酒店生产力手册Productivity_workbook.doc

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1、2022年-2023年建筑工程管理行业文档 齐鲁斌创作ProductionWorkbook生产力手册Prepared by制作人Department部门Date日期n Productivity Cycle 生产力循环n Expectations of All Three Customers三类客人的期望n Standards of Performance工作表现标准n Job Guidelines and Employee Profiles建立工作指引及员工简述n Business Levels营业额n Productivity Ratios生产力比率n Work Rosters排班表n Ze

2、ro-Based Staffing Guide零基数人员编制指引n Costing成本n Implementation and Training实施与培训n Monitor and Fine Tune监督和完善Productivity Cycle生产力循环1. Define Expectations of all Three Customers为三类客人的期望定义2. Develop Standards of Performance建立工作表现标准3. Develop Job Guidelines and Employee Profiles建立工作指引及员工简述4. Determine Bus

3、iness Levels确定营业额5. Develop Productivity Ratios建立生产力比率6. Build Work Rosters制作排班表7. Prepare Zero-Based Staffing Guide准备零基数人员编制指南8. Costing Is It Affordable成本 可以承受吗？9. Implement and Train实行和培训10. Monitor and Fine Tune监督和完善Define the Expectations of all Three of Your Customers为三类客人的期望下定义Guests顾客Be bold

4、 and challenge yourselves. Listen to your customers and identify what they really expect and need of your Department today. Times change, so to do the expectations of your customers.敢于挑战自己,倾听客人需要并了解今天他们对你部门的真正期望和要求。时代在变,客人的期望也在变。n List key expectations列出主要的期望n List key services you need to provide a

5、nd when（do they make business and financial sense？）, in order of priority以重要性为标准依次列出你所要提供的服务及何时提供这些服务。（这些服务在业务及财务上可行吗？）n List key service which would be nice to provide if you had the time（these should only be implemented if they make business and financial sense）列出当时间允许的时候你所能提供的一些额外服务。（这些服务必须是在业务和财

6、务上可行的前提下才可实行。）Employees员工n Do the standards of performance and job content meet the expectations of your employees？员工的工作表现与工作内容达到标准和要求了吗？n What can be done in term of job restructuring to maximize the satisfaction of your employees so that they feel productive and valuable？在工作重组方面可以做些什么而能够尽量满足员工,令他们

7、觉得自己是有生产力并有价值的呢？Owners业主n Do the Owners have expectations about the type of product you offer？业主对你提供的产品有期望吗？n Are you clear about their expectations for the financial performance of the hotel？你清楚酒店在财务表现方面的期望吗？Develop Standards of Performance to Meet Customer Expectations建立工作表现标准,达到客人期望Review existin

8、g or develop new standards of performance for those services you need to provide to meet all of your customer expectations. Dont focus on those, which would be nice to provide those should be considered only when the basics are in place.检讨你现在的工作表现标准或重新建立一套从而达到客人期望。不要把注意力集中在那些”最好能有”的服务,这些服务是应该在所有基本标准

9、已达到时才作考虑的。n Gather any existing standards of performance集合现有的工作表现标准n With your employees（they generally have the best ideas）,brainstorm and agree与员工一起集思广意益（他们常常会有最好的意见）,并达成共识- Those no longer relevant（discard）一些不在相关的工作表现标准（放弃）- Those which can be improved（most of any which have not been discarded）,f

10、or example by reducing steps and streamlining一些还可以改进的（那些还未被放弃的）,例如减少工作步骤或减去工作- Those which do not need to be changed（generally the minority）一些无需改进的（少数的）- Those which need to developed一些需要重新建立的n Be ruthless and radical in your approach think outside the box以大刀阔斧的手法行动,不要为思想范围所规范n Agree the above categ

11、ories with your immediate supervisor prior to developing the new standards of performance or amending the existing ones在建立新的或改进旧的工作表现标准前,必须与主管达成以上共识Develop Job Guidelines and Employee Profiles to Deliver Standards of Performance确立工作指引及员工简述以达到工作表现标准Your existing job descriptions will almost certainly

12、 need to be revised to match the new and revised standards of performance. More importantly, challenge every existing job description to make sure that it meets the following criteria：你现有的工作描述机几乎必定是要经修订以迎合新的工作表现标准的。最重要的是要挑战现有的工作指引,从而使他们能够满足以下条件：n Maximises employee flexibility（write job descriptions

13、 using broad descriptions and job functions）员工工作弹性最大化（以宽宏的字眼描述工种及功能）n Allows for maximum cross-functionality（ie multi-tasking）and job sharing（where available）尽量允许功能互换（多功能）和工作分担（当适用时）n Meets the expectations of the employees（is there enough scope/responsibility/opportunity to learn new skills/empower

14、ment？）满足员工的期望（是否有够的工作范围/责任/学习新技能的机会/授权？）n Meets the needs of the department in terms of providing coverage满足部门的工作及人员量n Minimises reporting layers减少汇报的层面Determine Business Levels（i.e Demand for Your Services）确定营业额（对你所提供的服务的要求）If your purpose in work is to satisfy the needs and expectations of your cu

15、stomers, then it is only logical that you must know the demand for your services and products.如果工作的计划是要满足客人的需要和期望,在理论上你必须了解客人对你所提供的服务和产品的要求。You should identify：你需要认清：n Whether you are receiving the information you need on a regular basis to understand the demand levels你是否得定时得到能让你了解客人需求的数据n The volum

16、e of demand（by hour）客人需求的数量（以小时计）n The peaks and troughs and when they typically happen客人需求的高峰和低潮期,以及他们出现的规律n The extent to which you can manage this demand（eg by providing alternatives, by creating a demand for something else at a different time, etc）你能控制这些需求的程度（比如：提供代替品、创造第二种需求并在其它时间提供）n The poten

17、tial damage if you dont deliver on demand but require the customer to wait（what is acceptable, customary or normal-for this service）如果你不能满足客人的需求并要他们等候,对公司的潜在损害有多大（什么是可接受的、惯常的、或是.）Develop Productivity Ratios建立生产力比率Productivity ratios are required to accurately calculate the number of employees requir

18、ed to run your department and to be able to effectively manage them on an ongoing basis。我们需要生产力比率来准确计算部门运作所需的员工数目及如何持续并有效地管理他们。In technical terms, a productivity ratio is a measure of output of goods and services relative to the input of labour, materials and equipment。以专门术语来讲,生产力比率是用来衡量货物及服务的输出与所投入

19、的人力资源和设备的相对性。When developing productivity ratios, they should be SMART, and revised and readjusted on a regular basis。当建立生产力比率时,他们必须是SMART的,（具体的、可衡量的、可达成的、现实的及有时间性的）,并需要经常地检讨及调整。Employees must understand the ratios and agree with them as one measure of their performance。员工必须明白这些比率并同意这将用以衡量他们的工作表现。Bu

20、ild Example Work Rosters制作排班表样本Work rosters must be built and revised constantly in line with business demands（daily, weekly or monthly）。排班表必须不断地制作及修改以配合营业状况的需要（每天、每周、每月）。However, to prepare a zero-based staffing guide and to determine the ratio of full-time, part-time and casual employees required,

21、 an outline work roster is necessary。但要准备一份零基数人员编制指引并确定全职、兼职及临时员工数的要求。我们必须有一份排班大纲。Remember the following, when building an outline roster：在制作排班大纲时,切记：n Employees are willing to be flexible and welcome the opportunity to be multi-skilled员工们愿意有弹性的排班和有机会成为多技能的职员。n Many employees are also open to “flexi

22、-hours” and the days they work / take off许多员工会欢迎”弹性上班时间”和更有弹性地安排工作与休息日n Your focus should be to work smarter, not harder你的注意力应该集中于如何更聪明地工作而不是更辛劳地工作。n Effective rostering maximizes the ROI on the payroll dollar有效的排班能使投资在员工薪金的回报最大化n Effective rostering build in maximum flexibility in meeting fluctuati

23、ng business demands（ie staffing levels should match hotel occupancy and business levels）有效的排班能使员工编制弹性最大化,用以迎合营业需求,（人员编制应与营业状况相配合）Prepare a New Zero-Based Staffing Guide准备零基数员工编制指引The culmination of all of the previous six steps is the preparation of a zero-based staffing guide which will indicate th

24、e job titles, numbers and categories of employees required（full-time, part-time or casual）。以上六点的最终目的就是为了准备零基数人员编制,它可以显示职位、数量和员工类别（全职、兼职或临时工）。Cost the Staffing Guide Is It Affordable？人员编制指引的成本 可以承受吗？Based on the numbers and categories of employees in the staffing guide, the next step requires you to

25、cost your staffing guide to determine if it will allow you to meet or better your budget, or allow you to make the profit margins that are required。以员工数目及类别为人员编制指引的基础,下一步将要求你计算人员编制的成本以确定它能否帮助你达到或低于预算,抑或是帮助你完成利润。When costing your staffing guide, remember to include all employee costs：当你为人员编制指引计算成本时,切

26、记要把所有的员工成本包括在内：n Salary工资n Employee taxes payable by the hotel酒店要为员工支付的各项税n Pension contributions养老金缴纳n Medical benefits医疗保险n Housing（Where applicable）住房n Sick, maternity and other leaves mandated by local labour law病假、产假及其他法定假期n Severance costs遣散费n Other termination costs其他终止合同的费用n Training培训n Unif

27、orm制服n Employee meals员工用餐n Hiring costs招聘费用n Social activities员工活动n Transportation交通费Implement the Changes and Determine What Training is Necessary to Achieve the Changes实行改变并确定要成功改变所需的培训If you have completed steps 1 through 8 thoroughly, there will be changes you will want to make。 Some will be imm

28、ediate and short-term。 Others will be longer term。如果你全部地完成了第一至第八个步骤,你将想要作出一些改变。这些改变有些是实时且短期的,而有些则是长期的。Almost all of them will require some form of communication to employees and retraining or training of new procedures。 In addition, there will be changes which will require legal considerations, a re

29、view of the collective bargaining agreements and revised letters of appointments/contracts。几乎所有的改变都需要与员工应有的沟通,加上再培训或对新工作程序的培训。并且,有一些改变还需要法律方面的考虑,例如集体谈判协议的修改和协议/合同的修订。In this section, you should develop an action plan, with deadlines and responsibilities, and include the training required to achieve

30、your goals。 Remember that the training will require resources（time and personnel）。在这个部份,你应当建立一个包括期限及责任与能够协助你达到目标所需的培训和行动计划。切记培训是需要资源的（时间和人力）。Monitor the Effectiveness of the Plan and Fine Tune as Necessary监督计划的效力并在有需要时进行改进Despite the care with which you have completed the previous steps, every plan

31、will need to be closely monitored during the implementation process and fine tuned once completed。除了有耐心完成以上的步骤,每一个计划都需要在进行时严密地监督,并且在完成后加以完善。Employment Practices聘用方法Write appointment letters/letters of employment/contracts which：撰写任命书/聘书/合同：- State only generic positions（eg Waiter do not specify outl

32、et/department）只说明职位的类别,例如：服务员-不需说明餐厅/部门- Have specific, limited time frames to match seasonal staffing requirements有具体的时间限制以配合不同季节的人员编制需求- include a mobility paragraph in the agreement in which the employee agree to work in other departments as required。在协议中包含人员调动的内容,以确保员工同意在必要时被派往其他部门。Write job des

33、criptions（and employee specifications）which describe broad responsibilities to maximize flexible deployment of employees在撰写工作职责描述（及员工简述）时,应概略地形容工作责任以令人员编制的弹性达到最大化- keep as generic as possible尽可能的概略- ensure flexible job functions确保有弹性的工作职能- minimize detail about job function减少工作中的细节- combine multiple

34、, traditional job titles under one broader title, for example：在一个概要的职称下组织一系列的多元化的传统的职称,例如：n Housekeeping Attendant（guestrooms、public areas、uniform、linen）and Laundry Attendant combine将客房部服务员（客房、公共区域、制服房、布巾房）及洗衣房服务员结合n All Front Office positions combines（Front Desk、Concierge、Regency Club、Bell Attendan

35、t、Telephone/Communications Centre、Business Centre,etc）将所有前厅部职位合并（前台、礼宾部、嘉宾轩、行李部、电话房、讯息服务中心、商务中心）Collective Bargaining Agreements集体谈判协议Establish a range of levels within each generic job title。Each level should earn a different wage and be competency-based。This will provide employees with a sense of

36、career progression, and management personnel can combine levels to meet business/operational requirements and payroll budgets。在每个概要的工作职位下建立不同等级,每个等级应以不同的能力为基础配以不同的薪酬。这种作法不只能让员工有职业上求发展的希望,也能让管理人员通过运用不同等级来配合营运需求及工资预算。Ensure that no time commitments are made to part time employees（ie maximize the range

37、 of hours which they may work to match business levels）。确保与兼职员工没有时间上的承诺,（尽量利用他们的工作时间以达到营运目标）Ensure that any agreements include the option to average the ordinary？hours of full-time employees。确保在所有协议中都包括一项”平均”全职工作人员”日常”时间的条款Provide for an “other hours” clause in agreements allowing employees to be cr

38、oss-utilised in different departments an introductory rate, providing cross-training while controlling payroll levels。在协议中提供”其它时间”的项目以让员工能在不同部门交叉培训的同时控制他们的工资标准Alternative Staffing Strategies其他人员编制Use more part time employees to cover peak business periods or seasonal type work（for example Breakfast

39、Waiters,Gardeners）多用兼职员工以应付营运高潮或季节性工作（例如：早餐服务员、园丁）Consider having two groups of Food and Beverage employees：one group permanently assigned to a specific outlet（permanently assigned）,and another which is not assigned, trained in every outlet in depth and may be allocated as business levels change by

40、the hour/day（free assigned）。考虑建立两组餐饮部员工：一组永久地工作在指定的餐厅（长期任命）,另一组则没有指定的餐厅且由不同餐厅作深度培训以配合不同时间/日期的营运需要（自由任命）Combine management responsibilities where possible, and provide ongoing supervision at a more junior level尽可能地综合管理责任并为基层员工提供不断”督导”Use students from local colleges for casual/part time employees（eg

41、Banquet Waiters）聘用当地大学生做兼职/临时工（例如：宴会服务员）Consider using Trainees and Apprentices to augment more experience employees during busy periods（ensure that they are given the proper training prior to being allowed to interact on their own with guests）在繁忙时考虑聘用培训生与学徒工以顶替许多有经验的员工（确保他们在自行与顾客直接接触前已接受必要的培训）Use g

42、raduate/post graduate students as interns for specific research projects聘用毕业生/或研究生作为个别研究项目的实习生Consider outsourcing：考虑使用承包- Employees（but having them supervised by Hyatt management personnel）, or员工（但他们需由凯悦管理人员督导）- The whole department/function（ie employees and management personnel are supplied by the

43、 outsourcing company）整个部门/工种（员工及管理人员可承包工司项目）Outsourcing has been successfully implemented in the following department in various Hyatt International hotel：以下的部门在不同凯悦酒店以承包的形式成功运作着：- Employee restaurant员工餐厅- Engineering工程部- Housekeeping客房部- Garage/parking service车库/泊车服务- Exterior landscaping and maint

44、enance外部园艺与保养- Stewarding餐务部- Laundry洗衣房- Gift shop礼品店- Bakery and pastry production面包与糕点制作- Other foods（eg basic cuts of meats and vegetables）and juice production其它食品（例如基本的肉类及蔬菜加工）与果汁生产- Security安全- Florist花房- Payroll薪资- Employee/guest transportation员工/顾客运输Have employees “share” jobs, for example：让

45、员工”分担”工作,例如：- Secretary in the morning and Front Office Clerk in the afternoon上午作为秘书,下午作为前台服务员- Housekeeping Attendant in the morning, Laundry Attendant in the afternoon上午作为客房服务员,下午作为洗衣房服务员- Breakfast Waiter in the early morning and Front Office Clerk in the later上午作为早餐服务员,下午作为前台文员- Security personn

46、el at employee entrance also act as a Receiving Clerk（in smaller hotels and where the physical layout allows）在员工出入口的保安员亦可兼作收货员（在较小的酒店且有专门硬件设计的条件下）Reassign responsibilities to reduce job title（for example, have service and kitchen employees in an outlet share the cleaning and dishwashing responsibilities traditionally assigned to stewarding employees）重组职责以减少工作职位（例如：让餐厅服务员与厨房员工同时负责餐务的清洁与洗碗工作）Carefully consider the benefits of using a fresh, overnight crew to set u