Assessment and appraisal test
2. Duties/responsibilities of Assistant Front Office Manager
a. What are your main job responsibilities of position: Assistant Front Office Manager? (for example as below):
• Assign, coordinate, and supervise work activities of Front Desk Agents.
• Ensure work is completed to include, shift closings, room deposits, refunds and rebates.
• Assist in the day-to-day operation of the hotel front office.
• Supervise the operational activities of the hotel front desk within hotel guidelines to provide the highest standard of courteous service while permitting acceptable profit levels.
• Train and develop Front Desk Agents. Prepare staffing schedules, complete payroll, and monitor labor costs to budget figures.
b. Which job responsibilities do you view as most important? Why?
c. Have any new responsibilities been added or removed from your position: Assistant Front Office Manager this year? If so, what?
d. What could your supervisor/Assistant Front Office Manager do to support you in doing your position: Assistant Front Office Manager?
e. Have you successfully performed any new tasks or additional duties outside the scope of your regular responsibilities? If so, please specify.
3. Improvement activities
• What additional support from your organization would help you do your job more effectively for position: Assistant Front Office Manager?
• What would help you to do your job better and provide greater job satisfaction?
• Describe any changes you suggested and/or implemented this year that led to improvement in your area (e.g., quality of work life, cost savings, efficiency) for position: Assistant Front Office Manager.
4. Job conditions of position: Assistant Front Office Manager
• What recommendations do you have that would make this a better place to work?
• What kind of support and/or guidance would you like to see from your supervisor/Assistant Front Office Manager?
5. Skills and abilities of position: Assistant Front Office Manager
Please evaluate yourself on the following factors: outstanding, very competent, satisfactory, needs improvement.
• Strong Work Ethic.
• Positive Attitude.
• Good Communication Skills.
• Time Management Abilities.
• Problem-Solving Skills.
• Acting as a Team Player.
• Self-Confidence.
• Ability to Accept and Learn From Criticism.
• Flexibility/Adaptability.
• Working Well Under Pressure.
6. Goals of Assistant Front Office Manager
• What goals for position: Assistant Front Office Manager have you set for yourself during the next year? What types of projects would you like to be involved in?
• What would you have liked to have done this year for position: Assistant Front Office Manager, but were unable to? Why?
• List your most significant accomplishments or contributions during the past year. How do these achievements align with the goals/objectives outlined in your last review for position: Assistant Front Office Manager?
• What are your goals for next year and what action will you take to accomplish these goals?
Showing posts with label tips. Show all posts
Showing posts with label tips. Show all posts
Saturday, August 27, 2011
Thursday, August 25, 2011
Interview FOM Sample
Hotel Front Office Manager Job Interview Questions
As a Hotel Front Office Manager, how do you ensure that front office service standards are consistently achieved and maintained for yourself and your staff? What incentives do you provide staff when standards are achieved? Please provide an example.
Training and employee development is always required in this Hotel Front Office Manager position. How do you ensure all Reservations, Bell Staff, Switchboard and Security team members are adequately trained and will provide resources when needed. What methods or processes do you use to ensure training is done successfully? How do you ensure that staff understand what you have taught them?
Provide us with a scenario of your daily front office administration, documentation and reporting tasks? How do you ensure daily tasks are done? What tools and processes do you use?
Financial budgeting skills are vital to being a successful Hotel Front Office Manager. Have you participated in the preparation of the front office operating and capital budgets, and involved in the creation and execution of the hotel’s overall strategic and business plans. If so, please provide us with an example?
As Hotel Front Office Manager, you will be leading a team of front office staff to meet our high standards of service. How do you effectively manage labour costs and departmental productivity results to budget?
A Hotel Front Office Manager must have excellent interpersonal and customer service skills. I’m sure you have dealt with difficult customers in the past. Provide us with a situation with a customer and how you resolved the issue. How did you build rapport and superior customer service levels?
With the complexity of employee scheduling, how do you effectively create a flexible schedule including weekends, evenings and holidays that changes with employee demands?
Using rhe above sample, one will be able to understand what we need and groom further in order to become succes.s..
As a Hotel Front Office Manager, how do you ensure that front office service standards are consistently achieved and maintained for yourself and your staff? What incentives do you provide staff when standards are achieved? Please provide an example.
Training and employee development is always required in this Hotel Front Office Manager position. How do you ensure all Reservations, Bell Staff, Switchboard and Security team members are adequately trained and will provide resources when needed. What methods or processes do you use to ensure training is done successfully? How do you ensure that staff understand what you have taught them?
Provide us with a scenario of your daily front office administration, documentation and reporting tasks? How do you ensure daily tasks are done? What tools and processes do you use?
Financial budgeting skills are vital to being a successful Hotel Front Office Manager. Have you participated in the preparation of the front office operating and capital budgets, and involved in the creation and execution of the hotel’s overall strategic and business plans. If so, please provide us with an example?
As Hotel Front Office Manager, you will be leading a team of front office staff to meet our high standards of service. How do you effectively manage labour costs and departmental productivity results to budget?
A Hotel Front Office Manager must have excellent interpersonal and customer service skills. I’m sure you have dealt with difficult customers in the past. Provide us with a situation with a customer and how you resolved the issue. How did you build rapport and superior customer service levels?
With the complexity of employee scheduling, how do you effectively create a flexible schedule including weekends, evenings and holidays that changes with employee demands?
Using rhe above sample, one will be able to understand what we need and groom further in order to become succes.s..
Wednesday, August 24, 2011
Utility cost
Recommend to look at the historic data i.e: what have been spent in the past and compare that to occupancy. Then come up with an avg utility cost at an avg occupancy level.
Once this have been figured out look at what average occupancy are being forecasting and punch in the avg utility cost that came up with using your historic data.
Once this have been figured out look at what average occupancy are being forecasting and punch in the avg utility cost that came up with using your historic data.
Flow Through
Flow through is the component of additional revenue that adds to additional GOP
Meaning, if you have a flow through of 80%, a 100US$ increase in revenue adds to an 80% increase in GOP.
To calculate, compare the percentage increase (or even decrease) in revenue (actual -vs- budget) with the increase in GOP (actual -vs- budget)
In rooms, the flow through (departmental profit) should be almost 90%, while at total revenue, this should be at least 50% or more - as most of the fixed costs are covered, and hence the additional revenue should mainly have a variable cost percentage
Flow through is used to calculate incremental revenues (actual versus budget) and its impact on GOP.
This is used to determine whether the "extra revenue" is actually going to your bottom line.
If you carry additional fixed expenses / overhead (e.g. staff, provided it is "fixed") because of the increase in revenue, then your operation might not be run as efficient or optimum as it could / should
Basically, any additional revenue compared to budget should lead to a proportionately higher GOP, not less
You don't list it separately, you just, separately from your monthly P&L, do a little analysis to check how efficient your operations is
If you have more revenue, is this contributing to proportionately more GOP or not... interesting excercise is to do the reverse...if there is less revenue then budget, how do we minimize the impact on GOP (e.g. how are me managing our costs)
The calculation is simple; Profit variance to budget divided by Revenue vairance to budget times 100 over 1
Meaning, if you have a flow through of 80%, a 100US$ increase in revenue adds to an 80% increase in GOP.
To calculate, compare the percentage increase (or even decrease) in revenue (actual -vs- budget) with the increase in GOP (actual -vs- budget)
In rooms, the flow through (departmental profit) should be almost 90%, while at total revenue, this should be at least 50% or more - as most of the fixed costs are covered, and hence the additional revenue should mainly have a variable cost percentage
Flow through is used to calculate incremental revenues (actual versus budget) and its impact on GOP.
This is used to determine whether the "extra revenue" is actually going to your bottom line.
If you carry additional fixed expenses / overhead (e.g. staff, provided it is "fixed") because of the increase in revenue, then your operation might not be run as efficient or optimum as it could / should
Basically, any additional revenue compared to budget should lead to a proportionately higher GOP, not less
You don't list it separately, you just, separately from your monthly P&L, do a little analysis to check how efficient your operations is
If you have more revenue, is this contributing to proportionately more GOP or not... interesting excercise is to do the reverse...if there is less revenue then budget, how do we minimize the impact on GOP (e.g. how are me managing our costs)
The calculation is simple; Profit variance to budget divided by Revenue vairance to budget times 100 over 1
Tuesday, August 23, 2011
Typical day of FOM / RDM
Example 1
09:00 Morning Brief
10:00 Breakfast
11:00 FOM Meeting
12:00 Lunch
13:00 Housekeeping Meeting
14:00 Rooms Report
15:00 Reservation Meeting
16:00 Coffee
16:30 GM Meeting
17:00 Next Day Preparation
17:30 Dinner
18:00 Go Home
---------
Example 2
6:30 AM Wake Up
7:30 Check Night managers logbok, Rooms Report and Daily Briefing Sheet.
8:00 AM Daily HOD Meetings with GM
9:00 AM Check Housekeeping and watch their briefing check rooms allocation and daily inventory .
10:00 AM to 11:00 AM walk the all the guest floors.
11:00 AM to 12:00 noon Check Poolside and Sport & Recreation Area.
12:00 Noon Check Lobby and Gift Shop.
1:00 PM Lunch
2:00 PM Check Resverations
3:00 PM Do a Random Room Check or meet with security
4:00 PM to 5:00 PM Paperwork and or Meetings
5:00 to 6:00 PM Check Front Office
6:00 PM to 7:00 PM evening rounds
7:30 Work out Gym , Cycling or Night Diving
8:30 Dinner
9:00 PM Go home catch the news.
For reports I would always have the Rooms report , Duty manager logbook, Reservation Report and Forecast ,on my computer the Fidelio House Status is always on display.
------------------
Example 3
08.30 Read and take action on Duty Manager Report, FO and HK Log Book.
08.45 Review and verify Manager Report and Daily Briefing Sheet.
09.00 Daily HOD Meeting with GM
10.00 Daily Walk about guest room and public areas.
11.00 Review the day's occupancy forecast and 7 days forecast.
11.30 Discuss the day's activity with FOM and Executive HK. Review VIP arrival as well as room allocation.
12.00 Bid farewell to VIPs.
13.00 Lunch 14.00 Inspect laundry area
14.30 Check email dan reply email and meet VIPs upon arrival.
15.00 Attend daily FO briefing
16.00 Check tickler file for items that require special handling.
17.00 Review the next day preparation and do evening around.
18.00 Go home.
09:00 Morning Brief
10:00 Breakfast
11:00 FOM Meeting
12:00 Lunch
13:00 Housekeeping Meeting
14:00 Rooms Report
15:00 Reservation Meeting
16:00 Coffee
16:30 GM Meeting
17:00 Next Day Preparation
17:30 Dinner
18:00 Go Home
---------
Example 2
6:30 AM Wake Up
7:30 Check Night managers logbok, Rooms Report and Daily Briefing Sheet.
8:00 AM Daily HOD Meetings with GM
9:00 AM Check Housekeeping and watch their briefing check rooms allocation and daily inventory .
10:00 AM to 11:00 AM walk the all the guest floors.
11:00 AM to 12:00 noon Check Poolside and Sport & Recreation Area.
12:00 Noon Check Lobby and Gift Shop.
1:00 PM Lunch
2:00 PM Check Resverations
3:00 PM Do a Random Room Check or meet with security
4:00 PM to 5:00 PM Paperwork and or Meetings
5:00 to 6:00 PM Check Front Office
6:00 PM to 7:00 PM evening rounds
7:30 Work out Gym , Cycling or Night Diving
8:30 Dinner
9:00 PM Go home catch the news.
For reports I would always have the Rooms report , Duty manager logbook, Reservation Report and Forecast ,on my computer the Fidelio House Status is always on display.
------------------
Example 3
08.30 Read and take action on Duty Manager Report, FO and HK Log Book.
08.45 Review and verify Manager Report and Daily Briefing Sheet.
09.00 Daily HOD Meeting with GM
10.00 Daily Walk about guest room and public areas.
11.00 Review the day's occupancy forecast and 7 days forecast.
11.30 Discuss the day's activity with FOM and Executive HK. Review VIP arrival as well as room allocation.
12.00 Bid farewell to VIPs.
13.00 Lunch 14.00 Inspect laundry area
14.30 Check email dan reply email and meet VIPs upon arrival.
15.00 Attend daily FO briefing
16.00 Check tickler file for items that require special handling.
17.00 Review the next day preparation and do evening around.
18.00 Go home.
Benchmarks..
Operational benchmarks
- to estimate hotel performance and P&L (spreadsheet or reports).
- Ratios % for: Wages (Front Office)
- Gross profit %
another info for my future development..
- to estimate hotel performance and P&L (spreadsheet or reports).
- Ratios % for: Wages (Front Office)
- Gross profit %
another info for my future development..
Another tips for HOD position
1. Know your hotel better than anyone
2. Know your guests better than anyone, you should know who is coming before anyone else.
3. Know your Director and what he/she wants
4. Know your staff, care for your staff, respect your staff, direct your staff
5. Follow through, you only get a few chances to follow through, if you fail, people will not trust you.
6. Know your numbers!
7. Dress the part, always look your best it is one of the few things that is in your complete control.
2. Know your guests better than anyone, you should know who is coming before anyone else.
3. Know your Director and what he/she wants
4. Know your staff, care for your staff, respect your staff, direct your staff
5. Follow through, you only get a few chances to follow through, if you fail, people will not trust you.
6. Know your numbers!
7. Dress the part, always look your best it is one of the few things that is in your complete control.
Power of networking
With the result of networking, we can share and retrieve information from other colleagues around the world. Basically, hotel industry is not considered small - it`s very big globally.
'First know the property, then the standards, then your customers and the competitors.
Later focus on Training...
FO is all about training. In big hotels you can get an FO Trainer,someone who can go through all the SOPS.
Make all the team to know their job descriptions, make sure you have SOP's for every single task and make all the team to go through them, in a very short period of time you will have all the team united and working in the same direction.
Once is done, Follow up as they said before.
Briefings 3 a day, one per shift
Supervisors meeting once a week, All the team meeting once a monts ( that week you can escape the supervisor one)
Rosters: FOM must be always in charge of the rosters, don't let anybody to take care of them, you are the one authorising any change or modifications,Rosters are crucial.
Every day in the afternoon do an Arrival's meeting to go through next day arrivals , be informed who is coming, allocate well, respect preferences and meet guests.
A good FOM is the one who knows the guests, who understands and give solutions.
Be there during the weekdays and leave the weekends for your assistants, be there when the GM or DOR is there, if not them and HOD's will start relying on your AFOMS and they will say you are not there,,, remember if you cover the weekend, they don;t see you.
If you have to go any weekend or holiday, recuparate it during your vacation
Last advice, remember you are a Manager, find solutions and go to your superiors with the proposed solution not with the complaint. '
a big thank you to Mr Gonzalo Rodriguez (Director Of Rooms Raffles Dubai)
'First know the property, then the standards, then your customers and the competitors.
Later focus on Training...
FO is all about training. In big hotels you can get an FO Trainer,someone who can go through all the SOPS.
Make all the team to know their job descriptions, make sure you have SOP's for every single task and make all the team to go through them, in a very short period of time you will have all the team united and working in the same direction.
Once is done, Follow up as they said before.
Briefings 3 a day, one per shift
Supervisors meeting once a week, All the team meeting once a monts ( that week you can escape the supervisor one)
Rosters: FOM must be always in charge of the rosters, don't let anybody to take care of them, you are the one authorising any change or modifications,Rosters are crucial.
Every day in the afternoon do an Arrival's meeting to go through next day arrivals , be informed who is coming, allocate well, respect preferences and meet guests.
A good FOM is the one who knows the guests, who understands and give solutions.
Be there during the weekdays and leave the weekends for your assistants, be there when the GM or DOR is there, if not them and HOD's will start relying on your AFOMS and they will say you are not there,,, remember if you cover the weekend, they don;t see you.
If you have to go any weekend or holiday, recuparate it during your vacation
Last advice, remember you are a Manager, find solutions and go to your superiors with the proposed solution not with the complaint. '
a big thank you to Mr Gonzalo Rodriguez (Director Of Rooms Raffles Dubai)
Monday, August 22, 2011
Interview ..
Here are some questions for me to consider, to ask the future employer...
1. What happened to the last person who handled this job? Is this a new position I am taking in?
2. What were the main strengths and drawbacks of the last person who handled this job?
3. What would you consider to be the primary aspects of this job?
4. Where have previous employees who held this position progressed to within the company?
5. What is the expected extent of guidance or assistance made to individuals in developing career goals?
6. Could you describe your company's management approach and the characters of employee who fits well with it?
7. Does your company provide seminars, workshops and training to employees that could enhance their skills?
1. What happened to the last person who handled this job? Is this a new position I am taking in?
2. What were the main strengths and drawbacks of the last person who handled this job?
3. What would you consider to be the primary aspects of this job?
4. Where have previous employees who held this position progressed to within the company?
5. What is the expected extent of guidance or assistance made to individuals in developing career goals?
6. Could you describe your company's management approach and the characters of employee who fits well with it?
7. Does your company provide seminars, workshops and training to employees that could enhance their skills?
...
If a guest whom happened to patronize the bar at 3am which closes at 1am, asking for drinks, citing that he do not want to have in the room via room service insisted to have something to drink or eat, what would you do??
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