hr final report 1.1.1
TRANSCRIPT
HKU SPACE PO LEUNG KUK COMMUNITY COLLEGE
Higher Diploma in Hotel Management (Year 2)
Human Resources Management in the Hotel Industry
Lecturer: Helen Yau
Members:
Chan Hoi Yan Alice 200800047
Cheung Sai Ho Nick 200800744
Choy Siu Tan Grania 200800071
Leung Chi Ho Karl 200803693
Siu Charny 200804876
Wong Lok Vicki 200800688
Submission Date: 25 November 2009
Content
1. Introduction
1.1. HR Function
2. Strategy Planning
3. Recruitment and Placement
3.1. Recruitment Method
3.2. Selection
4. Training and Development
4.1. Off the job training
4.2. On the job training
4.3. Performance Appraisal
5. Compensation
5.1. Pay Plan of Ritz- Carlton Hotel
5.2. Pay for performance and Financial incentives
5.3. Benefits
6. Employee Relation
7. Appendix
8. Reference
1. Introduction
In the coming future, Ritz-Carlton will re-establish the business in Hong Kong and it will
situate at West Kowloon which is the highest hotel in the world. The hotel will pay effort
to maintain the high quantity service and people-oriented concept. Hong Kong is a
diversified city with different cultures, races, etc. Moreover, Hong Kong develops the
tourism industry actively in recent years; it is the golden chance for Ritz-Carlton to
expand the business in this suitable moment. Although Ritz-Carlton has its own strategies
in different regions, the big idea “We are Ladies and Gentlemen serving Ladies and
Gentlemen.” Ritz-Carlton in accordance with those kinds of strategies and succeed in
many countries such as Hong Kong (1993-2008), Shanghai and Singapore in 2003, 2007
and 2009 respectively. For the new Ritz-Carlton in Hong Kong, Human Resource
Department designs to use the original strategy plans and HR planning for the opening,
besides, adding some new planning to achieve the goal set by the business.
1.1 HR Function
Comparing with the past, the human resources play an important role in hotel which is to
monitor and manage legislation environment, handle safety and health and more key
tasks to reduce absenteeism or leave, to cultivate employees of related on-the-job skills.
Human resource management's objective is to maximize the return on investments from
the organization's human capital and minimize financial risks. It is the responsibility of
human resource managers in a corporate context to conduct these activities in an
effective, legal, fair, and consistent manner.
-Human Resource Approach
1. Quality Selection Process
2. Orientation
3. Training Certification
4. Line-up and daily training
5. Communication
6. Personal and professional development
7. Work/life issue management
8. Job enlargement
9. Career progression
10. Performance measurement
11. Legal compliance
12. Employee rights
13. Issue resolution process reward and recognition
Though these human resources fundaments, the working environment in Ritz-Carlton
will become better, furthermore, it makes the employees more pride and joy because of
they are skilled and empowerment.
-Mission
“We are Ladies and Gentlemen serving Ladies and Gentlemen.”
This motto is the basis of Ritz- Carlton Hotel to treat everyone in hotel no matter the
guests or staff with respect and dignity. Hotel views every staff as a Lady or Gentleman,
give them respect and be equal to everyone.
In addition, the highest mission of Ritz- Carlton Hotel is let every guests feel the true and
hearty care from our hotel. We promise our guests to provide them the finest personal
service and facilities so that they can enjoy a warm, relaxed and graceful ambience in our
hotel. Moreover, Ritz- Carlton Hotel fulfils even the unexpressed wishes and needs of our
guests.
-Vision
Ritz-Carlton’s vision is to create The Ritz- Carlton ‘Mystique’ and open the door to a
world of possibilities.
-Goal
The Ritz- Carlton Hotel is a brand new hotel in Hong Kong. Our hotel decided to reach
into Top three of Hong Kong hotel industry within five years.
2. Strategy Planning
Human resource department will take main four actions in each strategy which are
“Plan”, “Do”, “Check” and “Act”.
In this new hotel, human resource set up an annual strategic planning process which
called “Pyramid Concept” and it included a long-term planning and basic service
promise, philosophy and value.
3. Recruitment and Placement
We intend to hire all department head before hire each department staffs. Each
department head have a responsible to decide their department posts and how many staff
they need which can reduce the human resources department task in the beginning of the
hotel. After department head decided, human resources will issue the recruitment to
different channels. And we prepare those job analyses of the department head (Appendix 1).
3.1 Recruitment Method
-Internal transfer
We suggest internal transfer is our major channel for employment the department head,
we will transfer the assistant department head from other The Ritz Carlton Hotel, because
they are concise about the hotel culture and they have certain experience of the post,
transfer them to be a department head, they will feel company trust them, thus increase
more loyalty of the brand and willing to pay effort to achieve the target of the hotel and
this is fast and inexpensive.
-Employment Agencies
This will be the second channel for employ the management level staffs, so we can
ensure the candidates have the certain ability suitable for our hotel, this can save the time
of both sides. Especially the managerial level staff, we will intend to use private agencies,
although use private agencies will be more high cost, yet we can ensure hire the
candidates meet our standard and assist hotel to meet our vision and mission.
-Advertisement
It is the main method to hire the front line staff. Because that can gain a great number of
candidates for choose the high quality suitable employees. We intend post the
advertisement to our own website and the internet job sites, because the cost can be more
reasonable.
3.2 Selection
We propose our selected candidates should be conscientious and careful, so that we can
ensure our future employees are fit our promise “We are Ladies and Gentlemen serving
Ladies and Gentlemen.” As this reason, it is very important for Ritz-Carlton to locate a
good interview method and process in order to find out the most suitable employees.
Therefore, we have created a series of selection methods.
-Application form
It is the first step of the selection process and indispensable of recruitment. We can reject
the applicants who are obviously unqualified. For example, we are just considering the
degree holder or above candidates who apply management level’s job post. So, it can
avoid the redundancy and reduce the time and expensive. (Appendix 2)
-Aptitude test
Having a good aptitude test is a vital tool to evaluate the skills and abilities of the
applicants. Especially, the management level employees, because they are having an
essential impact to our organization. So, we have created a series of job-related test for
different levels of job. They are not only including the background information of Ritz-
Carlton but also provide the test of common knowledge and case studies which is
according to their job. Moreover, we have created the psychic test in order to find out
their personality which is suit for out hotel. (Appendix 3)
-Preliminary interview
Preliminary interview provide the face-to-face contact. So that we are not only can have a
preliminary appraisal but also get a chance to promote the image of our hotel.
Preliminary interview can be divided into one-to-one and group basis. For some higher
level such as manager or executive staffs, we will conduct a one-to-one interview.
However, for some lower level of staff, we will conduct a group interview. The
applicants who have the satisfy performance within the interview will be chosen for
further consideration. (Appendix 4)
-Secondary interview
After the preliminary interview, the outstanding applicants will have the secondary
interview. Within this interview, the line manager will have a further interview deeply
with the applicants. So, it can ensure the most suitable applicants can be chosen to fill in
the right post.
-Background investigation.
It is vital for some high level applicants. They may have a critical impact of our hotel and
we must provide the special care to this post. So, we measure a background investigation.
-Physical examination
The purpose of the selection process is to see if the applicants have any contagious
diseases such as tuberculosis which may affect the health of the other employees. Also,
physical examination can help us to ensure the applicant is physically capable to perform
the job.
4. Training and Development
Our education and training is designed to keep individuals up to date with business needs.
We have the responsibility to make sure that training stays current with business needs.
To do this, we work with Quality Executives to set an organization and job performance
training requirements or revise existing ones. With our human resources practices, the
key developmental training needs are addressed through a core of courses that all
employees receive and every employee receives more than 250 hours of training in the
first year of operation. To gain real-life developmental experiences, we make extensive
use of developmental assignments in which people choose to expand their knowledge and
experience through requesting new assignments within and across hotels and functions.
4.1 OFF the job training
-Leadership Centre
The most famous training programme in Ritz Carlton “Leadership Centre” assists those
Ritz Carlton hotels to establish the well known brand in the world and achieved the
mission and vision. There are numerous courses of the “Leadership Centre” to train our
employees for many purposes. To train up our senior executives, we have the ‘’Executive
Education Series ‘’ which include the ‘’Implementing a Customer-Centric Culture
course’’.
-Orientation Training
All employees receive the same mandatory two day orientation process, which includes
classroom type training on The Gold Standards and The GreenBook (Appendix 5.1) .
Base on the department which they work in, they may be assigned learning coaches who
train and certify them on the core competencies of their jobs.
It will be measured through the operational certification. It makes sure that the employees
are certified within their jobs’ first 21 days and in alignment with the Gold Standards for
the hotel. We have also provided tools like online training modules and detailed
operational manuals that help facilitate that certification process.
4.2 ON the job training
Although job induction training is classroom delivered by the trainer, most training
delivery is on-the-job.
-Apprenticeship Training
In apprenticeship Training, employees studies under the guidance of a senior leader. This
method is widely used in housekeeping and kitchen department.
-Job rotation
In job rotation, trainees move from department to department to broaden their
understanding of all parts of the hotel and to test their abilities. They will involved in its
operations and learn the duties by actually doing it.
4.3 Check the Results
Results of the training and development of our employees are checked by different
methods:
(1) Quality Selection Process Measurement
(2) Day 21/365
(3) Training Certification Review
(4) Performance Appraisal Review Evaluation and
(5) analysis of employee surveys. (Appendix 5.2)
4.4 Performance and Management Appraisal
Beside those programmes of training and development, The Ritz Carlton always done
annual performance appraisal to identified the weaknesses and strengths of employees.
the appraisal had done by senior human resources to analyze the result and this is a
method for determining the remuneration for employees.
In order to achieve the goal of our hotel, we need to carry on some intensive activity to
improve our hotel performance. Ritz Carlton Hong Kong, we are determined to do the
appraisal in half of year in first 2 years, because hotel is in the beginning stage, and many
things in this stage are not stable. We can through performance appraisal to do some
corrective action immediately. After 2 years, performance appraisal will carry on
annually. (Appendix 6 & 7)
5. Compensation
5.1 Pay Plan of Ritz- Carlton Hotel
We decided to use a competency- based pay plan in Ritz- Carlton Hotel. We would not
use the traditional pay plan since it pays for the job title of the staff hold but not for the
effort and work the staff did. Therefore, if we want to achieve the high- performance
work system, we have to use the competency- based pay plan in our hotel. Also, this pay
plan can support our hotel’s strategy such as team- building, empowerment etc that it can
lead our hotel to higher quality and lower absenteeism rates. Based on the competency-
based pay plan, we pay for the skills, knowledge, and competencies that the staffs have.
Staffs seek fairness at work. They want to have fairness or equity between what they
perceive as their contribution and their reward. There are four forms of equity which is
external equity, internal equity, individual equity and procedural equity.
Form of equity Meaning
External equity How a job’s pay rate in one company
compares to those of other companies.
Internal equity How fair is the job’s pay rate when
compared to those of similar jobs in the
same company.
Individual equity Fairness of an individual’s pay as
compared with those of co- worker
doing similar jobs.
Procedural equity Perceived fairness of the procedures
used to make decisions on pay.
In order to establish pay rate equally, there are five steps for our hotel to ensure external
and internal equity.
Step one
• Conduct a salary survey to find out what other employees are paying for
comparable jobs in other same grade hotels.
Step two
• Use job evaluation to produce a salary hierarchy.
Step three
• Group the similar jobs according to the equal difficulty or importance that
established by job evaluation into pay grades.
Step four
• Assign pay rates to each of the pay grade
Step five
• Fine- tuning on pay rate
• Developing the pay range
• Collecting the out- of- line rates
5.2 Pay for performance and Financial incentives
In Ritz- Carlton Hotel, there are performance- based incentives to motivate employees.
We not just satisfy the extrinsic rewards of our employees but also intrinsic rewards. We
use incentive to motivate employees to try their best to work harder and perform higher
quality service.
We know that different employees have different personality, abilities, values and needs,
they will react to different incentive in different ways. Therefore, we will fine- tune the
incentives to satisfy the different needs of our employees.
There are different types of incentive plan we can use in different departments.
-Housekeeping Department
We will use the piecework plan in housekeeping department. If housekeepers can clean
400 guests room per month, they can have $ 800 more in their salaries as an incentive and
reward. 420 guests room per month can have $1100 more and 450 guests room can have
$1500 more.
-Front line department
We will use merit pay in front office, conciger and customer service department. The
salaries of employees will be increased based on their individual performance. Managers
of each department will evaluate the employees’ performance every month based on the
recommendation from guests and observation and record the appraisal result to their
personal file. Then at the end of the year, manager will select the top three of the best
performance employees. The best performer can have 15 % lump sum payment of his/
her year salary, then second one can have 10% lump sum payment and third one can have
5%.
-Back office
Most of the office in our hotel are work in team. Hence, we need incentive plans that both
encourage teamwork and focus team members’ attention on performance. We will set
work standard for each team member and then calculate each member’s output. Then, all
members can receive pay equal to the average pay earned by the team. Also there are
over standard of team performance such as the participation and attendance. For example
if everyone in the team going to work on time every day, then the team can receive $ 500
incentive per month.
5.3 Benefit
As we know, employees are the most important property of hotel. Therefore, it is very
important for every level staffs to corporate thus maintain a good hotel and it is not only
the responsible for the managerial staffs, but also the junior staffs. As this reasons, based
on the benefits of the Ritz Carlton. (Appendix 8), we also create a series of special benefit
to our staff. So, we believe that those benefits must be increase the motivation and
connective among employees thus help us to achieve the mission and target – become the
top three hotels in hotel of Ritz-Carlton.
-Retirement and Savings
Most of us will spend up to one-third of our lives in retirement, and we need to have
adequate means to support ourselves during those years. Therefore, we provide a series of
saving and retirement plan to our employees.
Pros:
Provide the security of employees’ retirement.
Feel worthwhile of their work.
Maintain the morale with the organization.
Reduce the turnover
-Performance-related pay
These link pay to a measure of individual, group or organizational performance. There
are a wide variety of methods used including gain sharing, profit-related pay and
straightforward bonuses, but all schemes assume the promise of pay will provide an
incentive to greater performance.
Salary can be set on the basis of employee performance evaluation. A performance
related bonus can be given as an alternative and annual bonus. The targets can vary
depending on the type and level of work that the individual employee does.
Pros:
Increase the productivity of our hotel.
Increase the morale between the employees.
Improving employee engagement.
-Flexible benefits
It is schemes that enable employers to allow staff to select the benefits that suit them.
There are three main types of benefits plans: core benefits, flexible benefits and voluntary
benefits. These describe the way benefits offered, and are not types of benefits. For
example: Private medical insurance (PMI) can be offered as core benefit, a flexible
benefit or a voluntary benefit.
-Team-building
We will create a series of team building exercises such as sports day, annual dinner and
work shop to maintain the relation among managers and employees thus increase the
productivity and benefit to the hotel.
Pros:
Encourage staff to bond away from the office and can result in better employee
engagement.
As well as improving employee relations and connective within the teams of
employees
Improve overall employee motivation in the workplace.
-Employees’ birthday
We will provide gift, birthday discount in hotel room, service or restaurant to our
employees. Also, employees can choose their holiday before or after their birthday. So
that they can enjoy their birthday holiday and no need to worry about the work.
-Provide more annual holiday to employees
Rest is very important for everyone. Therefore, provide more holidays not only can let
the employees take more time to rest, but also increase the productivity.
-Employee discount
Discount for employees to use the service or product within hotel, discount also extends
to employees’ family. Not only employees can feel more
-Employee of month and other special awards
Employees who work in our hotel longer then 10, 20 and 30 years or above can get the
“Ritz-Carlton loyalty”. It can increase their morale and motivation thus works more hard.
-Give employees the chance to try the new product or service of the hotel
Not only the staff can know more about the new product in order to introduce to guests,
but also increase their interest of their work thus enhance the productivity.
-Transportation offer
Provide to some employees who live in the faraway place from the hotel. It can help
employees reduce the transportation time.
-Ritz-Carlton annual gathering
Hold on twice a year in Ritz-Carlton hotel. Employees can participant optionally. Within
the party, hotel will provide food and drink from the afternoon to night. So that
employees can join the party after their work. Through this party, not only employees can
meet more other staffs from different department, but also enhance the relationship
among the staffs of their own department.
6. Employee Relation
6.1 Ethics and Fair Treatment
For developing the good employee relationship, we must maintain the highest ethical standards and treat our employee fairly. So, the key of these are to assess and design the hotel’s ethics and fair treatment practice to keep us a good performance, high morale and commitment.
6.1.1 The Ethics Code
For improving the workplace ethics, we should publish an ethic code for Ritz-Carlton. We must make clear our expectation with respect to the values we want subordinates to follow.
6.1.2 Organizational Culture
For Ritz-Carlton hotel, we have our own rites and ceremonies towards our employees. We will give a recognition card for each of our employees. It can push our employee to stand for honor, confidence, service and cooperation. And all of the department manager should take a respond to create a harmonious culture within our hotel. The cultural symbols and behaviors can reflect the company’s shared values. Our manager should play an ethical role model before their subordinates.
6.1.3 Recruitment
Recruitment materials should mention our emphasis on integrity and ethics. And the selection process is applied consistently to show our values on ethical and fair treatment. Applicants will consider an interview as fair if it provides two-way communication, allows them to show their skills, offers feedback and has high validity.
6.1.4 Training
We will convey the ethic codes and program to employees though the training and development. And we will focus on new hire orientation, annual refresher training and the new employee follow-up sessions. We will also provide the actual tools for employees, such as the ethic handbooks, videotaped ethic program and online assistance.
6.2 Collective Bargaining
As we take with regard to labor relations and collective bargaining, we has designed a specific polices and procedures in place to help our managers to deal with the union activities. To resolve any dispute that may arise, we use the conciliation or mediation process to reach an acceptable agreement. For our Ritz-Carlton hotel, we have our own grievance procedure of the collective agreement. (APP) No matter the employee are unionized or non-unionized, each of them should maintain good relationship and works collectively to achieve the organization’s goal and to improve the quality of work life.
6.3 Employee Safety and Health
As the hazards and safety were the serious issues at hotel premises, we have designed a hotel’s safety and health systems to prevent any negative effect of accidents. We give safety matters high priority and provide safety training towards all employees. Accidents can be prevented by reducing accident-causing conditions and accident-causing acts.
6.3.1 Reducing Unsafe Conditions
Base on the checklist of mechanical or physical accident-causing conditions (APP), we have designed jobs to remove or reduce physical hazards and provide the personal protective equipment for the needed employees. All protective clothing and equipment will be easy to care for, maintain, and repair. Employee will be trained how to use it properly. We also highly enforce the employees to comply with safety rules and regulations to ensure their own safety and health.
6.3.2 Reducing Unsafe Acts
Managers should emphasize safety by praising employee when they show safe behaviors and listening of the safety suggestion and complaints. Besides, they should also be a good example and tell the subordinate especially the new employee about the safety activities.
In addition, during the recruitment and selection stage can screen out the candidates with the trait that may predict accidents on the job. And we will provide the multi-lingual safety training to instruct the employee in safe practice and procedures, warn them of potential hazards, and encourage a safety-conscious attitude.
We will post the safety poster around the hotel to remind employee for the safe act and implement the incentive scheme to reinforce the positive attitude toward safety.
7. Appendix
Appendix 1
Job Analysis
Job Description
Position: Director of Sales & Marketing
Job Summary: You'll be an integral member of the hotels management team, providing
expertise and direction of all aspects of the Sales and Marketing activities in
line with the overall business strategy.
Report to: Directly to the General Manager and supervise the Revenue Manager, Public
Relations Manager, Assistant Director of Sales, Sales Manager, Business
Development Manager and Reservations Manager.
Duties:
Planning, development and implementation of promotional strategies and
marketing
Create and implement programs to achieve greater profitability through
increasing average rate, overall occupancy and increased business
volume during off-peak periods
Market Analysis
Internal communication effectiveness
Quality Management and continuous improvement of systems &
processes
Annual departmental budgets and cost control initiatives
Job Requirement:
Degree in Sales & Marketing and minimum 5 years post graduate work
experience
6 years Sales & Marketing experience
Excellent communications skills, written & oral proficiency in English
Excellent presentation skills
Position: Financial Controller
Job Summary: We're looking for a Financial Controller to be part of the hotel team. Include
setting up all of the financial systems and processes for this property.
Report to: General Manager
Duties:
Providing cash flow projection and performance through controls on
inventory, credit and collection, disbursements, deposits and remittances
Preparing monthly position of actual results against budget, analysing
results and recommending to Executive Committee the measures
required to meet budget
Preparing consolidated quarterly position assessments for the General
Manager
Implementing and reviewing financial controls and policies
Designing of internal reporting systems
Managing internal and external audits
Managing capital expenditure compliance and approval
Reviewing of prices and recommending pricing strategy to the General
Manager
Job Requirement:
Bachelor of Business, Accounting, Finance or Commerce Certified Practising Accountant (CPA) qualifications preferred Excellent knowledge of hotel accounting software(s) e.g. Sun Basic knowledge of hotel reservations system(s) e.g. Opera, Fidelio Basic knowledge of hotel point of sales system(s) e.g. Micros, Squirrel Negotiation and effective presentation skills Experience working in Asia resort hotels is preferred Excellent English language skills are requiredKey responsibilities of the role
Position: Chief Engineer
Job Summary: maintenance of grounds and external facilities all fall within the span of
responsibility.
Report to: directly to the General Manager and Public Relations Manager
Duties:
Ensuring the effective financial management of the engineering
department by setting maintenance budgets, capital works programme's
and engineering plans
Planning, implementing and administering energy management
programmes
Ensuring staff awareness of energy management within the property
Contributing to guest satisfaction standards by ensuring that technical
support services quickly address, and where possible anticipate,
individual needs
Ensuring technically competent engineering staff are part of the team by
selecting, training and developing a motivated, well-qualified
maintenance team
Ensuring the effective operation of all the mechanical and electrical
systems and equipment by implementing and managing a preventative
maintenance program.
Job Requirement:
Must have 3-4 years experience
Must be HVAC certified
Other engineering discipline certifications preferred
Management experience,
Excellent leadership skills
Excellent communication skills needed
Position: Executive Housekeeper
Job Summary: Oversee and direct all aspects of overall Housekeeping operations which
includes guest rooms, public areas, laundry and other specified back-of-the
house areas.
Report to: Directly to the General Manager and supervise the Revenue Manager, Public
Relations Manager.
Duties: •Scheduling routine inspections of all Housekeeping areas
•Inspecting guest and public areas on a regular basis to ensure that the
furnishings, facilities, and equipment are clean and in good repair and making
recommendations for the upkeep of the same.
•Managing spring cleaning schedules.
•Communicating clearly with all relevant internal departments on issues of
guest needs and maintenance.
•Supervising outside contractors to ensure contractual compliance.
•Preparedness to implement assigned tasks during emergencies such as fires,
power failures and bomb threats.
•Planing for future staffing needs, involvement in the recruitment process,
orientation and training of new memebers of the team.
•Maintaining effective team rostering and leave schedules.
•Preparating and managing of the department's budget, including expense
forecasting in line with hotel occupancy and forecasts.
•Implementing and maintaining strict health and safety policies and
procedures.
•Maintaining stock of guest amenities, ensuring cost effective purchasing
whilst maintaining brand standards.
Job Requirement:•Minimum of 3 years at a supervisory level in a hotel Housekeeping
department or commercial cleaning company.
•Excellent ability to manage employee productivity.
•Excellent attention to detail.
•Detailed knowledge of health, hygiene and safety procedures.
•Detailed knowledge of cleaning chemicals and laundry equipment.
•Knowledge of Fidelio or Opera Reservations systems.
Position: Director of Front Office
Job Summary: Advises with management and sales staff on reservation status,
Report to: Directly to the General Manager and supervise the Revenue Manager, Public
Relations Manager, Assistant Director of Sales, Sales Manager, Business
Development Manager and Reservations Manager.
Duties:
Monitors room occupancy forecasts on 3-days, weekly and monthly
basis;
Advises management and sales staff on reservation status,
Forecasts and tariffs; determines rate structure for daily pick-up
Supervises room rates offered; spot checks VIP guest rooms; ensures and
supervises
All departments, housekeeping, accounts, security,engineering, and F &
B work cohesively together.
Job Requirement:
Degree in Front Office and minimum 5 years post graduate work
experience
6 years Front Office experience
Excellent communications skills, written & oral proficiency in English
Excellent presentation skills
Appendix 2
Application for Employment
Our policy is to provide equal employment opportunity to all qualified persons without regard to race, creed, color, religious belief, sex, age, national origin, ancestry, physical or mental disability, or veteran status.
Date ______________
Last name _____________First name ___________ Middle name________
Address _____________________________________________________________
City _____________________ State _______ ZIP _______
Telephone _______________Social Security #________________________
Position applied for ____________________________________________________
How did you hear of this opening? ________________________________________
When can you start? _____________________ Desired Wage $________________
Are you looking for full-time employment? Yes No
If no, what hours are you available? ______________
Are you willing to work swing shift? Yes No
Are you willing to work graveyard? Yes No
Have you ever been convicted of a felony? (This will not necessarily affect your application.) Yes No
If yes, please describe conditions. ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
____________________________________________________________________________________________________________________________________________________________________________
EducationSchool Name and Location Year Major Degree
High School ________________________________________ ______ ______ ______
College ___________________________________________ ______ ______ ______
College ___________________________________________ ______ ______ ______
Post-College _______________________________________ ______ ______ ______
Other Training ______________________________________ ______ ______ ______
In addition to your work history, are there other skills, qualifications, or experience that we should consider?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Employment History (Start with most recent employer)
Company Name ________________________________________________________________
Address ____________________________________ Telephone _________________________
Date Started ___________ Starting Wage ____________ Starting Position ________________
Date Ended _____________ Ending Wage ____________ Ending Position ________________
Name of Supervisor ____________________________________
May we contact? Yes No
Responsibilities _______________________________________________________________
Reason for leaving ______________________________________________________________
Company Name ________________________________________________________________
Address ________________________________________ Telephone _____________________
Date Started ____________ Starting Wage ____________ Starting Position _______________
Date Ended _____________ Ending Wage ____________ Ending Position ________________
Name of Supervisor ____________________________________
May we contact? Yes No
Responsibilities ________________________________________________________________
Reason for leaving ______________________________________________________________
Company Name _______________________________________________________________
Address _______________________________________ Telephone ______________________
Date Started ____________ Starting Wage ____________ Starting Position _______________
Date Ended _____________ Ending Wage ____________ Ending Position ________________
Name of Supervisor ____________________________________
May we contact? Yes No
Responsibilities ________________________________________________________________
Reason for leaving ______________________________________________________________
Attach additional information if necessary.
I certify that the facts set forth in this application for employment are true and complete to the best of my knowledge. I understand that if I am employed, false statements on this application shall be considered sufficient cause for dismissal. This company is hereby authorized to make any investigations of my prior educational and employment history.
I understand that employment at this company is “at will,” which means that either I or this company can terminate the employment relationship at any time, with or without prior notice, and for any reason not prohibited by statute. All employment is continued on that basis. I understand that no supervisor, manager, or executive of this company, other than the president, has any authority to alter the foregoing.
Signature_______________________________________________ Date _________________
Appendix 3
Aptitude Test
Question
English
1. How many meaningful English words can be formed with letters WLFO using each letter only once.
Ans: flow,wolf,fowl
2. Word knowledge vocational aptitude test measures your ability to select the correct meaning of words and synonyms .
Frugal nearly means:(i) scanty(ii) more(iii) non-economical(iv) rich
Answer: scanty
Mathematic
1. What is the scientific notation for 7,890,000?
(i) 7.89 × 10-2 (ii) 7.89 × 102 (iii) 7.89 × 10-5 (iv) 7.89 × 106
Answer
In scientific notation, until there is only one digit to the left of the decimal moves the digits. For 7,890,000, you move the decimal to the left by 6 decimals. The answer is iv. Furthermore, there are 3 significant figures in 7,890,000.
Appendix 4
Interviewee Evauluation Form
CANDIDATE DATE INTERVIEWER
POSITION DEPARTMENT HIRING MANAGER
INSTRUCTIONS
Please complete this form immediately following your interview with the candidate. Please rate the candidate’s answers to each interview question and provide written comments to annotate your ranking.
WORK EXPERIENCE
Does the candidate’s previous job experience give him or her the skills needed to successfully meet the requirements of the position?
[ ] 1–Unsatisfactory
[ ] 2–Satisfactory [ ] 3–Average [ ] 4–Above average
[ ] 5–Outstanding
EDUCATION
Does the candidate have the education and/or training to meet the requirements of this position?
[ ] 1–Unsatisfactory
[ ] 2–Satisfactory [ ] 3–Average [ ] 4–Above average
[ ] 5–Outstanding
TECHNICAL QUALIFICATIONS
Does the candidate have the technical skills required for this position?
[ ] 1–Unsatisfactory
[ ] 2–Satisfactory [ ] 3–Average [ ] 4–Above average
[ ] 5–Outstanding
COMMUNICATION SKILLS
Rate the candidate’s communication skills.
[ ] 1–Unsatisfactory
[ ] 2–Satisfactory [ ] 3–Average [ ] 4–Above average
[ ] 5–Outstanding
TIME MANAGEMENT
Does the candidate seem to manage his or her time well?
[ ] 1–Unsatisfactory
[ ] 2–Satisfactory [ ] 3–Average [ ] 4–Above average
[ ] 5–Outstanding
TRACK RECORD
Does the candidate have a high degree of success in meeting predetermined goals?
[ ] 1–Unsatisfactory
[ ] 2–Satisfactory [ ] 3–Average [ ] 4–Above average
[ ] 5–Outstanding
CUSTOMER MINDSET
Does the candidate demonstrate a high level of customer-oriented thinking?
[ ] 1–Unsatisfactory
[ ] 2–Satisfactory [ ] 3–Average [ ] 4–Above average
[ ] 5–Outstanding
ENTHUSIASM
How enthusiastic is the candidate about the position?
[ ] 1–Unsatisfactory
[ ] 2–Satisfactory [ ] 3–Average [ ] 4–Above average
[ ] 5–Outstanding
COMPANY KNOWLEDGE
How well did the candidate prepare for the interview?
[ ] 1–Unsatisfactory
[ ] 2–Satisfactory [ ] 3–Average [ ] 4–Above average
[ ] 5–Outstanding
SALARY EXPECTATIONS
Does the candidate have realistic salary expectations for this position?
[ ] 1–Unsatisfactory
[ ] 2–Satisfactory [ ] 3–Average [ ] 4–Above average
[ ] 5–Outstanding
OVERALL RECOMMENDATION
How suited is the candidate for this job?
[ ] 1–Unsatisfactory
[ ] 2–Satisfactory [ ] 3–Average [ ] 4–Above average
[ ] 5–Outstanding
OTHER COMMENTS
Appendix 5
5.1 Details of GreenBook
The GreenBook - We use the logic, processes and tools of managing for quality, set out
in our GreenBook, a handbook for our Ladies and Gentlemen. The Nine-Step Quality
Improvement Process is featured in this handbook to guide the design, control and
improvement of all processes. This process is emphasized during new employee
education, training and development and is ingrained in our process-oriented culture.
5.2 Methods of Checking Result
Quality Selection Process (QSP) - We measure the behaviour of potential employees at
all levels and categories through our QSP. These measurements are then arranged in a
performance graph of the necessary “themes” of each job. The graph also contains
comparative data which consists of industry and Ritz-Carlton norms.
Day 21 - 21 days after orientation, each orientation class re- unites for a day of evaluation
and debriefing. A similar session occurs on or near day 365.
Training Certification - Employees are subject to audit at the end of their initial training
period. And they must demonstrate mastery of the procedures of their job. Moreover, all
employees will successfully complete annual training certification for their position.
Evaluation of Performance Appraisals - Annual Performance Appraisal information is
evaluated to identify weaknesses in our approach to training and development
Analysis of Employee Surveys - We determine employee well-being, satisfaction and
motivation from formal surveys. Impartiality of survey analysis and recommendations is
assured by independent and objective design analysis and presentations.
Appendix 6
Employee Evaluation Form
Employee Self-Evaluation
Answer the following questions by checking the appropriate box to the right. After you have finished answering each question, total the number of checked boxes in each column. Multiply the total of each column by the severity factor for that category. Add together the total of each column. This is your evaluation score. The higher the score, the better your understanding is of your company, its structure and your role in it.
Below Average
(1)
Satisfactory
(2)
Above
Average
(3)
Superior
(4)
1. I know what the responsibilities of my job are.
2. I know who my supervisor is and what he or she is responsible for.
3. I feel my workload is too heavy.
4. I feel I can discuss my problems with my superior.
5. I know what my benefits are.
6. I feel that I am a part of a productive work team.
7. I always know what my daily and weekly goals are.
8. I know what the long-term goals of the company are.
9. I know what the organizational structure of the company is.
10. I feel I have had enough training to perform my job.
Total the number of responses in each column
Multiply the responses by each column’s severity factorAdd the results for your total audit score
Appendix 8
Benefits
The Ritz-Carlton considers the health and well-being of its employees to be one of its highest priorities. We are pleased to offer an array of benefits designed to meet the needs of today’s changing workforce.*
Competitive wages Promotions/Transfers Career Development Programs Two Day Orientation On-the-Job Training Well-tailored Uniforms Employee Recognition Programs Medical, Dental, Vision Coverage Life and Accidental Death & Dismemberment
Insurance Short and Long Term Disability Health Care and Family Care Spending
Accounts Domestic Partner Benefits Vacation, Sick/Personal and Holiday Pay Retirement 401(k) Plan Employee Stock Purchase Plan Employee Assistance Program Business Integrity Line Educational Assistance Program Employee Discounts on hotel rooms,
restaurant outlet meals and retail items Complimentary Employee Meals
* Benefits may vary based on geographic location.
Appendix
REQUEST FOR LEAVE OF ABSENCE WITHOUT PAY
FROM:
NAME EMPLOYEE ID# JOB TITLE DEPARTMENT
FIRST DAY OFF SALARY LAST DAY OFF SALARY
REASON:
BENEFITS (Where applicable):Please complete this section if you are enrolled in any of the following benefits.
Please note, this is a generic form and lists all benefits. Only select those that apply to your situation.
You must prepay where feasible, both your share and the grant’s share of benefit premium costs of each benefit plan you choose to continue. If you require detailed information about premium costs, select premium costs under your applicable business unit at http://www.usask.ca/hrd/benefits/benefit_plans.php#rsrch and/or refer to your paycheque.
If your final cheque, prior to your leave, is not large enough to cover the premiums for benefits, a billing arrangement will be made.
Please indicate whether or not you want to maintain some, all or none of your benefit coverage while on leave. If you choose to continue any of your benefits, you must continue them for the full period of your leave of absence.
For any leave, if you choose to cease your Supplemental Life Insurance coverage, coverage is terminated and you will have to reapply, providing medical evidence of insurability before coverage can be resumed.
Maximum period to maintain benefits is 3 years
BENEFIT PLAN COVERAGE ELECTIONS
Extended Health Care Enrolled Yes No Not
Dental Enrolled Yes No Not
Basic Group Life Insurance Enrolled Yes No Not
Supplemental Life Insurance Enrolled Yes No Not
Accidental Death & Dismemberment Insurance Yes No Not Enrolled
Spousal Supplemental Life Insurance Enrolled Yes No Not
Spousal Accidental Death & Dismemberment Insurance Yes No Not Enrolled
Salary Continuance Plan Enrolled Yes No Not
Research Pension Plan Enrolled Yes No Not
APPLICANT SIGNATURE: ________________________________________ DATE: ________________________
APPROVED BY:
Appendix
Application for maternity/ adoption leave
_________________________________________________________________________________________________
Name Employee ID # Department Dept Phone Home Phone #
DATES REQUESTED: (Maternity/Adoption Leave shall not exceed a period of fifty-two weeks)
From the Week Beginning: To the Week Ending:
________________________, _____ TO _______________________, _____
(Sunday) (year) (Saturday) (year)
Supplemental Employment Benefits (SEB) Plan: If you are eligible for maternity employment insurance (EI) benefits, the U of S will pay the difference between EI benefits and 95% of the employee’s salary for a maximum of fifteen weeks. Eligibility for the SEB plan is based on successful completion of the probationary period. (Article 15.8.1)
First two weeks of the maternity leave:
SEB Plan: SEB Plan does not cover this period, unless EI waives the 2 week unpaid waiting period. The SEB Plan
(Article 15.8.3) payments will be paid concurrently with maternity EI benefits.
Benefit Coverage: If you are eligible for EI and the SEB plan, U of S benefits will be maintained for the two week unpaid waiting period.
(Article 19.16) If you are NOT eligible for EI and the SEB plan, complete the Request for CUPE Leave of Absence without pay form.
Next fifteen weeks of the maternity leave:
SEB Plan: As defined in the initial SEB Plan description. Payments will commence once Human Resources has received your original maternity EI benefits cheque stub and in conjunction with Payroll cheque processing.
Benefit Coverage: If you are eligible for EI, benefit premiums and coverage will continue as usual during this period, except for pension. No contributions will be made to the pension plan during this 15-week duration, but service credits will be deemed to accumulate in the normal manner. If you elect to continue pension after this 15-week duration, then you will be required to make pre-payments for both the employee and the University’s share.
Next thirty-five weeks of the leave:
Benefit Coverage: If you are eligible for EI, CUPE Disability coverage and CUPE Group Life Insurance (Basic) must be maintained for the first 26 weeks of the leave. These benefits are optional after 26 weeks, provided you pay both employee and employer costs. Please note: If you choose to discontinue coverage after the first 26 weeks, a 3 month waiting period will have to be served upon return to work before coverage can be reinstated. You also have the option of continuing pension, dental and extended health plan and all Supplemental Life Insurance, providing you pay both employee and employer costs. If you choose to cease your Supplemental Life Insurance coverage you will have to provide medical evidence of insurability before coverage can be resumed.
BENEFIT OPTIONS (If you require detailed information about benefit costs, refer to your pay stub and/or visit the Human Resource website at http://www.usask.ca/hrd/benefits/benefit_plans.php#cupe and select Premium costs)
Would you like to maintain Group Life Insurance (Basic) beyond the first six months of your leave: Yes No
Would you like to maintain CUPE Disability coverage beyond the first six months of your leave: Yes No
For the next 35 weeks of the leave:
Would you like to maintain extended health coverage: Yes No
Would you like to maintain dental coverage: Yes No
Would you like to maintain all Supplemental Life Insurance coverage: Yes No
Would you like to maintain pension coverage: Yes No
Basic Group Life Insurance and CUPE Disability for the first 26 weeks will be deducted from your
SEB payments. You have 2 options for paying the remaining benefit premiums, please select
one: Deduct from final SEB cheque Submit post dated cheques. If you select the latter,
then you will receive a letter from Human Resources with the monthly benefit cost.
EMPLOYEE: ____________________________ (Signature) _____________________ (Date)
DEPARTMENT HEAD:______________________ (Signature) _____________________ (Date)
HUMAN RESOURCES:______________________ (Signature) _____________________ (Date)
Please forward this form to Human Resources with a Doctor’s note indicating the expected date of delivery and a Job Information Form from the department.
Reference
Anonymous. “Human Resources Partnership.” Performance Forum. 9 Nov 2009 “http://www.performanceforum.org/The_Six_Characteristics_of_Highly_Eff ective_Internal_Marketing_Programs.62.0.html#7”
The Ritz Carlton Hotel Company, L.L.C. “Human Resources Focus” Application Summary. 4 Nov 2009 “http://corporate.ritzcarlton.com/NR/rdonlyres/22E2CEC9-62A4-4EA2-9C3C-51628265E10E/0/rcappsum.pdf”