The employee in this class is responsible for planning, implementing, and administering the housekeeping program in a hotel which provides cleaning facilities and services.

Supervisory/Managerial Functions: Planning - Employee meets with the appropriate institutional and housekeeping staff to establish short and long-range cleaning needs for the hotel. Employee techniques needed, and provides staff on-the-job or other training in order to provide the necessary cleaning services. Organizing and Directing - Employee ensures effectiveness in assignment of staff and procurement of sufficient equipment and supplies to perform required cleaning operations. Employee makes internal organizational changes according to the needs of the institution and the housekeeping program. Budgeting - Employee, with input from subordinates, prepares annual projected budget for equipment, supplies, staff, and materials. Budget is reviewed by the immediate supervisor for final approval. Employee reviews monthly or quarterly budget printouts to verify expenditures, balances, and cost effectiveness. Training - Employee is responsible for providing various basic orientation training sessions and any additional training methods and procedures required. Setting Work Standards - Employee develops and initiates internal policies, procedures, and work standards to ensure a quality housekeeping program as required by hotel regulations. Reviewing Work - Employee reviews the work of the subordinates via monthly reports and meetings, tours, inspection of the hotel,input and reactions from subordinate supervisory staff, and reports from institution's staff. Counseling and Disciplining - Employee ensures that State and agency grievance policies and procedures are communicated to subordinates and followed. Disciplinary actions are discussed and approved by the immediate supervisor and the personnel office. Performing Other Personnel Functions - Employee has significant input on new hires, dismissals, disciplinary actions, and the ranking of staff for annual merits. Scope And Nature Of Work Supervised: Dynamics of Work Supervised - Work is relatively stable with infrequent programmatic change; however, work is subject to daily operational demands, coordination, and changes. Some change in procedures, equipment and supplies, and new facilities may be expected.

Here are 4 simple ways to plan and conduct very good briefing sessions.

1. Use ‘Briefing Notes’ and Cover the Basics:

Share earlier days’ service performance Highlight department or a group staff Discuss service improvements Talk about the sales target versus the real numbers Always relate figures to Month to Date, Year to Date and against Last Year Congratulate exceptional individual performances Talk up customer compliments received and Address guest complaints or non-compliance issues

2. Attitude – How You Present It

You (Store Head) do the briefing – always. You can have others conduct one sometimes for variety but you chair the proceedings.

Do keep in mind, as leader you set the tone for the day. So, it’s important to avoid negativity, disinterest or laziness by all means – even if you are not at your best that day. So make the briefing time positive and fun!

Never reprimand a team member during briefing but do compliment and elevate some one (in briefing) for a job well done. This way you earn the respect of you subordinates and their continued support for your leadership.

Find the energy to keep upbeat all the time – no matter what!

3. Duration and PlanningI urge that you keep the session concise and short. 15 minutes (most) is the ideal time-frame. Anything longer and you lost your team’s attention and the desired effect. Get creative when you can.Prepare your briefing notes in advance. I recommend that you keep your briefing topic (other than your sales performance figures), to 3 to 4 pointsonly. Spend between 2 or 3 minutes on each of them, recap the main agenda and end the briefing with a motivational and inspired close!Use the sample briefing template above to jot your points down and deliver them with energy and enthusiasm. Don’t stray – the briefing notes are there to help you stay the course. If you have multi-shift work schedules, use one briefing template for all shifts – so that the topic remains consistent in all briefing times throughout the day.

4. End of Day Debriefing is CoolAfter a challenging and tiresome day at the retail sales floor, a debriefingis wise to uplift frayed morale and spirits. I say it is good practice and habit to end the day with a short recap of the days’ events. You can touch on:

Overall operations for the day Performance of your team Highlight any good proceedings that happened Apologise for an error or miscommunication by you Congratulate and thank everyone for a job well done

The session should not take more than 5 minutes but I urge that you do this last act before dispersing your team. It’ll help put perspective back for you and for the team; especially on days when things were out of control, like during a busy ‘Sales Period’ or ‘Promotional Event’.Remember to always end with a high note and send your team home feeling appreciated and worthy. Trust me, you’ll be better for it the following day and so will your fellow group.

Monitor staff performance

Performance management is the systematic approach an organization takes in involving its workers, as individuals and team members, to meet the company’s goals. When employees are productive, the organizational mission is easily attained. To determine which employees are being productive, management has to continually monitor employees’ performance.

Step 1Know that for the organization to be successful, you must monitor assignments on an ongoing basis. Proper monitoring involves always reiterating to employees what must be done to achieve specific goals. Employee monitoring helps you to stay abreast of employees’ progress; it can also assist you in finding solutions to problems that are affecting the organization’s growth.

Step 2Provide feedback to the employees. Feedback is critical because it gives employees an idea of how well they are performing. If they do not have feedback, they will not know what areas they are progressing in or where they need to improve. Feedback also creates the incentive employees need to excel.

Step 3Provide specific feedback. The feedback you provide should be connected to specific incidents that you and the employee can understand, such as a certain project you gave the employee to complete. Do not include information that has nothing to do with the employee’s job performance. Further, ensure that you are qualified to provide the feedback. You must have an understanding of the employee and the employee’s job requirements to be able to provide trustworthy feedback.

Step 4Give feedback as often as possible. Do not rely on yearly performance reviews alone. Keep employees motivated by letting them know how they are doing on a regular basis. Provide immediate feedback on critical incidents – deal with problems as soon as they arise. End the feedback with a helpful link. Do not leave the employee wondering about what he should do next. For instance, if your feedback informed an employee of his negative behavior toward a work issue, end the feedback by providing him with positive steps he can take to improve his work attitude.

Step 5

Do not wait for formal award ceremonies to show your recognition of deserving employees. By consistently monitoring your employees, you learn who has satisfied and exceeded the company’s expectation. Make recognition an authentic day-to-day experience. Send thank-you emails and offer verbal congratulations frequently to those who deserve it.

Prepare daily report