or acquisitions are to be
amortized on a straight line basis over five years.
SECTION I AREA S.O.P. 12
ACCOUNTING
CREDIT APPROVAL
Page 1 of 2
Some business practice dictates that we should thoroughly establish guest
identity and credit worthiness prior to approving any credit privileges. Approval
and investigation of company requests for direct billing of their accounts rests
with the General Manager or corporate office as appropriate.
The credit investigation and approval procedures presented in this S.O.P. are
intended as general guidelines.
PROCEDURES
1. Credit Investigation
A. Companies – except where the hotel has long standing, satisfactory
credit experience with a company or organization, a credit
investigation must be performed and documented. The use of a
Standard Credit Application (located under forms) is to be used for
this purpose. All items/references on the form must be verified (by
telephone or letter) prior to credit approval. Comments on any
difference between information given by the applicant and that
obtained by verification should be entered on the reverse side of
the application form. Any other pertinent information (slow pay,
problem accounts, etc) should also be noted on the form.
In addition to the company’s bank and business references, local credit bureaus,
business associations and the like may be available sources of credit
information.
NOTE: In addition to establishing the company’s credit worthiness, it is essential
that a principal of the company provide the hotel with a written authorization for
the individual(s) to incur charges on behalf of the company. Preferably, the
authorization should be on company letterhead stationary, signed by a principal.
Any limits on this authority (such as “room only”, etc) must be clearly stated in the
authorization letter.
B. Distressed Passengers/Tour Agents/Operators – Normally, the
extension of credit to tour operators, distressed passengers and
travel agents will involve the acceptance of :paper” (vouchers,
coupons, M.C.O.’s etc), which is redeemable in specified room
nights and/or services and is payable by the operator or selling
agent when billed.
When dealing with an agent/operator with whom the hotel has had no previous
business experience, banking and business references should be obtained and
verified as in the case of any other credit applicant.
SECTION I AREA S.O.P. 12
ACCOUNTING
CREDIT APPROVAL
Page 2 of 2
C. Individual – Under most circumstances, the extension of direct bill
credit privileges to individuals is not recommended. Where the
extension of credit is justified, however, banking and business
references should be obtained and verified in the same manner as
for a company.
2. Approval
The approval of direct billing credit privileges shall be made by the
General Manager. This approval authority may not be delegated.
3. Documentation
The Standard Credit Application properly completed and approved, and/or
other documentation supporting the credit investigation and approval shall
be maintained for a minimum of one year after the account has been paid
and has evidences no further activity.
NOTE: The guest/client’s credit application should be updated whenever an
account has been inactive for six (6) months, or more, or whenever additional or
more credit information is needed to increase limits, etc.
Additional Notes:
1. Do not offer direct billing, but do discuss forms of payment.
2. If a customer desires to be billed, a credit application must be presented,
filled in thoroughly and returned to the General Manager at least two (2)
weeks prior to arrival.
3. Incomplete application or those credit applications not received within two
(2) weeks of arrival will not be processed.
4. Credit application for business of $5,000.00 must be signed by an official
of the company requesting direct billing.
5. Minimum of three (3) references to be verified.
6. When possible a copy of the company credit card to guarantee the direct
billing.
SECTION I AREA S.O.P. 13
ACCOUNTING
PURCHASE ORDER SYSTEM
Page 1 of 2
PURPOSE:
1. To control expenditures at point of purchase.
2. To provide confirmation of items as to quantity, price, specification, size, etc.
3. To provide an audit trail for invoice/statement from supplies.
4. To provide a basis for accrual accounting. By doing so, the profit and loss
statement more accurately reflects the operating results for that period.
SCOPE:
Includes any and all goods/services purchased from outside suppliers, which
totals $25.00 or more, except travel expenses.
LEVEL OF AUTHORIZATION/APPROVAL
1. Up to $25.00 Department Head No Purchase Order Required
2. $25.00-$500.00 General Manager Department Head submits
P.O. to Manager for approval to purchase and is assigned P.O. number.
3. Over $500 Corporate Office GM submits P.O. to
Corporate Office for approval to purchase (includes normal operating supplies). Submit
on Friday.
SECTION I AREA S.O.P. 13
ACCOUNTING
PURCHASE ORDER
Page 2 of 2
HOW TO COMPLETE A PURCHASE ORDER:
Most purchases are made through the internet and therefore actual Purchase
Order Forms are no longer used. However, prior to placing an order a copy of
the order form should be prepared and items needing to be replenished marked
off.
1. On the order form fill in quantity ordered (each,dozen,case,etc)
2. Fill in the extended item price
3. Submit to the GM for approval and P.O. number
4. Over $500, GM to submit to Corporate office for approval
5. Once approved submit order and retain order form to verify upon delivery
VERIFYING DELIVERY:
All deliveries will be verified prior to the driver leaving the premise by using the
original order form against the packing slip. Note any back orders listed on
packing slip and refuse in additional items that have been shipped. It is most
important that the driver signs off on any refused item. In some case, the driver
may not be permitted to take back unordered items. If this is the situation, the
vendor representative will be contacted immediately to retrieve the item and sign
off on the removal of the item from the property.
The packing slip and original order form is then turned into the General Manager
to verify against the invoice/statement.
SECTION I AREA S.O.P. 14
ACCOUNTING
CHARGEBACKS
Page 1 of 1
There are two (2) types of Chargeback’s. The customer direct dispute and the
credit card chargeback.
Customer Direct Dispute – is when the customer calls the hotel direct to dispute
a charge. If a cardholder contacts you directly before contacting his/her bank
and has a charge dispute, it is up to the GM or AGM to research the dispute and
contact the customer with the support. If the dispute is valid and a credit needs
to be issued, confirm with the cardholder and follow-up with a call or e-mail
stating the amount credited and the date the credit was issued.
Credit Card Chargeback – a chargeback is a transaction that a card issuer
returns to a merchant bank as a financial liability and which in turn a merchant
bank may return to a merchant. In essence, it reverses a sale transaction.
Chargeback’s are not always a result of what a merchant did or did not do.
Errors are also made by merchant banks, card issuers and cardholders.
Any chargeback needs to be thoroughly investigated and disputed within 24 hours of
receipt.
NOTE: Whether the dispute is generated directly by the guest or through the
cardholders bank all instances should be handled and responded to within 24
hours. Part of our guaranteed payment with our processor is No Show Billings.
No Show billings need to be completed daily.
Thorough training of your associates will minimize a chargeback. Listed below
are items that can be done to eliminate chargeback’s:
1. Always swipe the credit card through the magnetic reader.
2. Manually imprint credit cards on the guest registration card.
3. Clean magnetic readers several times a year.
4. Keep food and beverage away from computers and readers.
5. Hold the credit card through the entire transaction process (allows time for
the associate to check features & security elements).
6. Always compare signature before returning card to the cardholder.
7. Never provide cash advances. Direct guest to a local bank.
8. Any card that is presented unsigned, verify through government issued
identification (state issued I.D., drivers license, passport).
9. Read, train and distribute updates to associates provided by your
processor.
SECTION I AREA S.O.P. 15
ACCOUNTING
CHECK REGISTER/LOG
Page 1 of 2
PURPOSE:
To provide a complete record of all incoming checks.
The Mail/Check Register should be maintained by the person opening the mail
each day. This register/log should contain the following information:
1. Amount of check.
2. Name of maker.
3. Folio or A/R account to which the check is applied.
4. Date check was received.
5. Signature of General Manager attesting to the register being checked to
insure all items have been properly posted.
6. Log book needs to be maintained with daily register along with copies of all checks
received.
PROCEDURE:
1. In order to maintain proper control, it is essential that the General Manager
opens all mail sent to the hotel, without exception.
2. All checks, money orders, etc, must be stamped “For Deposit Only”. All
checks received will be listed in the Mail/Check Register as follows;
a. City Ledger
b. Credit Card Ledger
c. Advance Payment
d. Commission Checks
e. Petty Cash
3. The following columns of the Mail/Check register should be completed
before posting to the account.
a. Check Number
b. Amount
c. Date
d. Name of maker
e. Account Name
4. The AGM or GM will post the payments and drop in the safe as a separate
deposit.
5. The completed check register needs to be maintained in a binder with copies of each
check.
SECTION I AREA S.O.P. 15
ACCOUNTING
CHECK REGISTER/LOG
Page 2 of 2
REQUIRED DISTRIBUTION OF MAIL/CHECK REGISTER:
1. Copy 1 – should be included as part of the front desk paperwork.
2. Copy 2 - should remain in a chronological permanent file at the hotel.
SECTION I AREA S.O.P. 16
ACCOUNTING
SALVAGE SALES – FIXED ASSETS
Page 1 of 1
PURPOSE:
To establish procedures to be followed in accounting for fixed asset salvage
sales.
1. This applies to the sale of used, obsolete and/or surplus fixed assets by
Inns.
2. Where feasible, competitive bids are to be obtained when disposing of
fixed assets.
3. The sale of fixed assets as mentioned above should be recorded on the
hotel’s books as follows:
a. Fully Depreciated Assets – Proceeds from the salvage sale of fully
depreciated fixed asserts should be booked as a credit to account
Salvage Sales Income in your “Other Income Department”.
b. Assets not fully depreciated – proceeds from the salvage sale of
fixed assets which are not fully depreciated should be record on the
books of your Inns as a credit to the fixed asset account charged
for the cost of the asset at the time of purchase. When computing
depreciation on “additions to the fixed assets account:, the
proceeds from the salvage sale should be deducted from the
amount of “addition” to arrive at a net amount to depreciate.
4. All salvage sales require a sign off from the HPH VP of Accounting.
SECTION I AREA S.O.P. 17
ACCOUNTING
A/P TRANSMITTALS
Page 1 of 1
1. Each time accounts payable invoices are prepared for processing to
accounting, a transmittal sheet should be prepared for all invoices ( in
accordance to the HPH Systems Accounting Checklist): (attached below – procedures,
Chart of Accounts and Expense Dictionary)
a. Accounts Payable
b. Debit Card Report
c. Petty Cash
d. Linen Inventory
e. ATM Report
f. Managers Check Register
g. F&B Inventory & Recap
h. Breakfast Inventory
2. Transmittal Numbers – all accounts payable sheets should be numbered
according to HPH Systems policy.
3. Transmittal Sheet – copies of each transmittal sheet should be maintained
at the property for General Ledger reconciliation. It is also necessary to
attach invoices to the transmittal sheet.
4. Invoice Coding – all invoices to be coded prior to placing on the transmittal
sheet to include vendor number and chart of accounts assignment. Place
accounts in numerical order on the transmittal sheet.
5. Transmittal Sheet – should be submitted to HPH on a weekly basis dependant upon
the day of week assigned to your property.
SECTION I AREA S.O.P. 18
ACCOUNTING
SYSTEM BACK UP
Page 1 of 1
PURPOSE:
To enable your hotel to have the most current data available in case of a
computer hardware or software failure.
All PMS systems are backed up during or after the night audit. It is mandatory that the
back up procedure is completed without fail each night.
General Managers will make weekly back ups of files on any additional
computers assigned to them.
NOTE: Consideration of off sight storage should be discussed with HPH VP Of
Accounting.
SECTION II AREA S.O.P. 1
ADMINISTRATION
GENERAL
Page 1 of 1
PERSONNEL – A separate Human Resource Policy & Procedure Manual (Employee
Handbook) must be issued to every associate at time of hire, with documented receipt
placed in employee file. Please refer to it for any questions/forms
pertaining to personnel.
BUDGET – An annual operating budget will be prepared by property
management and submitted to HPH Corporate Office prior to the beginning of
each fiscal year. Once approved, this budget is the financial guide for each
monthly accounting period for all aspects of the operation.
FORECAST – 30 day forecasts are to be prepared at the property and submitted
monthly to the Regional Director of Operations.
WEEKLY FORECAST – Weekly forecast should be distributed to all Department
Managers for preparation of their departmental scheduling and ordering.
HP Hotels EMERGENCY CONTACT NUMBERS
Corporate Officer’s Home Telephone Cell Phone
Joe Powers 205-879-7004 ext. 16 205-296-8564
Kerry V. Ranson 205-879-7704 ext.24 205-965-5504
Jeff Schneider 205-879-7004 ext. 10 205-356-8207
The above numbers are available to senior management in case of an
emergency.
Each hotel should have at the Front Desk and/or Switchboard an updated list of
all Department Managers home and cellular telephone numbers (located under
forms). This list should also be forwarded to the corporate office.
In addition, associate telephone numbers should be available in each
department.
SECTION II AREA S.O.P. 2
ADMINISTRATION
DONATIONS
Page 1 of 1
1. All charitable donations of less than $25.00 are left to the property
manager’s discretion.
2. Charities – All HP Hotels properties will participate in fund
raising efforts for different Charities
It is suggested that Department Heads/Associates “blood, sweat and tears” be
pledged to community charities in place of cash donations. This further involves
property management in local community affairs, thereby building awareness in
the business community.
SECTION II AREA S.O.P. 3
ADMINISTRATION
ASSOCIATE WORK SCHEDULES
Page 1 of 1
1. SCHEDULES - All Department heads must turn in Work Schedules no
later than Wednesday of each week for approval before being posted for
the associates. The General Manager must approve and sign off on each
schedule. Schedules must be displayed in each department in a
prominent and permanent location.
a. Schedules should be prepared based on weekly forecasts and
approved labor standard charts in accordance to sound business
practice.
b. Schedules must be posted by Thursday afternoon/evening
preceding the scheduled workweek.
c. Schedules should be prepared based on your workweek.
d. Any changes must be approved by the Department Head and
acknowledged by the General Manager.
e. Schedules are official records and must be maintained for three (3)
years. (see below for example schedules)
SECTION II AREA S.O.P. 4
ADMINISTRATION
NATIONAL CONTRACTS
Page 1 of 1
. NATIONAL CONTRACTS – The following companies provide us with
national contract pricing and service.
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
k.
l.
m.
n.
o.
p.
Royal Cup Coffee
S& D Coffee
ECOLAB
Guest Supply
American Hotel Register
Coca Cola
LP Shanks – (Gift Shop Vendor)
SYSCO
Home Depot
Office Depot
First Response
NetChex
Kone (Elevator Maintenance)
Burco (Rack Cards)
Sales Pro
Travel Click
**Preferred Vendor for all hotels.
Other contracts may be signed and you will be notified in writing of such.
All vendor information can be located on web-site.
SECTION II AREA S.O.P. 5
ADMINISTRATION
LEASE AGREEMENTS/CONTRACTS
Page 1 of 1
CONTRACTS & LEASE AGREEMENTS – Any and all commercial lease
agreements and contracts must be approved and signed off by an Officer of the
company. This would include any and all contractual agreements.
No authorization exists for legal or contractual obligations of any goods and/or
services without specific written approval.
SECTION II AREA S.O.P. 6
ADMINISTRATION
ASSOCIATE APPRECIATION
Page 1 of 1
1. ASSOCIATE of the QUARTER – Each hotel will have a designated
Associate of the Quarter unless hotel brand specifies a different program.
An Associate of the Quarter is nominated by his/her peers and receives
$50.00 restaurant gift card and a coupon for one (1) paid day off to be
used in the following quarter..
2. ASSOCIATE GIFTS/PARTIES – The HP Hotels Corporate Office must
approve any gifts and/or associate holiday parties.
3. ASSOCIATE LUNCHES – From time to time a hotel may sponsor an
Associate Lunch on the property for the following reasons: motivation,
improved or passing quality scores, communication of new standards or
procedures.
4. ASSOCIATE BIRTHDAY/ASSOCIATE ANNIVERSARY DATE – Everyone
likes to be acknowledged. Why not send a birthday card/anniversary card
to the associate’s home address signed off by the department managers.
5. HOSPITALIZED ASSOCIATE – Take the time to contact the associate
who is hospitalized to check on his/her welfare. Go the extra step and
send a card from the entire staff and/or a planter.
6. HP Hotels INCENTIVE – Make sure the incentives are
being paid out in a timely manner. Associate must be currently employed
at payout.
7. ASSOCIATE REFERRAL PROGRAM – Although friends and
acquaintances referred for employment may not be some of our best
choices make sure the ones that actually fit the job are offered and those
who do not qualify the associate is still acknowledged for the referral.
8. LONGEVITY REWARD – Bonus paid for years with the company. Timely
distribution is required. Associate must be currently employed at payout.
SECTION II AREA S.O.P. 7
ADMINISTRATION
FORECAST
Page 1 of 1
1. Weekly Forecast – A weekly forecast of room occupancy and sales must
be prepared and distributed to all department heads for associate
scheduling and supply ordering no later than Wednesday of each week.
2. Quarterly Revenue Forecast – Quarterly revenue and Expense Forecast
updates would be prepared and submitted as requested.
3. 30/60/90 Day Forecast – Occupancy and Average rate forecast
projections for 30/60/90 days in advance required to be submitted each
month.
SECTION II AREA S.O.P. 8
ADMINISTRATION
PAYROLL PROCEDURES
Page 1 of 1
1. Time Sheets – All salaried associates may be required to fill out weekly
time sheets and submit to the General Manager each week.
2. Paycheck Distribution – Paychecks may be distributed after 2:00PM on
the Friday following the close of the pay period.
3. Advances – Payroll advances are not permitted.
4. Associates must pick up their own paychecks. Should an associate be
incapable of picking up his/her paycheck, a letter of release signed by the
associate is required.
SECTION II AREA S.O.P. 9
ADMINISTRATION
UNIFORMS/NAME TAGS
Page 1 of 1
1. Name Tags – All associates must wear an appropriate name tag while on
duty that includes first name and any brand specific requirements.
Department Heads, Supervisor, AGM and GM name tags should include
first and last name and any brand specific requirements.
2. Uniforms – All associates must wear the approved brand uniform while on
duty according to brand standards. If there is not a brand standard in
place regarding uniforms the following will apply:
A. Housekeeping Associate – hotel issued shirt or blouse, dark slacks
(Dockers, Walmart, J.C. Penney), dark colored closed toe shoe and
name tag.
B. Maintenance Associate – hotel issued shirt, navy blue slacks, dark
closed toe shoe and name tag.
C. Front Desk Associate - hotel issued collared long sleeve shirt or
blouse, Khaki slacks (Dockers, Walmart, J.C. Penney), comfortable
closed toe shoes.
NOTE: Grooming standards and guidelines must be followed. Blue Jeans,
excessive make-up and jewelry are not acceptable.
SECTION II AREA S.O.P. 10
ADMINISTRATION
PRE-EMPLOYMENT PROCEDURE
Page 1 of 1
All candidates for any position will require an interview by the next level of
supervision.
Example:
The Housekeeping Supervisor and the AGM as the next level of supervision
would interview all Room Attendants
The AGM and GM as the next level of supervision would interview all Front Desk,
Auditors and Maintenance.
The F&B Manager and GM as the next level of supervision would interview all
F&B positions.
All prospective associates will be required to pass pre-employment screening as
a condition of employment.
- Credit Check – cash handling positions
- Background Check – managerial and cash handling positions
- Reference Check – all team members
SECTION II AREA S.O.P. 11
ADMINISTRATION
LOSS INCIDENT REPORT
Page 1 of 1
Each hotel has been given an insurance manual. All incidents that could be a
loss for the hotel, associate or guest should be documented on a loss incident
report.
All information on an incident report should be of factual nature and referencing
police reports, pictures, witnesses and witness statements, date and times, etc..
The individual completing the incident report should make no claims with regard
to liability of the Hotel nor should any opinions be expressed.
A copy of the incident report is forwarded to the corporate office, maintained in
the property general files and the original forwarded to our insurance carrier.
Though it is always preferable to forward the Loss Incident report to the
appropriate level/office requested, there will be certain loss incident reports you
may wish to note is being sent for “informational purpose only”.
All reports are available in the insurance manual. Please utilize these documents.
HP Hotels, Inc.
Incident Report
Hotel Name_____________________
Time of Incident: ______________________
Reported By: _________________________
Type of Incident
__
Trip and Fall
__
Bomb Threat
__
Death
__
Fire
__
Hurricane
__
Phone System Failure
__
Robbery
__
Tornado
Date of Incident:________________
__
__
__
__
__
__
__
__
911 Call from Hotel
Carbon Monoxide Event/Gas Leak
Drowning
Food Poisoning
Illness/Injury
Power Failure
Suicide
Other
Description of Incident _________________________________________________________
______________________________________________________________________
______________________________________________________________________
If bodily Injury: (What medical aid was given by whom?), or If property damage, give value and
how damaged.
_____________________________________________________________________
_____________________________________________________________________
Action Taken:_________________________________________________________
_____________________________________________________________________
Manager on Duty _____________________________________________________________
Employees Involved/Witnesses / Name of Guest with address and phone number.
______________________________________________________________________
HP HOTELS Notified? _____ Were Police Summoned? ______ Fire Department Summoned?
______
Fire Medics Summoned? ______ Emergency Procedure Checklist Attached? ______
File in Incident Report File and Copy to HP HOTELS (205-879-2680) and Hotel Ins. Company.
Attach Copy of Police Report
SECTION II AREA S.O.P. 12
ADMINISTRATION
COMP ROOM POLICY
Page 1of 1
From time to time complimentary room accommodations may be approved by the
General Manager for the following reasons:
a. Business Promotions
b. Travel Agent Fam Trip
c. Convention Group Fam Tour
d. Visiting GM within HP Hotels Group
e. Visiting corporate member within HP Hotels Group
f. Past Guest Issue (goodwill gesture)
All complimentary rooms will be put in as “Occupied” status and must be registered in the
Property management system.
THESE REQUIREMENTS STILL APPLY IN DETERMINING ELEGIBLE
STATUS.
It makes good business sense to avoid granting complimentary room
accommodations when the Hotel is expected to run at or near capacity.
While no policy currently outlines quotas on the number of complimentary room
accommodations allowed per month, a good rule of thumb is no more than 1% of
the available rooms per month. Numbers higher than 1% will attract attention.
A monthly recap of complimentary rooms to be forwarded to HP Hotels Corporate
Office.
SECTION II AREA S.O.P. 13
ADMINISTRATION
GIFTS/CONFLICTS
Page 1 of 1
It is a policy of HP Hotels Group LLC to discourage the offering of gifts, excess discounts,
gratuities,complimentary trips, meals, etc., from any purveyor or company engaged in
conducting business with the Hotel.
Complimentary consumable food and beverage items (liquor, hams, turkey, gift
basket, etc.) and/or gifts offered during the Holiday Season should be utilized as
door prizes during the annual associates Holiday party. It is the General
Manager’s responsibility to discourage the use of vendors related or known to a
particular staff member that might present a conflict of interest or the perception
of it.
Violation of this policy could result in termination.
SECTION II AREA S.O.P. 14
ADMINISTRATION
GUEST COMMENT/SURVEY
Page 1 of 1
Guest Comment Card/Guest Survey - It is the policy of all properties to remain
close to the customer and recognize his/her needs and expectations as being the
key to our financial success. In that regard, each guest room will have a Guest
Comment Card (in accordance to brand standard).
All guest comment cards or surveys requiring or indicating a response will be
handled immediately and appropriate action taken by the General Manager
and/or Assistant General Manager to research and respond. In the case where a
refund or financial compensation is expected/deemed appropriate, that
reimbursement will be provided to the guest as rapidly as possible.
Any comments or complaints generated through the brand Guest Assistance
program will be researched and responded to within brand guidelines.
Any scores below the system average are unacceptable. All scores, goals and
results need to be communicated to all associates on a monthly basis at a
minimum.
SECTION II AREA S.O.P. 15
ADMINISTRATION
HAZ COM POLICY
Page 1 of 1
All HP Hotels properties will participate and abide by the Hazard Communication
Policy (Haz Com Policy) set forth (under forms section).
The Hazard Communication Policy is based on a simple concept that associates
have both a need and right to know the hazards and identities of the chemicals
they are exposed to when working. They also need to know what protective
measures are available to prevent adverse effects from occurring.
Knowledge acquired under the Haz Com Policy will help employers provide safe
working environments for the associates. When associates have information
about chemicals being used and steps can be taken to reduce exposure and
establish proper work practices. These efforts will help prevent the occurrence of
work related illness and injury.
Compliance with this is not a “one-shot” deal. In order to have a successful
program, you must take responsibility for both the initial and ongoing activities
that have to be undertaken to comply with the rule. Therefore, all hotels will
follow the Hazard Communication program to include reinforcement and
retraining on a regular basis or more frequently if necessary.
SECTION II AREA S.O.P. 16
ADMINISTRATION
INSPECTION REPORTS
Page 1 of 1
It is the General Manager’s responsibility to notify HP Hotels office and the hotels Director
of Operations by telephone following any and all inspections by:
* Franchise representative
* City or State Fire Department Officials
* Health Department Representative
* Insurance Company Representative
* U.S. Department of Labor
* Any and all State or Local Government Regulatory Inspections
*Lending institutions
*Hotel Investor
A copy of the inspection must be forwarded to the HPH Corporate Office.
SECTION II AREA S.O.P. 17
ADMINISTRATION
MASTER KEYS
Page 1 of 1
All hotels have on property information manuals regarding your particular lock
system. All information regarding, re-keying, duplicates, safety concerns, etc.,
can be found in this manual.
It is the responsibility of the General Manager to provide training to the AGM, Maintenance
Supervisor and/or key personnel on how to reprogram and read the lock.
All staff keycards, when made, have a tracking number assigned to the specific
card. All card numbers need to be recorded whenever made.
This section pertains to Master Keys, Sub-Masters, Floor Keys, Utility Keys,
Section Keys and hard coded keys on property.
One (1) master key is issued to the General Manager and Assistant General
Manager. The General Manager and Assistant Manager are the only one’s
permitted to carry the Master off property including to their residence.
One (1) MOD key ring should be issued to the Manager on Duty and must be signed in
and out.
All staff issued key cards must be signed out and in daily. These cards are to be
kept in a locked box or drawer behind the front desk (office area). Staff issued
keycards are not permitted to be taken off the premise.
Some hotels utilize hard keys for particular areas (store rooms, utility rooms,
electrical panel rooms, etc.) and are normally issued to the maintenance person.
These keys are required to be signed out and in daily.
At anytime a staff card is lost or misplaced or an associate whose employment
has been terminated and the key card has not been surrendered a new card
must be issued (not duplicated) due to safety and security concerns.
SECTION II AREA S.O.P. 18
ADMINISTRATION
MEETINGS
Page 1 of 2
The following is a list of required meetings to be held.
Departmental Meeting – To be conducted by Department Head/Supervisor and
are required on a monthly basis to include an agenda and meeting minutes.
Items to be discussed: safety/security concerns or issues, changes in procedures
(brand, operational), business levels, associate training and any outstanding
items of the particular department. All meeting minutes must be archived in a binder.
Staff Meetings – To be conducted by the General Manager, held weekly and
attended by Department Heads/Supervisor. An agenda of topics and meeting
minutes are required. Items to be discussed: safety/security issues or concerns,
changes in procedures (brand, operational), upcoming events, forecast,
scheduling concerns, training, personnel issues, meetings and or catering
functions. All Department Heads/Supervisors are encouraged to contribute items
for the agenda and actively participate.
Revenue Management Meetings – To be conducted by the General Manager,
held weekly and attended by Sales & AGM. Meeting minutes and action plans
required. Items of concern would be upcoming forecast and rate strategies for
up to 30 days out. Discussion of events in the area, impending functions/room
blocks, group pick-ups and release dates, peaks and valleys available for Sales,
adding or removing minimum restriction, etc.
Safety Meeting – To be conducted by the designated “Safety Champion” and held
monthly, attended by a representative from each department.. An agenda and meeting
minutes required. Topics of concern would reflect safety/security issues that may cause a
loss to the hotel, associate and/or guest. Walk through of the entire hotel to
include individual departments, storerooms, utility, electrical rooms, pool, parking
lot, meeting facility, etc. Each meeting should include follow-up for any items
requiring action or patterns that are emerging. All safety meetings will also
include information on the monthly fire drill report.
Fire Drills – Although it is not considered an actual meeting, fire drills are to be
conducted monthly, involves the entire staff, is done on different shifts and
should be at least one “live” fire drill every six (6) months (suggested when the
life safety system is scheduled and guests notified in advance of the drill).
Minutes for the Safety Meeting and the monthly fire drills are required to be faxed
in to the corporate office by the 30th of each month.
SECTION II AREA SOP 18
ADMINISTRATION
MEETINGS
Page 2 of 2
Franchisor Meeting/Training – Any brand required meeting to be conducted by the
General Manager or Assistant General Manager i.e. People Notice, Lighthouse, Ultimate
Service. etc.
SECTION II AREA S.O.P. 19
ADMINISTRATION
MEMBERSHIPS
Page 1 of 1
Each hotel is required to be a member in good standing with your local Chamber of
Commerce. Each General Manager is required to be an active participating member in a
local civic organization. We highly recommend taking a leadership role in chosen
organization.
Any additional memberships require the approval of the corporate office.
When possible try to utilize your local Chamber for networking, and business
needs. Support you local Chamber by attending and/or sponsoring events to
benefit your local community.
SECTION II AREA S.O.P. 20
ADMINISTRATION
MOD PROGRAM
Page 1 of 1
Each hotel will have in place a Manager On Duty Program in accordance to the
times required by your brand, normally 7am-11pm, seven (7) days a week and
available by phone within 15 minutes at all other times. The Night Auditor must be trained
on all MOD procedures as this position will assume all duties from 11pm to 7am.
There are two (2) MOD programs set up as smaller hotels may designate non salaried
associates such as Supervisors and/or Auditors to fulfill this requirement.
M.O.D. Position Requirements
1. Must be a salaried manager
2. Must be of legal age (as established by state liquor consumption laws).
3. Demonstrates good technique in handling guest inquiries and complaints.
4. Capable of administering and abiding by house rules and policies,
company regional and district operational rules and policies.
5. Knowledge of hotel and system brand standards.
6. Knowledge of pertinent “brand” marketing programs.
7. Capable in delegating responsibility to shift leaders or assistants.
8. Must be familiar with the functioning of each department.
9. Capable of administering the responsibility of M.O.D. while maintaining
their responsibility as a manager of a specific area.
As a salaried Manager on Duty, 30% of your time should be spent on the M.O.D.
functions and the remaining 70% for you regular work duties and assignments.
Non-Salaried Position Requirements
1. Must be currently employed in that department if possible.
2. Must be recognized to perform in the job skills required for the position.
3. Capable of working well with others and training of new associates in the
area.
4. Demonstrate interest and potential in supervisory position.
5. Demonstrate good techniques of handling guest inquiries and complaints.
6. Demonstrates willingness to adhere to house and policy rules.
7. Knowledge of applicable system standards, district policies and marketing
programs.
8. Demonstrate support of in-house promotions and interdepartmental
cooperation.
As a non-salaried Manager on Duty, the majority of their time will be spent
completing duties of their regular job and minimal time on M.O.D. requirements.
SECTION II AREA S.O.P. 21
ADMINISTRATION
ORGANIZATION CHART
Page 1 of 1
A current Organization Chart listing each Department Manager by name must be
posted on the main associate bulletin board at the hotel and updated when a
change occurs.
A copy of the most current organizational chart must be on file in the HP Hotels
Corporate Office. The General Manager is responsible for implementation of this
policy.
SECTION II AREA S.O.P. 22
ADMINISTRATION
PERFORMANCE APPRAISAL
Page 1 of 1
The performance of each associate will be evaluated according to the following
schedule:
a. Department Managers/Supervisory/Associate Evaluation/Increases – All evaluations
will occur on the anniversary hire date, monetary increases are only based upon
successful performance and not based on length of service.
SECTION II AREA S.O.P. 23
ADMINISTRATION
P&L STATEMENT
Page 1 of 1
A monthly computerized Profit & Loss Statement is forwarded to the property
within 15 working days following the close of the previous accounting period. This
computerized statement is in two (3) sections:
1. The Income Statement recaps revenues, payroll and variable expenses by
department and cost center.
2. General ledger itemizes and details revenues, payroll and expenditure by
transaction.
3. The Balance Sheet – accounting needs definition
It is the General Manager’s responsibility to reconcile the Income Statement to
the General Ledger and compare with the budget to determine and notify HP Hotels
of any accounting errors, miscoding of invoices, etc within 48 hours of receipt..
A HP Hotels Corporate PNL Reasoning Report Recap Sheet/Analysis is required to be
completed 3 days after final PNL is produced..
SECTION II AREA S.O.P. 24
ADMINISTRATION
PASSWORDS/COMBINATIONS
Page 1 of 1
The General Manager is responsible for keeping and updating a master list of
any computer user names, passwords and telephone voicemail passwords.
This information will be kept confidential and will not be shared with other
associates. (These passwords should be kept on the HP Transition sheet under the
Password TAB and updated accordingly)
The “safe” combination for each hotel location will be written down and forwarded
to the corporate office to be kept in the event of an emergency.
The “safe” combination will be shared with the AGM or similar position.
The safe combination will be changed following the departure of any individual with
access to the combination. At any time, a change is made to the combination the
updated combination will be forwarded to the corporate office.
Corporate Office Procedure: Safe & Password List
1. GM writes the safe combination and password list down and seals it in a
plain envelope. This envelope is placed in another envelope and is mailed
to HP Hotels Corporate Office.
2. Upon receipt of the envelope at the corporate office, the office manager will
place the envelope with the hotels secured file, opening only in an
emergency.
SECTION II AREA S.O.P. 25
ADMINISTRATION
VENDOR VERIFICATION
Page 1 of 1
Whenever a vendor (soft drink, snack, pest control, deliveries, etc.) will be
presenting themselves in an associate or guest area, it is important that a
member of management or an associate in a supervisory position escort the
vendor around the building until the assignment is complete.
At no time, is a vendor permitted to be in associate or guest areas without an
escort.
SECTION II AREA S.O.P. 26
ADMINISTRATION
ILLEGAL ACTIVITY
Page 1 of 3
Methamphetamines & the Hospitality Industry
* Many people call methamphetamine the World’s Most Dangerous Drug”.
Owners of hotels and motels know the dangers of Meth all too well.
* It not only has long lasting, devastating effects on people who use meth, it can
also be devastating to others and create hazardous, toxic wastes on private
property.
* Methamphetamine, also known as “meth”, “speed”, “crystal”, “crank” or “ice” is
a powerful and highly addictive stimulant that affects the central nervous system.
* Meth is a synthetic drug produced or sold as pills, capsules, or powder that can
be smoked, snorted, injected or swallowed.
* Meth is accessible in many different forms and varies in color from white to
brown.
* Most meth comes in a powder form resembling granulated crystals or in the
rock form known as “ice”.
* Meth making operations have been uncovered in all 50 states. 100,000 meth
labs have been seized since 1998 and it’s estimated that only 1 in 10 is ever
discovered.
* Those statistics are shocking. No one is immune.
* Meth labs have been found in suburban rural neighborhoods, state parks,
hotels, motels and in automobiles traveling on highways.
* By making small changes you can avoid big problems. At registration, be
aware of individuals who…
1. Pay with cash.
2. Are local residents.
3. Have no photo identification.
4. Appear to be using drugs.
5. Don’t want maid service.
6. Request rooms next to stairwells & exits.
7. Run the a/c 24/7.
8. Loiter outside of a guest room (posing as lookouts).
9. Odd hours of check-in and check-out.
What You Can Do:
* Security and associate training.
* Require visitors to use main entrance.
* Cancel lost keys immediately.
* Perform daily room checks.
* Walk hallways and building perimeter.
* Talk with nearby properties and law enforcement about suspicious individuals.
* Know signs of drug related behavior.
SECTION II AREA S.O.P. 26
ADMINISTRATION
ILLEGAL ACTIVITY
Page 2 of 3
* Be aware of chemical odors
* Be aware of guests taking unusual items into their rooms, such as glass
containers, cans and hotplates or burners.
* Encourage all staff to be aware of what is in and around garbage bins and
dumpster. Report suspicious items to the police.
Signs of Use:
*Scabs and soars on face and arms
*Rotting teeth
*Poor grooming
*Extreme thinness
Personality:
*Anxious, Nervous
*Incessant Talking
*Moodiness, Irritability
*Repetitive Behavior (picking at skin, pulling out hair)
*Aggressive, Violent
If you discover or suspect a drug lab:
* Do not touch anything.
* Leave the area immediately.
* Call local law enforcement.
* Contact the fired department or local Haz Mat Team.
* If a lab is confirmed have clean up done by trained professionals.
Here are some things to look for in identifying a meth lab:
* Unusual strong odors (like cat urine, ether, ammonia, acetone, or other
chemicals).
* Rooms with windows blacked out.
* Guest who pay with cash. Most drug dealers trade exclusively in cash.
* Lots of traffic – people coming and going at unusual times. There may be little
traffic during the day, but at night the activity increases dramatically.
* Excessive trash including large amounts of items such as: antifreeze
containers, lantern fuel cans, red chemically stained coffee filters, drain cleaner
and duct tape.
* Unusual amounts of clear glass containers being brought into the room.
SECTION II AREA S.O.P. 26
ADMINISTRATION
ILLEGAL ACTIVITY
Page 3 of 3
* Persons exiting the structure to smoke.
* Resistance to entry for cleaning service.
Long Term Effects:
Meth can cause long term health effects including cancer, brain damage, birth
defects and miscarriages. It can also cause health problems not just for users
but for anyone exposed to the chemicals.
Labs are frequently abandoned and the potentially explosive and very toxic
chemicals are left behind. Sometimes chemicals are dumped along the
roadsides or in wooded areas. Don’t take it upon yourself to inspect a possible
meth lab. Call the Police as this can be a very dangerous situation in more ways
than one.
Summary:
Remember, your guest’s safety is your responsibility and you need to be aware
of conditions that may jeopardize their health, your health and the health of
everyone on the property.
It’s vital that you and your asso
ciates remain constantly aware of suspicious
activity on your property and report them to Supervisors immediately so proper
action can be taken.
SECTION II AREA S.O.P. 27
ADMINISTRATION
EMERGENCY PROCEDURES
Page 1of 1
All hotels are required to have an emergency situation manual that covers the
following:
1. Structural Collapse
2. Bomb Threat
3. Suicide
4. Robbery
5. Severe Weather
6. Hurricane (guest release under forms)
7. Fire
In addition to having the above manual, all associates are required to be trained
in these possible situations. Manuals need to be reviewed yearly and associates
trained /retrained each year and a record kept of the training.
There should be a manuals in Red Binders located at the front desk.
SECTION II AREA S.O.P. 28
AMINISTRATION
GENERAL MANAGER CHECKLIST
Page 1 of 1
The following checklist has been created to assist you in some of your duties:
DAILY
- Prepare and/or review Income Journal
- Submit to M3 (Innquire) by 9am daily
- Review GM Audit Reports
- Verify credit cards for outlets and hotel have processed
- Review Pending report from M3-ensure all invoices have been received at Corp office.
- Review/approve all adjustments/allowances and paid outs
- Review Future Rooms Sold, rate variance report and update forecast
- Review off market rooms
- Conduct property walk, inspect 5 rooms a day – greet and motivate staff
- Bank Cash Deposits – to made daily (no exception and faxed to property DO.
- Review departmental payroll (punch edits) to ensure adherence to staffing guidelines.
- Review emails and respond as necessary to WebGuru/Guest Assistance
within brand guidelines
WEEKLY
- Conduct Staff meeting with Key Managers, to include group resumes and BEO’s
- Conduct yield/revenue meeting: Holidex, Opera,HIRO,Lodgestat, OnQ,OnQ
Rev Mgt and any other property specific reports
- Review weekly payroll reports – Compare to DLR (daily labor report) In Forms
- Review Easy View Report/Salt
- Review A/R/ ledger and aging – Contact clients as needed
- Complete Room Inspections
- Review & approve purchase orders
- Review F&B inventories on the 15th and EOM with F&B Manager
- Review STAR Report
- Review weekly Sales reports
MONTHLY
- Attend monthly departmental meetings – review & approve agenda
- Complete all brand required reporting.
- Compete all month end reports and email their corporate controller by 5 th day of new
month.
- Review P&L – note variances to budget, correct any miscoding
- Review training requirements – review all certifications being met
- Review STAR Report
- Conduct Quality Evaluation walk through – note action items
- Review monthly Guest View/Salt scores – create action plans with staff
- Review brand and Life/Safety requirements
- Conduct Safety Meeting – submit to RDO and Corporate Office Manager
- Conduct Monthly Fire Drill – Submit minutes to RDO and Corporate Office Manager
SECTION II AREA S.O.P. 29
ADMINISTRATION
OUT OF SERVICE ROOMS
Page 1 of 1
The purpose of this section is to limit the number of “out of service” rooms.
Before placing rooms in out of service status it is crucial that the reason be
investigated before approving the status. This will control the number of
unnecessary reasons and allow you to follow up on the progress or room(s)
being placed in this status.
It is highly suggested that a member of management (Housekeeping
Supervisor/AGM/GM) check all rooms listed as out of service to confirm status
and to confirm the room(s) is not being used on a daily basis.
During peak season, you should avoid over night or multiple night(s) in the out of order
status.
Out of service rooms should be placed to “in service” status within reasonable
time (same day) when possible.
If it is necessary to have a room out of service for single or multiple nights,
approval is required by the AGM/GM. This information should be reported to the
Corporate Office and entered in the front desk log book.
SECTION II AREA S.O.P. 30
ADMINISTRATION
ENVIRONMENTAL COMMITMENT
Page 1 of 1
All hotels will participate in a state approved environmental program aimed at
protecting and conserving our natural resources.
Most environmental programs created for the lodging industry consist of recycling
projects, reducing and re-using.
For more information on protecting our Natural Resources and becoming an EcoFriendly hotel contact HPH Corporate Office.
SECTION II AREA S.O.P. 31
ADMINISTRATION
TRAVEL ALLOWANCES
Page 1 of 1
1. When traveling to required brand conventions, meetings, training classes, the
following allowances are standards to be followed for meal allowances, if and only if
meals are not provided during events:
Breakfast: Whenever possible lodging should be at breakfast included properties.
When not available, limit is $10 per day.
Lunch: $15
Dinner: $20
2. When traveling to required brand conventions, meeting, training classes, etc. the
following procedure are to be followed for sleeping rooms:


If an HP Hotel managed property is located in the area, property GM must be
contacted to see if employee rate is available
If employee rate cannot be granted. GM must turn HP Check Request form
with detail hotel rate amount into the HP Accounting department and RDO
for check release. This must be done at least 14 days in advance of meeting.
SECTION II AREA S.O.P. 31
ADMINISTRATION
MILEAGE REIMBURSEMENT
Page 1 of 1
Use HP Hotels Mileage Reimbursement form found under “Forms Tab”
Mileage will be reimbursed at the current governmental per-diem with a maximum cap at
.50cents per gallon.
SECTION III AREA S.O.P. 1
F&B
SPECIAL PROMOTIONS
Page 1 of 1
Each hotel will follow a special promotion calendar as developed with VP and Senior
Director of Sales & Marketing Director consisting of a minimum of one theme promotion
per month (which includes Open Houses) and should be specified in the annual Sales and
Marketing Plan.
Cost/Benefit Recap vs. original forecast of monthly promotion is due to HP Hotels with
month-end Food & Beverage Inventory Recap. (Pertains to full service hotels)
SECTION III AREA S.O.P. 2
F&B
MENUS
Page 1 of 1
All menu items and menu price changes must be approved in writing by the
General Manager of the hotel and should include:
1. Item cost-of-sales
2. Specifications
3. Cover History
4. Theoretical sales potential cost
5. Menu abstract history
6. Menu spec cards
7. Presentation pictures.
SECTION III AREA S.O.P. 3
F&B
RESTAURANT OPERATIONS
Page 1 of 1
Table Tents – Table tents promoting lounge, restaurant and special promotions
must be on all restaurant and lounge tables and in each guest room per brand
specifications.
Comment Cards – A guest comment Card will be provided on each restaurant
Table per brand specifications..
SECTION III AREA S.O.P. 4
F&B
LOUNGE ENTERTAINMENT
Page 1 of 1
1. All entertainment contracts may be approved and signed by the property
General Manager in accordance with monthly entertainment budget and must have RDO
approval.
2. All entertainment contracts will include specific playing time and break
time.
3. A Federal Identification number or Social Security number is needed on all
entertainment contracts for I.R.S. reporting.
5. Hotel contract should specify any ASCAP, BMI and/or SESAC Costs are
not the responsibility of the hotel.
SECTION III AREA S.O.P. 5
F&B
INVENTORIES
Page 1 of 1
1. Liquor – An inventory of liquor shall be prepared at mid-month, as well as
at the end of each month. (can be found on HP website)
2. Food – An inventory of food shall be prepared at mid-month as well as at
the end of each. (can be found on HP website)
3. China, Linen, Glass and Silver – An inventory of china, restaurant linen,
glass and silver shall be prepared on a quarterly basis, reconciled to
established par stock to determine needed replacements.
4. Month End Food & Beverage - All mid-month and month-end food and
beverage inventories shall be taken and submitted on the monthly Food &
Beverage Inventory Control Form.
5. Inventory Levels – Food inventories should be kept in the range of fifteen
percent (15%) to eighteen percent (18%) of total food revenues.
Beverage inventories should be kept in the range of eighteen percent
(18%) to twenty percent (20%) of total beverage revenues.
6. Miscellaneous –
a. All inventories must be reviewed and approved by the General Manager
b. Inventories should involve personnel from outside the F&B Department to establish a
separation of duty. (2 people required to do inventory – 1 calling, 1 writing)
c. All prices should be updated prior to conducting inventory.
d. Bulk dollar values for “Food in Process” are not acceptable.
SECTION III AREA S.O.P. 6
F&B
BEVERAGE POLICY STATEMENT
Page 1 of 1
1. All food and beverage associates will review and complete the HP Hotels
Beverage Policy Statement prior to reporting for duty.
2. All food and beverage associates will receive a copy of the AH&MA
Beverage Policy Manual prior to reporting for duty.
3. All food and beverage associates will view the video tape “Serving Alcohol
With Care” prior to reporting for duty and each quarter thereafter. Written
documentation of this re-training and re-emphasis of HP Hotels policy
statement will be placed in associates personnel file.
4. All the above procedures should be reinforced and reviewed quarterly as a
minimum requirement.
5. It is property management’s responsibility to strictly adhere to all State and
Local laws and beverage control regulations.
6. All food and beverage associates will comply with TEFRA regulations
regarding the reporting of tips.
SECTION III AREA S.O.P. 7
F&B
BANQUET OPERATIONS
Page 1 of 1
Banquet Service Charge – The standard service charge in the Banquet
Department shall be twenty percent (20%) of all Food and Beverage service and
can be adjusted with approval during the budget process.
SECTION III AREA S.O.P. 8
F&B
BEVERAGE PRICES/HAPPY HOUR
Page 1 of 1
1. Changes in beverage pricing must be approved by the General Manager
and should include the following categories:
2. It is suggested that all Happy Hours/Hungry Hours include a variety of
available food, complimentary, or at a price to cover cost of providing this
Happy Hour food. Discountinuing of a drink price is discouraged.
SECTION III AREA S.O.P. 10
F&B
SECURITY F&B AREAS
Page 1 of 1
It is the General Manager’s responsibility to make certain that the Food &
Beverage Department Manager has in-place at all times adequate security and
internal control procedures as identified in the Accounting Procedures or SelfAudit Checklist so as to provide for the security of assets.
SECTION III AREA S.O.P. 11
F&B
FOOD STORAGE
Page 1 of 2
Food storage and handling apply to select service hotels as well.
In an effort to maintain the highest quality food product possible, food storage
areas will be maintained according to the following:
1. Walk-In/Reach-In Refrigerators
A. All food covered or sealed.
B. Shelves neatly arranged and labeled.
C. All thawed raw food dated and arranged in one central area.
D. All cooked food stored in a central area.
E. Sheet pans, clear plastic storage bins, etc. utilized to store food
items removing them from their delivery containers.
F. Food should be rotated on a first-in/first-out basis to avoid spoilage.
G. Cooked food items should be dated so as to easily determine their
present quality.
2. Dry Goods Storeroom
A. All goods should be labeled with the price per item as/when
received.
B. Stock should be rotated on a first-in/first-out basis.
C. All dry goods should be on shelves and not on flooring.
D. Rolling racks should be utilized whenever possible to aid the
rotation cycle.
E. All open food items should be transferred to an appropriate
container, sealed and stored as necessary.
F. Bulk quantities of flour, meals, sugar, etc. should be placed in
sealable containers and labeled.
SECTION III AREA S.O.P. 11
F&B
FOOD STORAGE
Page 2 of 2
3. Freezers
A. All items should be date labeled to aid in determining product
quality.
B. Packaging (i.e.Cryovac) should not be removed until food item
enters into the preparation cycle.
C. Prepared food items should not re-enter the freezer unless properly
wrapped and a purpose for their use in the near future is
determined.
SECTION III AREA S.O.P. 12
F&B
ADVANCE DEPOSIT POLICY
Page 1 of 1
When the booking of a group becomes tentative or definite and the contract is
completed, this should include the deposit requirement necessary to hold the
space and assure the facility that has been committed.
Should deposit request not be honored by the perspective customer, the possibility of not
being afforded the space required should be clearly conveyed. The details of the
cancellation penalties, if any, would also be explained.
This requirement is not meant as a deterrent to booking business, but as a
measure to safeguard the assets of the company. When presented properly and
firmly, requests for advance funds should bring affirmative responses.
NOTES:
1.) Do not offer direct billing to the client, but do discuss forms
of payment.
2.) If a customer desires to be billed, a credit application must
be presented to him.
3.) All credit applications must be filled out thoroughly and
returned to the hotel General Manager at least two weeks
prior to arrival.
4.) Incomplete application or those credit applications not
received within two weeks of arrival will not be processed.
5.) Credit applications must be signed by an official of the company requesting direct
billing.
SECTION III AREA S.O.P. 13
F&B
PAYMENT OF SERVICE CHARGES TO EMPLOYEES
Page 1 of 1
1. Banquet or Baggage Service Charges are set percentages of a group bill to
be paid to the associate for service performed (food preparation/service,
baggage handling).
2. All Banquet and Baggage Service Charges must be paid through the payroll
system.
3. To ensure that all service charges are entered on the Payroll Transmittal, it
is suggested that the attached Service Charge Report (Form #52) is used.
4. This report is used to distribute the amounts of the service charge due to all
associates. It ensures that each associate received his/her portion of the
service charge through the payroll system.
5. The report should be maintained in the General Manager’s office/. The
applicable department heads (F&B Director & AGM) should update the
report each time a service charge is earned by one or more of their
associates.
6. Accounting for Service Charge, Banquet, Baggage Charges are posted on
the miscellaneous key (if no preset key is available) on the front desk.
7. Before the completion of the Payroll Transmittals, the GM or AGM should
verify that the service charges recorded on the Service Charge Report are equal
to the Service Charge posted on the Property Management System.
SECTION III AREA S.O.P. 14
F&B
ACCT. FOR IN-HOUSE OUTLET CHARGES
Page 1 of 2
The following procedures will outline the policies and procedures governing the
consumption of Food & Beverage products for Administration and General (A&G)
or Advertising and Promotion purposes (A&P).
Only certain management personnel have been authorized to utilize Food &
Beverage outlets and sign their tickets to these accounts. These individuals
should be authorized by the General Manager through a memorandum. The
authorized list must be current and maintained on the property at all times. Alcohol is
prohibited at all times, with the exception of approved sponsored events.
PROCEDURE:
1. Outlet cashier/bartenders should require the server to obtain the individuals
signature on the guest check.
2. Authorized management personnel are required to specify on the guest
check who was entertained and the name of the firm and prospective
business if available. The words “A/G” or “A/P” must be indicated on all
business promotion checks.
3. Night Auditor on a daily basis will breakdown the charges on the A/P and
A/G folios into details of consumption by outlet on a spreadsheet
(breakdown of food, liquor, wine, beer, charge tips, etc. and the week’s total
should be in balance with the individual folios that are adjusted weekly).
These detailed spreadsheets should be summarized monthly for the closing
journal entry.
4. Month-End Accounting for A/P and A/G - A journal entry must be made
each month by the accountants to adjust the revenue generated by the in house
charges and grant credits to the Food & Beverage Departments for
the cost of goods consumed.
5. No food should ever be prepared from the kitchen without a POS ticket.
SECTION III AREA S.O.P. 14
F&B
ACCOUNTING FOR IN-HOUSE OUTLET CHARGES
Page 2 of 2
6. The Food & Beverage credits granted will be based on actual year-to-date
costs.
SECTION III AREA S.O.P. 15
F&B
SERVSAFE CERTIFICATION
Page 1 of 1
ServSafe is a state approved program and requires that each food establishment
have at a minimum one Food Manager Certified. ServSafe certification training
is required for all hotels as follows:
FULL SERVICE:
1. F&B Director/Manger is required to complete and pass the ServSafe Food
Manager Certification.
2. All food handlers (prep cook, sous chef, chef, servers, etc.) are required to
complete the Food Handlers Certification. This is administered by the
ServSafe Food Manager on property.
SELECT SERVICE:
1. The GM is required to complete and pass the ServSafe Food Manager
Certification.
2. All food handlers (breakfast host/hostess) are required to complete and
pass the Food Handlers Certification.
All certifications are required to be displayed in the kitchen/pantry, one in the
individuals file and one copy to the individual.
The ServSafe Food Manager Certification is valid for 5 years and must be retaken
prior to expiration.
The ServSafe Food Handlers Certification is valid for 3 years and must be retaken
upon expiration.
SECTION IV AREA S.O.P. 1
FRONT DESK
V.I.P. PROCEDURES
Page 1 of 1
Each hotel will be responsible for participating in special V.I.P. Procedures for the
following types of guests:
VIP Guest – (specialty guest). This VIP Package would consist of: M.O.D. room
inspection, upgraded room accommodations, welcome gift and letter from the
General Manager, upgraded name brand amenities (other than the branded
amenities).
Guest of the Day – (preferably one night stay enrolled in brand reward club).
This package would consist of: M.O.D. room inspection, upgraded room
accommodations, welcome letter from the General Manager (under forms) and a
snack.
Please feel free to customize the welcome gift and/or snack if you personally
know the client’s likes and dislikes.
Welcome gift suggestions: branded promotional items, local items of your area,
complimentary in-room movie, local restaurant gift card, gas card.
Snack suggestions: premium bottled water, soda, sweet items, and salty items.
Hotel Letter Head
Welcome!
Dear Mr. or Mrs. _______________,
Welcome to (hotel name). We have been waiting your arrival. It is our goal to
make your stay as close to "home" as possible.
Our staff is committed to exceeding your expectations so that you will be glad you
chose us. We will do all that we can to make your stay as comfortable and relaxing
as possible so that you will think of (hotel name) the next time you or someone you
know needs hotel accommodations.
Please let us know how we can make you more comfortable. Thank you for being
our guest and we look so forward to your next visit.
Sincerely,
Hotel Contact Name
(include business card)
SECTION IV AREA S.O.P. 2
FRONT DESK
ADA/MOBILITY GUEST
Page 1 of 1
A list of physically challenged guest should be kept at the front desk for those
who may need additional assistance (crutches, elderly, physically or mentally
challenged, sight and /or hearing impaired, etc) during an emergency.
The Front Desk log book has a special section and is required to be used. Some
brands specify use of an individual form (located under forms). As usual brand
standard applies.
SECTION IV AREA S.O.P. 3
FRONT DESK
INNKEEPER SHELTER /CHECK IN AGE
Page 1 of 1
The legal age to check into a hotel is 18. This is the age in which a legal binding
contract can be signed.
You need to be aware of the “Innkeeper Shelter” provision which states
“necessity” is required in order to rent to a minor.
Necessity would be a minor traveling and his/her car breaks down. In this case, you could
rent to a minor and/or provide a safe place such as the lobby.
If you choose to rent to a person who has not yet reached the age of majority you
can require a “permissions statement” from a parent or legally responsible adult
acknowledging acceptance of responsibility for the debts incurred by the guest.
SECTION IV AREA S.O.P. 4
FRONT DESK
NO SHOW POLICY
Page 1 of 1
All HP Hotels properties will participate in the billing of all guaranteed no shows. The
following procedures will apply:
1. After 6pm but before 7pm, all arriving guest reservations will be checked for
any duplication or possibility of being in-house.
2. Any duplicate or in-house record will be investigated.
3. The night auditor, before starting the night audit will print all due in
reservations and corresponding reservation record. Prior to the audit the auditor will post
the no show charge, bill the credit card,
attach the back up and place the record in the day’s paperwork.
4. Should the guest arrive on the wrong day considerations will be taken and
the no-show charge reversed.
5. Any disputes regarding no-show billing will be directed to the GM and will
be handled on a case by case basis.
Note: No Show revenue, although listed in the miscellaneous category of the
Income Journal is considered room revenue in the PMS system and for tax
purposes. Please remember to include this in your monthly room revenue when
preparing taxes.
SECTION IV AREA S.O.P. 5
FRON DESK
AREA PET POLICY
Page 1 of 1
It is the policy of all HP Hotels to accept small pets 25 pounds or less (If the hotel accepts
Pets (those hotels with a NO PET POLICY are exactly that).
*********Any Guest that requires the assistance of a Service Animal Must be allowed in the
hotel at any time**********
If it is at all possible, pet rooms should be contained to a section of rooms for ease in
handling and proper cleaning. A one time pet fee of $35, non-refundable is
required unless pet fees are prohibited by the brand.
All guests who check in with pets should be presented with a pet letter (under
forms) and explained where the walk area is.
Every hotel must have listings of kennel’s or similar pet boarding locations and
veterinarians available for the guest if the hotel does not accept pets.
SECTION IV AREA S.O.P. 6
FRONT DESK
SAFETY DEPOSIT BOXES
Page 1 of 1
It is the General Managers responsibility to make certain that guest safety
deposit boxes are available and that the procedure in-place conforms to the
State regulations concerning guest safety deposit boxes.
The following procedure is suggested:
An appropriate State approved form to be used. State approved form to be filed
with the registration card.
Only the guest registered to the box is permitted into the safety deposit box and a
signature and date is required on the form each time entry is made. This means
if there are any additional user’s the registered guest must be present in order to
add any additional names and signatures.
There are not any duplicate keys for safety deposit boxes. The State form
specifies this, the charge for a lost key and the charge for the locksmith will be
billed to the guest.
When a safety deposit box is closed out (returned to the desk), it is imperative
that the guest sign the line that says he/she removed the contents and the date.
All desk associates should receive training in the visual presentation procedures
for a guest safety deposit box so that a guest may have some degree of privacy
in handling the safety deposit box, while maintaining visual contact with the hotel
associate.
A monthly reconciliation is required to be completed by the AGM/GM of all safety
deposit boxes.
SECTION IV AREA S.O.P. 7
FRONT DESK
CHECK CASHING/CASH ADVANCES
Page 1 of 1
Cashing Personal Checks – Because much of our business is credit card related
and for security purposes we keep a limited amount of cash on the property, the
following criteria will be policy in cashing personal checks:
1. Cashing of personal checks should be politely referred to the nearest bank
or check cashing service.
2. Traveler’s checks may be cashed for hotel guests up to $50 per day, $100
per week maximum during total of guest stay. Guest must sign and fill out the travelers
check completely and traveler’s check must be in U.S. Currency.
3. No associate checks should be cashed at any time (payroll or personal).
4. Some brands may require cashing of personal checks for reward stay
members. If this is the case, brand standard will prevail.
Credit Card Cash Advances – We are unable to provide cash advances for
credit cards.
1. Refer guest to nearest bank or ATM service.
2. Includes guest and/or associates.
In addition, there are some companies that provide generic vouchers for room
costs, unless you have a contract with a particular company HP Hotels does
not participate in these types of programs.
SECTION IV AREA S.O.P. 8
FRONT DESK
PBX
Page 1 of 1
Incoming calls should be answered immediately or within three (3) rings,
maximum. Some brands have standards on telephone etiquette. If this is the
case brand standard will prevail.
Answering:
1. All PBX Operators should use the following remarks when answering the
switchboard:
“ Good Morning (afternoon,evening), Thank you for choosing the (Hotel name), (your
name) speaking, how may I direct your call?”
Closing:
1. “Thank you, have a nice day!” “My Pleasure to connect
you.”
In House Calls:
1. “Good Morning (afternoon, evening), Guest Name”(i.e. Mr. Smith) This is “Operator
Name’ (Samantha) at the front desk, how may I assist you?
Notes:
When connecting incoming calls to guest rooms, transfer to a guest room can only be
completed if the incoming caller can verify the last name of the guest. The room number
alone is not sufficient for security purposes..
Room numbers must never be disclosed over the phone, in person or during the
check-in process.
Room numbers for wake-up calls should be verified by last name.
If wake-up calls are done manually the wake up call must include guest name,
time and current temperature.
SECTION IV AREA S.O.P. 9
FRONT DESK
TELEPHONE/FAX ORDER
Page 1 of 1
At times, there may be instances in where a company or individual needs to pay
for a guest account but will not be able to personally come to the hotel to pre-pay
or swipe the credit card. Telephone or Fax Orders should only be accepted in
“rare instances”.
In this case, it is best to fax a Credit Card Authorization Form (located under
forms) to the payee to complete. The form must be completed in it’s entirety, signed, and
must include a copy of their driver’s license and front/back of Credit Card.
Once the fax is returned it would be in the best
interest of the hotel to contact your authorization company to verify the
information and address. The authorization company will give you a code
number to write down on the faxed document. This additional step may be
necessary to deter a possible chargeback under the heading of “fraud”.
SECTION IV AREA S.O.P. 10
FRONT DESK
GROUP RATES
Page 1 of 1
Group sales booking requests are to be connected to the Sales Department and
at smaller hotels without a designated Sales Department to the General
Manager.
Front Desk associates should never be quoting group rates or meeting
room rental information.
In order to qualify for group rates ten (10) or more rooms are required per night.
SECTION IV AREA S.O.P. 11
FRONT DESK
PUBLISHED ROOM RATES
Page 1 of 1
During the budgeting process each year, published room rates (rack rates/BAR
rates) and dates of implementation will be approved. Any deviations from these
approved rate or dates of implementation needs to be presented in writing to the
corporate office.
Only approved room rates are offered to guests. The only time you deviate is if
the guest belongs to a marketing program or package.
Any TPI participation must be done according to brand and website guarantee.
In addition, a room rate exception report/rate override report needs to be
checked daily for discrepancies. Any discrepancies that appear need
investigated immediately. Associates who are providing lower rates without
approval need to be counseled, written up and terminated for repeated offenses.
Altering rates, especially on cash accounts may possibly be associate theft.
SECTION IV AREA S.O.P. 12
FRONT DESK
GUEST MAIL/MESSAGES/FAXES
Page 1 of 1
It is the policy of all HP Hotels to recognize the legal responsibility required
as an agent for guest mail, messages, and faxes. In agreement to this responsibility, the
AGM/GM will periodically review the mail, message, and fax procedures currently in
place making sure that the procedures provide for adequate and timely guest
notification.
If the hotel receives mail/messages for guest’s not currently in house, future
reservation lists should be checked, an additional note added to the arrival
record and noted in the log book for the day of arrival.
Any fax or mail that is not picked up by the end of the day should be delivered to the guest
room every evening.
SECTION IV AREA S.O.P. 13
FRONT DESK
REGISTRATION CARDS
Page 1 of 1
The registration card is a legal document contractual in nature. All hotels are
required to have complete information to include:
1. Name of registered guests and all adult occupants.
2. Number of guests (adult & children).
3. Complete mailing address (company or home).
4. Car information to include make, model and tag number.
5. Company affiliation (when on company business).
6. Credit card magnetically captured and imprinted on registration card.
7. Guest initials at rate and check out date (confirmation of both).
8. Identification for cash paying guest (logged on registration card)
9. Room deposit for cash paying guests (incidentals/damages).
10. Initials of associate who completed the check in process.
A standard form of photo identification (valid license, I.D., passport) is required to
be shown for verification (brand standards may eliminate this step for those
enrolled in the brand reward program).
AGM/GM is accountable for the accuracy of all registration cards. All shifts must perform a
bucket check to ensure accuracy of registration cards.
Any associate that has issues with the registration procedure will receive counseling and
retraining to correct the issues at hand.
SECTION V AREA S.O.P. 1
HOUSEKEEPING
AMENITY PROGRAM
Page 1 of 1
All guest room supplies must conform to brand standard. The only deviation
from this would be in support of the V.I.P. program amenity upgrade.
Additionally, the amenity container should be changed frequently unless
otherwise mandated by the brand.
SECTION V AREA S.O.P. 2
HOUSEKEEPING
MATTRESS ROTATION/PESTS
Page 1 of 2
It is the responsibility of the Executive Housekeeper/Housekeeping Supervisor to
set up with the help of the Maintenance Department a quarterly rotation on all
guest room mattresses and keep records on file for brand inspections. Rotating
mattresses will help prolong the life of the bed set, remove contraband hidden by
guest and allow us to do a thorough check for unwanted pests.
Unwanted Pests – Bed Bugs
Bed bugs are resurfacing in the United States and have been found in
dormitories, rehab centers, hospitals, apartments, condominiums, cruise ships,
used furniture, hotels and motels. Their flattened bodies allow them to fit into tiny
crevices (mattresses, box springs, bed frames, headboards). Bed bugs do not
have nests like ants or bees, but tend to gather together. Bed bugs do not
transmit disease.
Bed bugs are small, brownish, ¼ inch long with oval flattened bodies. Bed bugs
are often mistaken for ticks or small roaches. The immature nymphs resemble
the adults but are smaller and lighter in color. Bed bugs do not fly. Bed bugs are
known as “hitchhikers” and can move quickly over floors, ceilings, walls and other
surfaces. The eggs are tiny, whitish and hard to detect (size of a dust spec).
Bed bugs are very resilient. Nymphs can go for months without feeding and
adults for 1 year. Bed bugs feed on humans and warm blooded animals
including pets.
Training housekeepers to make daily checks when cleaning rooms is the best
defense available. The listed items below will aid housekeepers in making daily
checks for these pests while cleaning.
1. Before stripping or remaking the bed, housekeepers need to check the bed
linen for small blood spots and/or small black fecal matter around the head
of the bed.
2. Look around the headboard for crawling bed bugs and/or black excrement.
3. Check the folds and creases of the linen.
4. NEVER yank the bedding off the bed. Slowly pull it up from the corners and
fold it together.
5. Report any pest activity to a supervisor.
SECTION V AREA S.O.P. 2
HOUSEKEEPING
MATTRESS ROTATION/PESTS
Page 2 of 2
Quarterly Inspection – can be done in conjunction with the assigned mattress
rotation. This is a more thorough inspection and may require two (2) people.
Using a flashlight will help detect eggs, as they are clear but have a sheen.
1. After the linen has been removed check the mattress seams (cords) from the
head of the bed to the foot of the bed.
2. Pull the mattress back from the head of the bed and check for bug activity,
blood specs and/or fecal matter that may appear on the top of the bed skirt.
3. Remove the headboard from the wall and check for live crawling bugs, blood
spots, fecal matter, eggs on the headboard, wall and the wood that secures
the headboard.
4. Rotate the mattress and check the seams (cords) again from the head of the
bed to the foot of the bed.
5. Keep thorough records of the quarterly check.
It is extremely important to train associates (housekeepers, maintenance) on how
to look, where to look, what you are looking for and what to do if you suspect a
sighting. The process to rid a room of these pests is long and expensive.
SECTION V AREA S.O.P. 3
HOUSEKEEPING
LAUNDRY REQUIREMENTS
Page 1 of 1
It is essential that all laundry departments have in place a capacity chart and/or
scale to prevent laundry equipment (washer/dryer) from being overloaded.
All laundry rooms need to maintain a weight system as opposed to a sight system.
Another chart should be at the washer and dryer stations with the settings
required to utilize the correct chemical input and correct dryer setting for the
different types of linen handled.
Mixing different types of linens and/or using the incorrect settings will reduce the
life of the linens. Mixing of linens is prohibited.
Please contact your vendor if your hotel needs any charts.
Note:
The person responsible for laundry of the hotel will also be responsible in
assisting with maintenance of the equipment by cleaning washer lint traps once
daily and dryer vents to be cleaned two (2) to three (3) times per day depending
on the amount of use.
SECTION V AREA S.O.P. 4
HOUSEKEEPING
LOST & FOUND
Page 1 of 1
Lost and found items will be the responsibility of the Executive
Housekeeper/Supervisor. All items Lost or Found will be turned in directly to the
supervisor to log.
1. When an item is found in a guest room or on the hotel property it will be
turned in directly to the housekeeping supervisor.
2. The supervisor will log the item in the log book or PMS if system allows.
To include; name of item, color and description, where it was found, date, time found
and who found the item.
3. The supervisor will lock the item up. Any item of extreme value will be
turned into the AGM/MOD/GM to secure in the hotel safe.
When a guest contacts the hotel regarding a lost item it is the responsibility of
the front desk associate to get the guest name, missing item information, dates
of stay, room number occupied and a contact phone number. This information
will be given directly to the housekeeping supervisor who will research and
contact the guest with the outcome within 24 hours (sooner when possible).
1. If the item is in our possession, the guest will need to make arrangements
for the shipping of the item (UPS,FEDEX).
2. Housekeeping will box the item up.
3. The front desk will create a shipping label and hold the item behind the front
desk for pick up.
4. If a guest is sending someone in to pick up the item or they are returning to
pick up the item, we will need to check the I.D. at pick up and have the
person sign for the item (no one is to be given an item without signing for it).
5. Items ready for shipping that has not been picked up within a week will need
to be investigated by the desk by contacting the owner of the item.
Items that are not recovered by the guest within 90 days can be given to the
person who turned in the item or donated to a local charity (homeless shelter,
Salvation Army).
SECTION V AREA S.O.P. 5
HOUSEKEEPING
LINEN INVENTORY
Page 1 of 1
Each hotel is responsible in conducting a linen inventory (located under forms)
on a monthly basis and place orders according to the 2.5 Par level as required.
The linen inventory should be conducted by the Executive Housekeeper and the
AGM/GM.
Note: Order as replacement is needed.
SECTION V AREA S.O.P. 6
HOUSEKEEPING
DEEP CLEAN SCHEDULE
Page 1 of 1
A deep cleaning schedule to be maintained by the Executive
Housekeeper/Supervisor and according to your brand standards.
For those hotels who do not have a brand standard for deep cleaning, will need
to have a procedure in place to ensure a deep cleaning is conducted on all guest
rooms at a minimum of two (2) times per year.
Deep cleaning does include carpet and upholstery shampooing (guestrooms, banquet
rooms, and public areas) and this service is provided by Carpet Cleaning Company.
Records need to be kept on deep cleaned rooms.
SECTION V AREA S.O.P. 7
HOUSEKEEPING
Environmental Program
Page 1 of 1
Follow the hotel branded environmental program when available.
SECTION VI AREA S.O.P. 1
MAINTENANCE
PM PROGRAM/SAFETY PROGRAM
Page 1 of 1
1. Each hotel will have a standard Guest Room Preventative Maintenance
program in place in accordance to the brand standard (form located in forms
section).
a. each room will be serviced once per quarter
b. records to be retained for periodic inspection
2. Each hotel will have a Major Equipment Preventative Maintenance program
in place to include: records according to warranty information and the
environmental program. Major equipment includes: ice and vending
machines, boilers, commercial air system, pantry and kitchen equipment, hot
water heaters, guest room units and commercial laundry equipment.
3. Each hotel must have a Safety Program in place. This program is left to the
discretion of the General Manager in concert with the approved Brands.
SECTION VI AREA S.O.P. 2
MAINTENANCE
ELEVATOR TESTING
Page 1 of 1
Documentation of monthly elevator(s) testing is required for each jurisdiction for
license renewal.
Many of you have a contract with an elevator company and they are responsible
for testing the elevator(s).
It is up to the Maintenance Department to participate in the elevator testing and make sure
that logs are being kept up to date. Should your contract not include the monthly testing,
have the elevator company train you on how to conduct the testing and record the
outcome.
SECTION VI AREA S.O.P. 3
MAINTENANCE
IN ROOM UNITS/PACKAGE UNITS
Page 1 of 1
To maintain the life and efficiency of guest room HVAC/PTAC systems, the
Preventative Maintenance Program should include monthly maintenance of the
units. It is up to the hotel on the number of rooms to be completed per day. The
following is a small list of items of concern:
1. Check bearings and blower/fan
2. Check amps
3. Clean and/or change filter (can be assigned to housekeeping)
4. Clean coils
5. Check controls and thermostat
6. Check weather stripping
7. Add Freon if needed
8. Check grills/vents
9. Pulled out at a minimum once per year for a complete cleaning
Maintenance of the Package Units/Commercial Units will improve the life of the
equipment and support our commitment in the environmental program.
The following is a list of items of concern to be checked at a minimum two (2) times
per year:
1. Regular cleaning of coils
2. Cleaning or replacing filters according to filter life (30,60,90 days)
3. Check for mold, mildew, bacteria
4. Clean drip pans
5. Check for air obstructions.
SECTION VI AREA S.O.P. 4
MAINTENANCE
HOUSEKEEPING EQUIPMENT PM
Page 1 of 1
Upkeep of the commercial laundry equipment is of extreme importance to the
operation of the housekeeping department and the warranty and life of the
equipment. Items to consider for the preventative maintenance program are:
Washer
- Check condition of all belts
- Check all bearings
- Check all filters
- Check all hoses
- Check all seals
- Check drain valve
- Check controls
- Check for appropriate water temperature
- Perform all other maintenance as suggested by manufacturer
Dryer
- Check belts and chains
- Check drum and lint build up
- If gas – check burner
- If electric – check and clean coils
- Check timer controls
- Check filters (also done by housekeeping throughout the day)
- Verify temperature controls are not set above 160 degrees
- Perform all other maintenance as suggested by manufacturer
Vacuum
-Check belts
-Clean and check rollers
-Check and tighten screws
-Empty vacuum cleaner bag (weekly or ½ full mark) (can be assigned to
Housekeeping/utility person)
SECTION VI AREA S.O.P. 5
MAINTENANCE
UTILITY METER READING
Page 1 of 1
The maintenance worker is responsible for the weekly reading of all utility meters
(located under forms).
This information should be documented and reconciled to the month-end bill as provided
by the utility company. The purpose of this policy is not an accounting function but more of
an effort to catch mistakes, utility line leaks, miscalculation, misreading, wrong meter
billings, etc. This is also an excellent method to improve awareness in energy conservation
procedures.
A periodic review of lighting timers, photocells and signage is also required.
SECTION VI AREA S.O.P. 6
MAINTENANCE
FIRE DRILLS
Page 1 of 1
Monthly fire drills are required at all properties and documentation (in the forms
tab) provided to the corporate office and kept on file for brand life safety review.
1. In an effort to reasonably provide for the safety and security of our guests,
associates and our physical assets it is a HP Hotels policy that a fire drill must
be conducted once each month, preferably on alternating shifts to provide
adequate training for associates.
2. A log indicating specific response times should be kept by the General
Manager during each drill.
3. Date verification of the drill should be provided to the corporate office
when safety minutes are sent.
4. At least once each year the local fire department should be asked to
participate in the hotel fire drill procedures and it least one “live” drill
should be conducted per year (preferably during the life safety testing).
5. On a periodic basis at the time of the monthly fire drill, it is recommended
that the Chief Engineer/Maintenance Supervisor provide associate training
in the use of fire extinguishers.
SECTION VI AREA S.O.P. 7
MAINTENANCE
SMOKE DETECTORS/EMERGENCY LIGHTING
Page 1 of 1
It is the responsibility of the maintenance department to maintain all smoke
detectors (located under forms tab), emergency lighting and exit signs in a
current operating state at all times.
Smoke Detectors:
1. Smoke detectors should be tested every quarter by Maintenance during
routine room inspections. Smoke detectors found deficient must be
repaired immediately.
2. The room preventative maintenance program should include a regular,
documented test of smoke detector efficiency and operation.
Emergency Lighting:
1. Emergency lighting should be tested monthly by maintenance.
Emergency lighting that is found deficient must be repaired immediately.
2. Documentation of testing is required.
Exit Signs:
1. Exit signs should be properly lit.
2. Verify directional arrows are pointing the correct way to an exit. Directional
arrows that are not correct need to be repaired immediately.
Property Signage and Lighting:
1. Review of exterior lighting and signage. This can be done at the time the
monthly utility readings are conducted. Repair or replace any outages.
SECTION VI AREA S.O.P. 8
MAINTENANCE
REQUEST
Page 1 of 1
1. In order to maintain each guest room and all Hotel commercial areas in
appropriate state of product quality, all maintenance deficiencies should
be acted upon and corrected immediately. To facilitate the process, a
repair order should be utilized by all Department Heads and Front Desk to
inform maintenance of issues which need to be corrected.
2. It is suggested that the maintenance workers maintain a peg board/chart
in the shop to track specific duties/tasks for corrective action. Following
completion of repair/maintenance order, the Maintenance Worker should
return his copy to the AGM/GM indicating completion of task. By utilizing
this system the General Manager can monitor the performance of the staff
and assign time and material dollars to repair cost estimates. The
General Manager is responsible for implementation of this system.
3. A weekly maintenance log (located under forms) to be completed and
turned in to the General Manager.
Note: Completed maintenance orders to be returned to the AGM/GM for tracking
purposes. A maintenance items that constitutes an unsafe condition for a guest
or associate will be top priority.
SECTION VI AREA S.O.P. 9
MAINTENANCE
ASSOCIATE AREAS
Page 1 of 1
Established “associate only” and “storerooms” should be clearly marked and
checked through out the day to ensure these areas are secure and only being
accessed by associates.
Any unauthorized individual found in these secure areas should be questioned
and/or detained by management and associates until their purpose may be
determined.
Any suspicious person(s) found in or around the property needs to be reported to
management and incident report filled out.
SECTION VI AREA S.O.P. 10
MAINTENANCE
KEY CONTROL
Page 1 of 1
It is of utmost importance that a secure key control system be in place at all
properties whether they utilize electronic locks or standard lock sets.
1. Violation of the key control system will be reported immediately.
Depending upon the seriousness of the violation, the General Manager
will determine whether a total hotel re-key is warranted. It is understood
that the safety and security of our guests and associates will be the
controlling factor in this decision.
2. A key control system may include:
a. Zone
b. Floor
c. Section
d. Utility
e. Grand Master
f. Master
g. Emergency Override
h. Standard Hard Key(s)
4. All keys will be signed out and signed in by the appropriate level of
authorization (located under forms)..
Note: All keys must be returned by shift end. No one is permitted to remove
any keys from the premise.
SECTION VI AREA S.O.P. 11
MAINTENANCE
POOL MAINTENANCE
Page 1 of 1
The best way to kill germs and promote a healthy pool is to maintain and
routinely measure, adjust and record chlorine and pH levels. You are required
to maintain a log (located under forms).
The pool needs to be check at a minimum of three (3) times per day.
It is suggested that the pH be maintained between 7.2-7.8 and chlorine between
1.0-3.0 ppm.
SECTION VII AREA S.O.P. 1
SALES
CALL QUOTA
Page 1 of 1
This is not to be used in place of the HP Sales and Marketing SOP Manual. This is
just basic items to be covered by property management
It is the responsibility of the General Manager to meet reasonable sales call
quota on a weekly basis.
These weekly sales call quotas are as follows:
1. At least 3 maintenance calls per week
2. At least 3 telemarketing calls.
3. At least 3 outside calls or appointments.
4. At least 3 follow up calls .
5. At least 1 site tour.
6. At least 3 lobby ambassador leads per week.
GM’s are responsible for holding the sales department accountable for adherence to the
Sales and Marketing requirements per the Sales and Marketing Manual.
SECTION VII AREA S.O.P. 3
SALES
ADVERTISING/PRINT MEDIA
Page 1 of 1
Any advertising must be approved through HP Hotels VP of Sales and Marketing and
property RDO’s.
This includes outdoor advertising, rack cards, guestroom directories and brand/hotel
promotional materials.
Outdoor Advertising
1. Reviews on outdoor advertising should be performed every 6 months and
written verification should be forwarded to HP Hotels Corporate Office stating
outdoor advertising compliance with franchise standards.
2. The General Manager to review all outdoor advertising for its
condition, painting, lighting, visibility, marketability, etc.
SECTION VII AREA S.O.P. 4
SALES
SERVICE MARKS
Page 1 of 1
We will comply with all franchise standards regarding the use and display of
Service Marks.
All printed materials will include a phrase similar to “Operated by HP Hotels” in the
appropriate wording as determined by specific franchise standards.
SECTION VII AREA S.O.P. 5
SALES/MARKETING
GROUP ROOM CONTROL
Page 1of 1
All group room blocks must be entered into your brand specific PMS system.
Group block protocol for release of unused block is 30 days prior to arrival. Any
exceptions must have GM approval. All group room blocks must be monitored and
controlled daily after cut-off date.
SECTION VII AREA S.O.P. 6
SALES/MARKETING
PUBLIC RELATIONS
Page 1 of 1
1. Recognizing the value of free media space and air time when a newsworthy event
occurs at our Hotel or involves our associates or guests, it should be immediately
communicated to all local newspapers, radio and television stations either in the format of
written news release or a telephone call allowing the media representatives to determine
the news significance of a particular instance.
2. Copies of press releases and news articles should be forwarded to the
HP Hotels Corporate Office, the properties RDO and VP of Sales and Marketing and to
franchiser.
SECTION VII AREA S.O.P. 7
SALES
GROUP CONDUCT LETTER
Page 1 of 1
A group conduct letter (located on web site in Library) is used for groups that include
children, teens and young adults that will be utilizing the hotel. The group
conduct letter is sent along with the contract and again presented at check-in.
SECTION VII AREA S.O.P. 8
SALES
HOTEL/MEETING WEBSITE
Page 1 of 1
All hotels are required to carry the maximum number of pictures permitted by the
brand on the branded website.
All property specific web pages must be in compliance with every brand internet online
opportunity enhancements that are available at no additional costs. All other online
opportunities must have the approval of the VP of Sales and Marketing and RDO.
The brand website and GDS content must be reviewed and/or updated every six months
to ensure maximum hotel exposure.
SECTION VII AREA S.O.P. 9
SALES
GROUP RATE PROCEDURES
Page 1 of 1
The following is the group rate procedure used for all properties:
* Ten (10) or more rooms are required in order to qualify as a “group” rate.
* Hotels with 100 rooms or less would provide one (1) complimentary room for
every 20 paid. Hotels with over 100 rooms would provide one (1) complimentary room for
every 25 paid. Complimentary rooms should not be offered unless asked or you are
competing for the business with another hotel.
* Based on seasonality of your hotel, a general rule to follow would be 15% discount from
your “Best Available Rate/Bar” for net quotes and 10% discount on commissionable rates.
Peak season/session/high demand dates/weekday vs. weekend rate quotes should be
evaluated on an individual basis.
* Cut-off dates for group room blocks should be 30 days prior to arrival
during peak season/session/high demand periods and 14 days prior
during low demand periods.
SECTION VIII AREA S.O.P. 1
HUMAN RESOURCES
GRIEVANCE PROCEDURE
Page 1 of 1
It is our belief that every associate should be a productive member of the Hotel
hospitality team at all times. In order to assist with the answer of associate
questions or grievances which may occur:
a. All associates are urged to resolve questions regarding their specific employment with
their immediate supervisor.
b. If the issue is not resolved by speaking with a supervisor or the associate feels it is
something that can not be discussed with the supervisor, they are urged to discuss the
issue or concern with the department manager.
c. Having followed this communication chain and the associate is still not satisfied with the
steps taken; the associate is urged to speak to the General Manager.
d. After an associate has spoken to the General Manager and still feels the issue is not
resolved, the associate may talk with a grievance automated hot line of First Response at
the following number (877) 773-1358 number.
.
This grievance procedure is commonly referred to as the ‘Resolution Ladder”.
Each General Manager will maintain an open-door policy with regard to associate
questions and/or problems. Formal requests or grievances should be documented and
kept on file at the hotel property.
Any significant grievances (i.e. discrimination, harassment, violence) of any type should be
brought to the attention of the Cary Tew and First Response and also the properties RDO
and the HP Hotels corporate office.
HP Hotels believes in “Progressive Discipline” and all associate coach, counsel and
discipline must be documented with associate signature or witness signature. All
documentation must be placed in associate file.
SECTION VIII AREA S.O.P. 2
HUMAN RESOURCES
RECRUITMENT
Page 1 of 1
Sources of Associates:
Sources of associates should be constantly identified through local contacts within the
community. Churches, Senior Citizen Clubs, Trade Schools, Junior Colleges, Work
Training Centers, Associate Referral Program and HCareers.com are all example of
sources that should be researched.
HP Hotels has a member number for HCareers.com that will allow for a substantial
discount.
SECTION VIII AREA S.O.P. 3
HUMAN RESOURCES
JOB DESCRIPTIONS
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Each property will have customized set of job descriptions in place for all
authorized job categories. Job descriptions need to be signed off by the
associate during the new hire orientation, placed in the associates file and a copy
given to the associate.
Job descriptions can be located on web-site under library tab.
SECTION VIII AREA S.O.P. 6
HUMAN RESOURCES
ORIENTATION
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1. An orientation (located on web-site under library) program must be completed by each
associate within 3 days by their department manager.
2. It is the General Manager’s responsibility to make certain the Associate
Orientation Checklist has been completed and signed by the newly hired
associate prior to entry in the payroll system.
3. The orientation should include pertinent facts about the Hotel and the
brands as well as a complete tour of the facility with the objective of
providing improved customer service and reduced labor turn over
4 A formal Orientation must be done at least 1 time per month by the General Manager for
any new employees that have been hired in the previous 30 days.
In addition to the formal orientation individual training such as:
a. Required video’s, training modules and life safety training must be
completed before the actual on-the-job training begins.
b. Introduction and training on brand specific rewards program.
SECTION VIII AREA S.O.P. 7
HUMAN RESOURCES
REFERENCES
Page 1 of 1
1. In the same manner in which we verify previous employment references of
a potential candidate, we will request from other companies the work
history of a previous associate. Having verified legitimacy of the request,
we should always give honest, factual answers limited to dates of employment, position
and eligibility for re-hire.
2. One important question will involve re-hire status and should be answered
with regard to eligibility to re-hire as well as qualifications and capabilities
to handle the position.
3. When we give less that a forthright answer, we do our company, ourselves
and the future employer a disservice as well as the individual, whose
references is being verified as their inability to handle a specific position or
job task will most assuredly become evident at an early stage.
4. Verification of employment should be handled in writing or over the
telephone by return call to the inquiring company (proof of an actual
company request).
Note:
It is the practice of HP Hotels, to comply with all legal requirements relative to
the verification of employment history. All forms pertaining to personnel issues
can be found in the properties compact disc provided by First Response and
located on web site under library tab.
SECTION VIII AREA S.O.P. 8
HUMAN RESOURCES
PRE-EMPLOYMENT SCREEN
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The following pre-employment screening is required as a condition of
employment before any applicant can be hired:
a. Background check
b. Credit Check – (cash handling associates and all managerial positions)
c. Criminal Check – (cash handling associates and all managerial positions)
d. Reference Check
e. Random Drug Screen (urine)
NOTE:
Always advise the applicant that his/her employment is dependent upon
the results of a background, reference and drug screen. This is known as
“conditional offer of employment”. All pre-employment screening requires a
signed release by the applicant. All forms located on web site under First Response tab
under library.
SECTION VIII AREA S.O.P. 10
HUMAN RESOURCES
ATTENDANCE RECORD
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The associate attendance record is available on web site under library tab and will be
helpful in keeping track of attendance patterns, vacations and time off.
Each department manager/supervisor is required to assist in tracking attendance.
Excessive absenteeism, emerging patterns and tardiness needs to be brought to
the attention of the associate and continual infractions will warrant the
supervisor/department manager to follow the progressive discipline policy of
HP Hotels.
Each year the attendance record should be placed in the individual file.
SECTION VIII AREA S.O.P. 11
HUMAN RESOURCES
THE DIVERSE WORKPLACE
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The following is information provided to give you an understanding and insight
into the diverse workplace in regards to generations. This may be helpful in
understanding your workforce.
Silent “Mature” Generation – Born prior to 1942 – Grew up with Mickey Mouse,
Wheaties, Jukeboxes, Flash Gordon, Charlie McCarthy, Babe Ruth, Golden Age
of radio, The Lone Ranger, Tarzan, WWII and the Great Depression.
The silent “mature” generation tend to: Respect authority (even when it
frustrates them), place duty before pleasure, believe patience is its own reward;
are willing to wait for gratification, value honor and integrity, avoid challenging the
system, and maintain dedication to a job once they take it.
Baby Boomers – Born between 1942 – 1962 – Approximately 78 million
Americans – Make up approximately 70% of management employees in U.S.
companies – 2% will financially fit enough to retire at 65. Grew up with Captain
Kangaroo, Fallout shelters, “Laugh-In”, Peace sign, Romper Room, Slinky, Hula
Hoops, Bell Bottoms, Ed Sullivan, Tie Dye and TV Dinners.
The “baby boomers” generation tend to: Live to work, Maintain a general sense
of optimism, enjoy unprecedented influence on government policy and consumer
products, be willing to go into debt, betting on future income, be team and
process-oriented, sometimes to detrimental results, strive for convenience and
personal gratification and preserve their youth and be nostalgic about it.
The “Xers” – Born between 1962 – 1980 – Approximately 48 million Americans
– Make up more than 1/3 or the workforce – Have inherited serious baggage
from the “Boomers” including high public debt, an overloaded social security
system and the burden of financially supporting the largest generation to date. Grew up with the Brady Bunch, Izod, Cabbage Patch Kids, Pet Rocks, “Jaws”,
“The Simpson’s”, Microwaves, MTV, Platforms, “Sesame Street” and VCRs.
The “Xers” generation tend to : Work to live; and not live to work, view jobs
within context of a contract, believe in clear, consistent expectations, remain with
a job linger if employer presents opportunities to grow, view money as only part
of the larger equation: contribution to the whole is important, and desire
versatility.
The “Generation Y” – Born between 1980 – 1994 – Approximately 68 million
Americans - Next dominate generation - More afraid of being bored than of being
fired - Known as the generation that is closing the generation gap - They actually
have close relationships with their parents. - Grew up with Barney, POGS, X
SECTION VIII AREA S.O.P. 10
HUMAN RESOURCES
DIVERSE WORKPLACE
Page 2 of 4
Games, Cell Phones and pagers, Teenage Mutant Ninja Turtles, Virtual Pets,
Jerry Springer, Pokeman, Britney Spears, Beanie Babies, Spice Girls, Mark
McGwire/Sammy Sosa, Bill Gates and the Internet.
The “Generation Y’ tend to: demonstrate respect only after they are treated
with it, question everything; that’s how they grew up, be more diverse
demographically than other generations, live in the moment, rely on immediacy of
technology, demand clear and consistent expectations to ensure productivity,
and believe that earning money translates into immediate consumption.
“People resemble their times more than they resemble their parents.”
SECTION VIII AREA S.O.P. 11
HUMAN RESOURCES
DIVERSE WORPLACE
Page 3 of 4
Managing Up and Down the Generation Ladder:
1. Managing down a generation enables the blazing of unique paths.
2. Mixing generations means that preconceptions and expectations are in
different places.
If you want to make things work, you’ll need to tear down disparate pasts and
build a common base of understanding grounded in your company’s values.
3. In managing up and down the generation ladder, a level of experience that
is neither too little overall nor too much in one place is what trumps age at
every turn.
4. Generational issues can be mitigated by living your entrepreneurial life
with values, integrity, respect for others and the gift of listening.
Tips for Managing “Baby Boomers”
1. Choose face to face communication.
2. Give them your full attention.
3. Show respect – they are your elders.
4. Be friendly.
5. They are more formal and expect proper dress and process.
6. Are starting to resent being pushed aside by younger colleagues eager for
advancement.
Tips for Managing “Gen X”
1. Their approach to authority is casual.
2. They thrive in a casual, fun work environment.
3. Xers are pessimistic when it comes to their future.
4. They have a nontraditional approach to time.
5. Generation Xers tend to be technologically savvy.
6. Workaholism is not a trait you’ll find in many Gen Xers.
7. Family and work balance is extremely important.
SECTION VIII AREA S.O.P. 11
HUMAN RESOURCES
DIVERSE WORKPLACE
Page 4 o 4
Tips for Managing Gen Y
1. It’s not what you say, but how you say it – miscommunications in tone or
style.
2. Understand the different generational motives – managers should look for
ways to support echo boomers balanced lifestyle.
3. Look beyond appearances – realize that there may be memory and wisdom
behind their advice.
4. Benefit from diverse opinions – effective teams leverage generational
knowledge to better understand and serve their customers and clients.
5. Choose mentors wisely – Echo-Boomers launching careers should skip a
generation when seeking guidance or nurturing.
6. Keep and open mind about attitudes – just because others don’t share your
work ethic, it doesn’t mean they’re lazy.
7. Adapt your style to the realities of today’s workplace – navigating the work
world with a singular mindset will inevitably derail your career.
Look at not only how we are different but at what unites you with your associates.
Communicate open and honestly. Reinforce learning and respect for differing
ideals about the workplace to get the job done better and faster.
SECTION VIII AREA S.O.P. 12
HUMAN RESOURCE
EEO-1 FILING
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The EEO-1 Filing provides the federal government with workforce profiles by
gender and defined race/ethnicity groupings in defined categories.
EEO-1 Filing is due in September of each year and is handled by First Response or
Payroll Processing Company
SECTION VIII AREA S.O.P. 13
HUMAN RESOURCE
OSHA FILING
Page 1 of 1
The Log of Work-Related Injuries and Illness (Form 300) is used to classify workrelated
injuries and illnesses and the extent and severity of each case.
Each hotel is required by law to complete this form and post it on the main
associate bulleting board or by the time clock from February 1 through April 30th
of each year. Forms are not sent in and must be kept on file for five (5) years.
Information, instructions and form can be found at
www.osha.gov/recordkeeping/new-osha300form1-1-04.pdf.