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.

______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
Education
School 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 [ ] 5–Outstanding
average

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 [ ] 5–Outstanding
average

TECHNICAL QUALIFICATIONS

Does the candidate have the technical skills required for this position?
[ ] 1–Unsatisfactory [ ] 2–Satisfactory [ ] 3–Average [ ] 4–Above [ ] 5–Outstanding
average

COMMUNICATION SKILLS

Rate the candidate’s communication skills.

[ ] 1–Unsatisfactory [ ] 2–Satisfactory [ ] 3–Average [ ] 4–Above [ ] 5–Outstanding
average

TIME MANAGEMENT

Does the candidate seem to manage his or her time well?

[ ] 1–Unsatisfactory [ ] 2–Satisfactory [ ] 3–Average [ ] 4–Above [ ] 5–Outstanding
 average

TRACK RECORD

Does the candidate have a high degree of success in meeting predetermined goals?
[ ] 1–Unsatisfactory [ ] 2–Satisfactory [ ] 3–Average [ ] 4–Above [ ] 5–Outstanding
average

CUSTOMER MINDSET

Does the candidate demonstrate a high level of customer-oriented thinking?

[ ] 1–Unsatisfactory [ ] 2–Satisfactory [ ] 3–Average [ ] 4–Above [ ] 5–Outstanding
average

ENTHUSIASM

How enthusiastic is the candidate about the position?

[ ] 1–Unsatisfactory [ ] 2–Satisfactory [ ] 3–Average [ ] 4–Above [ ] 5–Outstanding
average

COMPANY KNOWLEDGE

How well did the candidate prepare for the interview?

[ ] 1–Unsatisfactory [ ] 2–Satisfactory [ ] 3–Average [ ] 4–Above [ ] 5–Outstanding
average

SALARY EXPECTATIONS

Does the candidate have realistic salary expectations for this position?
[ ] 1–Unsatisfactory [ ] 2–Satisfactory [ ] 3–Average [ ] 4–Above [ ] 5–Outstanding
average

OVERALL RECOMMENDATION

How suited is the candidate for this job?

[ ] 1–Unsatisfactory [ ] 2–Satisfactory [ ] 3–Average [ ] 4–Above [ ] 5–Outstanding
average
 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 Satisfactory Above Superior

Average
Average
(1)
(2) (3) (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 factor

Add 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”