Running a hotel comes with a variety of responsibilities. If you have a professional manner, friendly personality and are able to think on your feet then this might be the career for you

In the role of hotel manager you would be responsible for the day-to-day management of a hotel and its staff. You would have commercial accountability for budgeting and financial management, planning, organising and directing all hotel services, including front-of-house (reception, concierge, reservations), food and beverage operations, and housekeeping.

In larger hotels, managers often have a specific remit (guest services, accounting, marketing) and make up a general management team.

While taking a strategic overview and planning ahead to maximise profits, the manager must also pay attention to the details, setting the example for staff to deliver a standard of service and presentation that meets guests' needs and expectations. Business and people management are equally important elements.

Responsibilities
Managerial duties vary depending on the size and type of hotel, but will include:

planning and organising accommodation, catering and other hotel services;
promoting and marketing the business;
managing budgets and financial plans as well as controlling expenditure;
maintaining statistical and financial records;
setting and achieving sales and profit targets;
analysing sales figures and devising marketing and revenue management strategies;
recruiting, training and monitoring staff;
planning work schedules for individuals and teams;
meeting and greeting customers;
dealing with customer complaints and comments;
addressing problems and troubleshooting;
ensuring events and conferences run smoothly;
supervising maintenance, supplies, renovations and furnishings;
dealing with contractors and suppliers;
ensuring security is effective;
carrying out inspections of property and services;
ensuring compliance with licensing laws, health and safety and other s

Job Description - General Manager

Purpose

To co-ordinate and maximize the hotel’s physical and Human Resources, achieving optimum standards of service and value to hotel guests within profit objectives and in a manner consistent with the company’s philosophy and policies.

Areas of Responsibility

A. Operations

1. Efficient operation and cost control of all hotel departments and facilities
2. Rooms and public areas consistently maintained to standards of attractiveness, comfort and cleanliness
3. Food and beverage consistently maintained to standards of quality, innovativeness, service and presentation
4. Energy consumption is monitored and minimized
5. Ensure adherence to relevant legislation relating to: fire; hygiene, employment, licensing, etc.

The attaining and maintenance of service levels that exceed expectations is one standard of measurement in measuring the above.

B. Human Resources Management

To achieve the best utilization and planning of staff resources, ensuring productivity and positive climate of staff relations

Areas of Responsibility Standard of Measurement

1. Effective staffing procedures  number of vacant positions
 current job descriptions
 reduce avoidable turnover

2. Good communication and distribution of  regular meetings with staff, representatives,
information and managers
 new employee orientation
 monthly newsletter
 bulletin boards

3. Effective scheduling and utilization of staff  control of labour cost and additions to staff
resources

4. Reporting relationships outlined  organizational chart prepared and distributed

5. Job expectations outlined and regularly evaluated  job descriptions prepared
 performance appraisals conducted

6. Adequate on the job training  turnover minimized

7. Awareness of and response to employee morale  turnover, grievances, vandalism, theft,
problems exit interview comments

8. Regular constructive employee appraisals  completeness of documentation and specific
training and development plans

9. Effective relation with union representatives  number of length of strike

10. Fair application of union contract  number of grievances

11. Ongoing management development  action plan for key management and
back ups
 minimal managerial turnover


12. Self development  agreement to spend time regularly in an
outside developmental activity

13. Ongoing awareness of local compensation and  regular survey of competition and discussion
benefits, practices and hotel’s relative with the Vice President, Operations
competitiveness

C. Guest And Public Relations

To represent the hotel and the company in a positive and productive manner to guests, colleagues and the community.

Areas of Responsibility Standard of Measurement

1. Efficient and friendly service to guests  number of negative complaints

2. Respond to all verbal and written comments and  time lapse between comment and response
takes action where required

3. Community awareness  GM membership and participation in
organization (Chamber, service club etc.)

D. Marketing

To be aware of the hotel’s position compared to local competition and ensure that plans are developed to maintain or improve that position as necessary and to maximize hotel sales.

Areas of Responsibility Standard of Measurement

1. Develop effective short and long term strategies  occupancy rate and guest mix

2. Ensure advertising and promotion program is  occupancy rate and guest mix
appropriate

3. Monitoring major competitors  provision of accurate and timely comparison
data

E. Security and Maintenance

To ensure the proper maintenance of the hotel’s physical facilities resulting in employee and guest safety, orderly operations, good appearance, compliance and legislation, suitable working conditions and cost control.

Areas of Responsibility Standard of Measurement

1. Develop a preventative maintenance program  repair and maintenance costs hotel
for hotel equipment and physical systems containment or reduction of insurance
insurance costs
 control of costs relating to emergency
breakdowns
 public area and guest room standards
maintained

2. Continuing awareness of need for fire safety  documented procedures for staff training, regular drills

3. Ongoing attention to working conditions  work areas clean, neat, lighted and
ventilated
 clean, adequate locker rooms and staff room
 adequate functioning equipment
 minimal time lost through accidents

4. As required, co-ordinate major renovation/addition  completion of projects on time
projects and within budget

F. Reporting

To ensure that appropriate systems and controls are in place and able to produce regular and accurate information for the hotel’s corporate offices analysis.

Areas of Responsibility Standard of Measurement

1. Appropriate information produces for hotel and  accuracy of specified reports and material
corporate analysis produced on schedule

2. Monitor P & L’s and correct problems  time required to identify and respond to
problem

3. Effective procedures for revenue control  prompt collection of receivables

4. Control of purchases and inventories  minimal waste and loss
 appropriate F&B inventory levels kept in
relation to volume of sales

G. Reporting Method

1. Operations: i. Annual budget to VP Operations
a. Operating
b. Capital
c. Special renovations and maintenance
ii. Purchase disbursement to VP Operations
iii. Monthly and weekly revenues to VP Operations
iv. Daily sales and labour to corporate controller
v. Bi-monthly payroll to corporate controller
vi. Monthly F&B report and analysis to VP Operations

2. Human Resources i. Annual staff forecast and analysis
ii. Annual training and development program and budget
iii. Annual management appraisals to VP Operations
iv. Annual salary administration plan to VP Operations

3. Marketing i. Annual marketing plan to VP Operations
ii. Monthly sales activity report to VP Operations
a. business mix
b. geographic survey
c. function summary
d. brochure inventory

4. Security i. Annual preventative maintenance program and/or monthly report on
& Maintenance managers assessment of general condition of building to VP Operations
ii. weekly preventative maintenance report to VP Operations
iii. monthly fire drill report to VP Operations
iv. Occurrence reports as required to VP Operations
v. monthly condition of “equipment and insurance” report to VP Operations


H. Working Relationships


Internal With: Purpose:

1. Corporate VP’s and managers  ongoing analysis, planning and problem
solving

2. Operations Vice President  frequent access for discussion, problem
solving and self development

3. Key department heads, assistant manager, food &  co-ordinating daily operations, subordinates,
beverage manager, room division manager, review, appraisal, and development
personnel manager, controller, director of sales


External With: Purpose:

1. Guests  positive public relations and complaint
resolution

2. Industry colleagues  market comparison, sharing information

3. College/University representatives  graduate recruitment, curriculum design,
guest speaker

4. Community representatives (Chamber of  positive awareness of company and hotel
Commerce, Service Clubs)

I. Staffing Guidelines

1. Education  a university degree or post-secondary hotel
school program. Several years experience in
a related industry can be considered
equivalent

2. Experience  several years related experience plus
specialized knowledge of at least one key
area of hotel management, i.e. finance/
administration, sales, or food and beverage

3. Skills  demonstrated success in the coaching and
utilization of people, as well as in managing
and co-ordinating i.e. planning, organizing,
decision making and problem solving

4. Personal Suitability  a mature well rounded individual who will
be respected and perceived as a leadership
figure