STANDARDS
3 EDITION rd
The role of LEADERSHIP in Quality Management What turn our GUESTS to be our promoters?
70+ Simple secrets on
COLLEAGUES engagement Find out why
INNOVATION matters
QUALITY OUR KEY TO SUCCESS! LANGHAM HOSPITALITY GROUP
Introduction to Q. League Strategic Teams and Q.League Standards Rating System 1 Leadership Focus 1.1. Development and deployment of Vision, Mission, Objectives and Values (VMOV)
03 04
CONTENTS
05 07
1.2. Internal Communication 1.3. Organisational Governance, Legal and Ethical Behaviour 1.4. Sustainability 1.5. Strategic Planning
2 Guest Focus 2.1. Know-Our-Guests Culture
19
2.2. Guest Relationship Building 2.3. Voice of Customer 2.4. Complaint Handling
3 Colleague Focus 3.1. Colleague Engagement
29
3.2. Development of Managers 3.3. Learning and Development System 3.4. Manpower Management 3.5. Workplace Climate and Environment
4 Innovation Focus 4.1. Culture of Innovation
41
4.2. KPI System 4.3. Process Improvement and Innovation 4.4. Knowledge Management 4.5. Information Management and Technology
STANDARDS
Introduction to
Q. League Strategic Teams and Q.League Standards Every hotel forms four Strategic Teams consisting of colleagues from different functions and levels to be the gatekeepers of our success in applying the Q.League Standards. The role of the Strategic Teams is to ensure our hotels have effective approaches to address the Q.League Standards under the four key focus areas: i) Leadership, ii) Guest, iii) Colleague and iv) Innovation.
At Langham Hospitality Group, we believe Total Quality Management (TQM) is significant to the company’s success. Our core belief of TQM is about People, in other words, it is about engaging every COLLEAGUE with the same purpose. To effectively reflect this team-oriented idea, we refer to TQM as Q.LEAGUE (Quality League). 4 Introduction to Q.League
The Q.League Standards are actionable items developed based on the Malcolm Baldrige Criteria for Performance Excellence from the United States. By using the Malcolm Baldrige Criteria as the foundation to develop our hospitality-specific and LHG-specific standards, we have a true guide on managing a hotel with effective quality management technology; and assessing our performance and commitment to quality. For Standards marked with an asterisk (*), Hotel shall drill down to a level with greater details to prove a robust Plan-Do-Check-Act(PDCA) system is in place. Detailed evidence shall be provided in each stage of the PDCA cycle. Please visit http://intranet/tqm to obtain electronic version of Q.League Standards.
5
Rating System Which one best describe your current approach?
Benchmark Systematic Repeatable methods and processes are used to address the standard. These methods and processes have been reviewed and evaluated. Improvements, if necessary, have been made in order to achieve the well-defined goals. Typically, a systematic process is already well-established, occurs regularly, and has already gone through a cycle of planning, implementation, evaluation, and improvement.
Not Systematic
No Approach There are few or no activities or processes used. The hotel has not established an approach to address the standard. There is no evidence that the hotel has begun efforts on addressing the standard.
DO
PLAN
An approach has been established but the standard is addressed only by activities rather than the use of systems. The approach is relatively reactive to immediate needs. Typically, approaches that are not yet systematic are those that are at the beginning stages, those that occur sporadically and are not effectively working towards the goals.
(Implement)
What is Systematic?
Systematic
ACT
(Improve)
Systematic approaches are used to address the standard. Approaches are innovative and effective in achieving the well-defined goals. Benchmark processes are those that exceed the expectations of the standard and should be shared to other properties for benchmarking.
CHECK (Evaluate)
*only the standards with the Systematic or Benchmark ratings will be counted as meeting the standard.
6 Rating System
7
Leadership Focus 1.1 Development and deployment of Vision, Mission, Objectives and Values (VMOV) 1.2 Internal Communication 1.3 Organisational Governance, Legal and Ethical Behaviour 1.4 Sustainability 1.5 Strategic Planning
1.1 Development and deployment of Vision, Mission, Objectives and Values (VMOV)
1.1.1
All ExCom members are involved in the annual review of Hotel Mission to ensure it articulates the hotel’s unique competitive edge and underlines how it stands out amongst competitive set.
* 1.1.2
Action plans are established to accomplish the Hotel Mission through its products and services.
* 1.1.3
The Hotel Mission is well explained to all colleagues to ensure they understand and live the Mission.
1.1.4
All ExCom members show clear understanding towards the VMOV.
1.1.5
The Hotel GM/MD personally shares the VMOV to all colleagues in both formal and informal settings.
* 1.1.6
The ExCom members share the VMOV in key hotel events, including but not limited to, annual strategic planning meeting, all colleagues meetings, department heads meetings, orientation programmes and ShowTime.
* 1.1.7
The hotel utilises The Daily Legend to promote VMOV and Essentials.
* 1.1.8
The hotel ensures the VMOV is well explained to all new colleagues through planned training programmes, such as orientation programme, 5Ms training and familiarisation programme.
* 1.1.9
The ExCom reviews the effectiveness of the deployment of VMOV to ensure all colleagues understand and live the VMOV.
* 1.1.10 The hotel utilises recognition programme(s) to recognise colleagues who are living the VMOV.
* 1.1.11 The hotel shares the VMOV with key partners and suppliers (including outsourced service providers) in order to ensure they understand and support our core values.
10 Leadership Focus
11
1.2 Internal Communication * 1.2.1 1.2.2
* 1.2.3
Daily ShowTime is held in all departments to motivate our colleagues; and remind them of the purpose before they start work. The Daily Legend is produced every day, and is shared in every ShowTime. The hotel utilises The Daily Legend to communicate information from different departments as needed.
1.2.4
The hotel makes the intranet available and easily accessible to all colleagues such as providing computers in staff cafeteria, resting areas, etc.
1.2.5
The GM/MD personally shares and comments on the Hotel Overall KPI performance monthly with all Department heads.
12 Leadership Focus
* 1.2.6
The ExCom Meeting is conducted at least once a month to review the progress of Hotel Overall and Departmental strategies, actions and goals. Meeting minutes are documented.
* 1.2.7
During the monthly KPI Review Meeting, ExCom members review the KPI results of relevant departments and provide directions for performance improvement.
* 1.2.8
Department heads share their key departmental KPI results and improvement actions with all of their colleagues in their monthly KPI briefing.
1.2.9
The ExCom shares the key KPI performance with all colleagues in the quarterly AllColleagues/Town Hall Meeting. The attendance of the meeting is monitored. 13
Governance, Legal and Ethical Behaviour
Behaviour
1.3 Organisational
Organisation
* 1.3.1
The hotel establishes and reviews regularly the governance policy that addresses the hotel’s governance system, including accountability of management, formation and duties of the ExCom, internal and external audits, fiscal control procedures and systems, and performance evaluation of the ExCom.
* 1.3.2
The performance of ExCom members is evaluated through the PRIDE and KPI measuring systems.
1.3.3
The ExCom members personally promote legal and ethical behaviour to all new colleagues in the Orientation/Familiarisation programme.
* 1.3.7
1.3.4
All key regulatory requirements, such as licensing of business, outlets, services, and labour related regulations, are monitored by relevant persons. All operations related licence applications and renewals are assigned to and monitored by dedicated person(s).
Ethical standards such as the Code Of Conduct are well communicated with and understood by colleagues, especially managerial colleagues.
* 1.3.8
Ethical and disciplinary requirements are communicated to all colleagues including full time, part-time and on-call/casual colleagues.
A written policy is in place for handling ethical breaches. All cases of ETHICAL breaches shall be documented.
* 1.3.9
The hotel communicates with suppliers on ethical requirements in relevant contractual agreements.
* 1.3.5 1.3.6
Training and refresher programmes in promoting ethical behaviour are included in the hotel’s Annual Training Plan for all colleagues.
14 Leadership Focus
15
1.4 Sustainability * 1.4.1
The hotel has clearly defined its key stakeholders, interested parties, community groups for fulfilling social responsibilities.
* 1.4.2
The hotel’s sustainability programmes align with the four key aspects of the CONNECT programme - Community, Colleagues, Environment and Governance.
* 1.4.3
The hotel considers its strength when planning its sustainability programmes.
1.4.4
The hotel establishes an annual sustainability plan to address key events to be organised to engage colleagues and guests.
1.4.5
The hotel shall maintain a clear record to keep track of community events and community hours of participants.
16 Leadership Focus
1.4.6
Every ExCom member personally participates in at least one community event per year.
1.4.7
The hotel has a designated CONNECT Champion to drive the hotel’s sustainability.
* 1.4.8
A cross-functional CONNECT Team is formed to review the hotel’s performance on environmental protection on a monthly basis.
* 1.4.9
The CONNECT Team evaluates the hotel’s products and operations’ adverse environment and social impact(s) on society.
* 1.4.10 Improvement actions are taken to address the impacts referenced in item 1.4.9. * 1.4.11 Goals and Measures, such as consumption of electricity, water or paper, are established to help monitor the hotel’s green performance.
1.4.12 The hotel seeks for third party endorsements from recognised organisations, such as Earth Check, for their sustainability efforts.
* 1.4.13 The hotel promotes their sustainability efforts and achievements through multimedia channels.
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1.5 Strategic Planning
* 1.5.6
In the strategic planning workshop, different business scenarios are considered to develop strategies capturing potential business opportunities.
1.5.7
The Hotel Overall Strategies address both short-term (one year) and long-term (three to five years) challenges.
1.5.8
In the strategies planning workshop, the need to outsource and/or eliminate its noncore functions is discussed in order to retain focus on hotel’s key strengths.
* 1.5.9
The Hotel overall Strategies support the Hotel’s Mission, company’s Vision and corporate strategies.
1.5.10 The annual Hotel Strategic Plan, including the SWOT analysis, the results of * 1.5.1
* 1.5.2
The hotel establishes a timeline for its annual strategic planning process. The process includes five key steps, i) Data Collection ii) SWOT Analysis iii) Hotel Strategies Establishment iv) Departmental Action Plans Establishment and v) Budget Review. Key participants of each step are identified. During the step of Data Collection, information on KPI, Competitive Analysis, Market & Industry Trends, Economic Outlook etc. is solicited. Data from key partners and suppliers are collected, if appropriate.
* 1.5.3
During the Competitive Analysis, hotel projects its key performance and compare it with the past performance and performance projection of its competitors.
* 1.5.4
Hotel conducts an annual Strategic Planning Workshop. All ExCom members and relevant department heads are involved. The workshop provides an environment that encourages innovation and open communication.
* 1.5.5
Based on the fact collected, SWOT analysis is conducted to identify the hotel’s strengths, weaknesses, opportunities, and threats. The analysis results are clearly documented.
18 Leadership Focus
brainstorming and the Hotel Overall Strategies, is properly documented.
* 1.5.11 All departments develop their annual Departmental Strategies and action plans to support the Hotel Overall Strategies. The strategies and action plans are documented.
* 1.5.12 Measurable goals are established for the Hotel Overall Strategies and Departmental Strategies. These goals form part of the Hotel Overall and Departmental KPIs.
* 1.5.13 The resources required for the implementation of departmental action plans are reflected in the hotel’s Budget and manpower plan.
1.5.14 The Hotel Overall Strategies are effectively shared with all colleagues through GM/MD briefings and All-Colleagues/Town Hall meetings.
1.5.15 Department Heads share their respective Departmental Strategies with their colleagues, and key suppliers and partners when appropriate.
* 1.5.16 The ExCom reviews the Hotel Overall Strategies regularly in the ExCom Meeting. Key changes to the original plans are documented.
* 1.5.17 Department Heads review the progress of their departmental action plans monthly. 19
Guest Focus 2.1 Know-Our-Guests Culture 2.2 Guest Relationship Building 2.3 Voice of Customer 2.4 Complaint Handling
20 Guest Focus
21
2.1 Know-Our-Guests Culture 2.1.1 * 2.1.2 2.1.3
The ExCom personally promotes the importance of collecting and recording guests’ unique preferences as every colleague’s responsibility. The hotel trains colleagues on using appropriate methods to collect actionable guest preferences and additional information about guests. This information is stored in the system appropriately and used to deliver the brand promise. Guest preferences are collected and recorded in GEM (Guest Experience Management) system on a daily basis.
* 2.1.4
The hotel improves its products and services based on guest feedback.
* 2.1.5
The hotel establishes or revises its SOPs based on guest feedback.
* 2.1.6
The Hotel GM/MD personally promotes the culture of taking initiative; creates an environment of trust and mutual respect for colleagues.
* 2.1.7
Colleagues are trained and understand how to fully utilise Hotel resources(e.g. GEMs, OPERA/Delphi, VOC system) to create unique experiences for guests.
* 2.1.8
In addition to the corporate training programmes, the hotel has a training programme in place on guest service that covers service concepts, service skills, communication skills and anticipation of guest needs.
* 2.1.9
The hotel has a programme in place that focuses on guest name usage. The programme shall include where to find, how to remember and how to use guest names.
2.1.10 The ExCom members and/or Department heads personally recognises colleagues
GUESTS CULTURE who have received guest compliments.
2.1.11 Guest engagement stories of the hotel and the sister hotels are shared in The Daily Legend minimally once a week.
22 Guest Focus
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2.2
Guest
Relationship Building 2.2.1
Market segments or customer groups for Rooms, Meeting, F&B, and Spa operations are clearly identified and documented.
2.2.2
The special characteristics and service requirements of each market segment are identified, documented and communicated with all relevant colleagues.
* 2.2.3 * 2.2.4 2.2.5
regional analysis, to identify potential business opportunities in different market segments.
According to the needs of various market segments, information about the hotel and its services are shared through appropriate channels, including but not limited to websites, social media and printed materials.
2.2.11 The hotel solicits and updates 1865 members’ profiles and preferences daily.
The hotel regularly reviews the specific needs of different market segments and tailors the products and services to fit their needs.
2.2.12 The hotel proactively identifies potential 1865 members and measures the number of
The hotel has identified its top Corporate, MICE, and Tour and Travel accounts that contributed 80% of its business in each segment. The hotel tracks the production of these accounts monthly.
2.2.13 The hotel proactively promotes the 1865 membership programme and monitors the
* 2.2.6
The characteristics and requirements of the top accounts identified in 2.2.5 are stored, updated and communicated with relevant departments.
* 2.2.7
The hotel identifies its core accomodations distribution channels, including GDS, hotel website, OTAs, wholesale, and TMCs. The hotel tracks the production and maximises the utilisation of these channels.
* 2.2.8
The hotel collects and analyses specific satisfaction data from the top accounts and uses this data to improve and sustain quality and satisfaction.
* 2.2.9
The hotel conducts Loss Business Analysis on corporate business, event business, etc.
24 Guest Focus
* 2.2.10 The hotel utilises multiple approaches, such as sales call, competitive analysis and
Measures are in place to help the hotel monitor its effectiveness in collecting this information. members signup.
number of members upgraded to the Gateway, Voyager and Destiny tiers.
* 2.2.14 Services and products are tailored based on the special preferences and requirements of 1865 members.
* 2.2.15 Preferences and requirements of 1865 members are communicated across
departments. The performance on delivering the preferred services and amenities to 1865 members is monitored.
* 2.2.16 The hotel collects and analyses satisfaction data from customers of CRM programs such as Ouida, takethelead, Couture, Optimum and Langham Supper Club, etc.
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2.3
Voice of Customer
* 2.3.1
All Excom members personally share the guest engagement index (such as NPS) of VOC systems to all colleagues in both formal and informal settings. VOC refers to Hotel Overall survey, Meeting Planners surveys, Feedless surveys, and Online Reputation Management.
* 2.3.2
Guest comments from Hotel Overall survey are reviewed and shared by ExCom members and department heads daily. Immediate action is taken when necessary.
* 2.3.3
The Hotel determines the key drivers that affect guest engagement and prioritise the improvement actions through tools such as Langham Logic.
* 2.3.4
* 2.3.7
Guest satisfaction data from Hotel Overall survey are segmented for analysis such as 1865, purpose of stay and geographical mix. The analysis is used to develop segment-specific improvement actions.
Guest comments from Meeting Planners surveys are reviewed and shared by relevant department heads daily. Immediate action is taken when necessary.
* 2.3.8
* 2.3.5
Relevant departments proactively collect email contacts from guests in order to conduct Hotel Overall survey.
Relevant departments collect email contacts for every event in order to conduct Meeting Planners surveys.
* 2.3.9
* 2.3.6
The hotel sets a target number of Hotel Overall survey responses, and monitors the number of responses to ensure sufficient data are received.
The hotel sets a target number of Meeting Planners survey responses, and monitors the number of responses to ensure sufficient data are received.
* 2.3.10 Guest comments from Outlets Feedless surveys are reviewed and shared by relevant department heads daily. Immediate action is taken when necessary.
* 2.3.11 The hotel sets a target number of Outlets Feedless survey responses, and monitors the number of responses to ensure sufficient data are received.
* 2.3.12 Guest comments from Spa Feedless surveys are reviewed and shared by relevant department heads daily. Immediate action is taken when necessary.
* 2.3.13 The hotel sets a target number of Spa Feedless survey responses, and monitors the number of responses to ensure sufficient data are received.
2.3.14 The hotel anticipates the expectation of potential guests by reviewing competitors’ guest feedback on social media and their new product offerings.
* 2.3.15 The hotel reviews guest feedback from social media websites daily, and take
immediate action when neccessary. Benchmarking results are reviewed and shared.
* 2.3.16 Hotel manages negative guest comments or reviews in accordance to the corporate guidelines.
* 2.3.17 Hotel reinforces the positive engagement by selecting positive surveys occasionally and sends personalised thank you emails to the guests. For online reputation management, positive reviews that draw future readers’ attention are selected and responded.
26 Guest Focus
27
2.4
The hotel establishes a tailored complaint handling SOP based on the master SOP provided by the Corporate Office. The SOP clearly states the steps and responsibilties of the relevant parties.
* 2.4.2
Guest complaints are well recorded with information on incident description, involved parties, investigation, resolution and case status.
* 2.4.3
Guest complaints are promptly acknowledged, followed-up and effectively resolved according to standards.
* 2.4.4
Details of every guest complaint case are reviewed to determine if preventive actions are necessary.
2.4.5
Guest complaints are categorised and the number of complaints received is measured.
* 2.4.6
Categorised guest complaints are reviewed monthly for trend analysis. Based on the trend analysis of guest complaints, relevant departments carry out corrective actions to prevent the recurrence of incidents.
* 2.4.7
ExCom members review the monthly complaint analysis to ensure the improvement actions are effectively taken.
* 2.4.8
Cost of recovery from guest complaints are recorded and monitored.
* 2.4.9
Complaint Handling
2.4.1
Complaint Handling
All colleagues are trained on guest complaint handling skills.
28 Guest Focus
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3.1 Colleague Engagement 3.2 Development of Managers 3.3 Learning and Development System 3.4 Manpower Management 3.5 Workplace Climate and Environment
Colleague Focus
3.1Colleague Engagement 3.1.1 3.1.2 * 3.1.3 3.1.4 * 3.1.5
A colleague engagement year plan is in place to address key initiatives such as satisfaction survey, colleague social activities, team building events, focus groups and other feedback channels. ExCom members and department heads personally participate in colleague engagement events referenced in item 3.1.1. Apart from the My Colleague Survey, the hotel utilises informal channels to collect colleagues’ feedback and grievances. The hotel conducts My Colleague Survey at least once a year to determine the key drivers that affect colleague engagement. The factors referenced in item 3.1.4 are determined for different colleague groups and segments, such as department, position level, or service tenure, etc.
* 3.1.6
The HR Department establishes a hotel overall improvement plan based on the findings of My Colleague Survey. The plan is endorsed by the ExCom.
* 3.1.7
Apart from the overall improvement plan, HR Department establishes mid-term or long-term strategies based on the findings from trend analysis of My Colleagues survey.
* 3.1.8
The HR Department reviews the My Colleague Survey hotel overall improvement plan monthly to ensure its progress and effectiveness.
* 3.1.9
Individual departments establish a departmental improvement plan based on the findings of the My Colleague Survey. The plan is endorsed by relevant ExCom member.
* 3.1.10 Department heads review their My Colleague Survey action plans monthly to ensure their progress and effectiveness.
* 3.1.11 The hotel relates the results of My Colleague Survey to guest satisfaction and financial results to drive improvement in relevant departments as appropriate.
* 3.1.12 The hotel monthly monitors other colleague engagement measures including sick
leave and turnover rate. Actions are taken to improve colleague engagement based on the results.
3.1.13 The hotel ensures PRIDE evaluations are conducted in a timely manner to measure all eligible colleagues’ performance.
* 3.1.14 The Individual Learning and Development Plan is developed based on PRIDE evaluation for all eligible colleagues.
3.1.15 The hotel utilises the KPI or PRIDE evaluations to recognise and reward colleagues with outstanding performance.
* 3.1.16 Exit interviews are conducted by HR when colleagues leave the company. Results of
the exit interviews are documented, aggregated and analysed by the HR department on a quarterly basis for improvement action.
3.1.17 The ExCom reviews the exit interview analysis referenced in item 3.1.16 on a quarterly basis and takes improvement actions when necessary.
3.1.18 When appropriate, the results of exit interviews referenced in item 3.1.16 are shared 32 Colleague Focus
with department heads for improvement actions.
33
3.2
Development of Managers 3.2.1
All managerial colleagues are trained on Q.League and Langham Logic. They are also trained on how to share the VMOV.
3.2.2
The hotel establishes and conducts regular managerial skills development programmes to prepare the potential manager to the next level.
3.2.3
All ExCom members and department heads are involved in the Q.League Strategic Teams.
* 3.2.4
The ExCom and managerial colleagues review their leadership effectiveness via channels like My Colleagues Survey and identify their training needs accordingly.
* 3.2.5
The hotel’s annual Learning and Development Plan addresses the overall needs on leadership development.
* 3.2.6
The Individual Learning and Development Plan addresses the specific development needs of each manager. The plan indicates what kind of learning and development initiatives shall be implemented and the learning objectives of each initiative.
3.2.7
The hotel identifies potential senior manager and participate in APEX programme. Establish and monitor the career path of the APEX participants.
3.2.8
All Managerial colleagues takes part in at least one of the following teams : Q. League Strategic Team, Langham Logic Team, CONNECT team.
3.2.9
All managerial colleagues’ Individual Learning and Development Plans are reviewed bi-annually with their direct supervisors.
3.2.10 The next position(s) of career progression and the competency required are clearly identified in the PRIDE evaluation for every managerial colleague.
* 3.2.11 The Hotel utilises PRIDE evaluations to identify talents and successors. 3.2.12 The ExCom members and Department Heads personally develop their successors and monitor their training and development progress.
34 Colleague Focus
35
3.3 Learning and Development System * 3.3.1 * 3.3.2 * 3.3.3 3.3.4 * 3.3.5 3.3.6 * 3.3.7
* 3.3.8 * 3.3.9
The hotel conducts a Training Need Analysis to identify the overall learning needs of colleagues on a yearly basis. The result of the annual Training Needs Analysis is documented. The hotel utilises the hotel’s strategies, results from PRIDE assessment, feedback from ExCom members and department heads, and also feedback from guests as inputs for conducting the Training needs analysis. The hotel develops and documents the annual Learning and Development Plan to address how it will deliver Learning & Development programmes to meet the training needs of colleagues. Apart from cultural, operations and generic skills training, the Learning & Development Plan also cover areas on regulatory requirements, ethical behaviour and social responsibility. The hotel’s annual Learning & Development Plan includes training programme information such as training topic, date, duration, target participants, resources needed, method of training and evaluation of the training effectiveness. The hotel’s annual Learning & Development Plan is reviewed and approved by the hotel GM/MD. Adequate resources are provided according to the plan. Education sponsorship or external training subsidies are available for colleagues to develop their skills and to support their career progression. Policy on these training sponsorship and subsidies are documented and communicated with relevant colleagues.
* 3.3.12 The departments utilise ShowTime to provide their colleagues with a daily learning
Every department establishes its scheduled training programme on a regular basis. The training programme is reviewed by hotel’s Learning & Development team.
* 3.3.13 All new colleagues receive probation reviews to discuss performance, expectations,
In accordance to different training methods utilised, the hotel applies appropriate ways to evaluate the effectiveness of the trainings conducted. (The hotel may evaluate the effectiveness of its trainings by considering i) if the participant is satisfied with the trainer/training method; ii) if the participant acquired the knowledge; iii) if the participant applied the learning; and iv) if business/operation results are produced.)
* 3.3.10 The hotel identifies the right departmental trainers at all departments and provides them with proper training skills and techniques.
* 3.3.11 Regular departmental trainers meeting is conducted to encourage experience sharing and provide learning support to the trainers.
36 Colleague Focus
opportunity.
and learning and development needs.
3.3.14 The hotel monitors the training hours each colleague received. Hotels may include this measure in their KPIs when appropriate.
* 3.3.15 The hotel timely updates its training records to indicate the learning progress of
colleagues and the implementation progress of its annual Learning & Development Plan.
* 3.3.16 The HR department monitors the deployment of the annual Learning & Development
Plan; and shares the progress with the ExCom quarterly. An effective utilisation of the learning and development resources is ensured. 37
3.4 Manpower
Management
* 3.4.1
Individual department develops its annual manpower plan addressing the departmental staffing, productivity and key competency requirements of the workforce according to the annual business strategies and goals.
* 3.4.2
A HR Annual Plan is documented to address the hotel overall staffing, productivity and key competency requirements of the workforce.
3.4.3 * 3.4.4 * 3.4.5
The HR Annual Plan addresses the potential manpower needs of new hotel openings as needed. The hotel conducts productivity analysis to identify the required manpower efficiency in individual departments as appropriate. Updated Job Descriptions for all positions are in place for the purposes of recruitment and job management.
3.4.6
The hotel conducts regular market surveys to ensure the competitiveness of remuneration packages.
3.4.7
Tactics on recruitment channels and remuneration packages are established to attract the right candidates.
* 3.4.8 3.4.9
3.4.11 New colleagues complete Orientation within the first 2 days of joining the company,
and complete 5Ms training, customer service training and SOP training within the first 60 days of employment.
* 3.4.12 The hotel monitors the turnover rate of new colleagues. Improvement actions on new colleague engagement are taken as needed.
* 3.4.13 The hotel has a cross-functional training programme in place to increase work exposure and provide cross-functional learning to its colleagues.
3.4.14 The hotel encourages internal transfers by utilising PRIDE evaluations to identify potential colleagues for internal transfers and communicate open positions with colleagues through multiple channels.
The hotel identifies when and which recruitment tools to use including ASSET, aptitude test, personality test, etc. to recruit new colleagues.
3.4.15 The hotel actively pursues opportunities for colleagues to transfer within the company
The hotel’s recruitment policy addresses the concern on equal opportunity and diversity.
3.4.16 The hotel monitors the number of internal transfers of colleagues.
* 3.4.10 The hotel has a programme in place to help new colleagues adapt into their new working environment.
38 Colleague Focus
ensuring the top talent has ability to succeed to the highest level possible.
3.4.17 ExCom and Department Heads review and mointor their manpower level and
productivity on a monthly basis. Improvement actions to ensure the efficiency of operations, manpower level and organisational structure are carried out if needed. 39
3.5 Workplace Climate and Environment
3.5.1
The hotel provides support services (which may include career counselling, non-work related education, personal/family care programmes) to its colleagues to show the hotel cares for colleague well-being.
3.5.2
Different support services, referenced in item 3.5.1, are provided for different groups of colleagues.
3.5.3
The hotel provides colleagues with insurance and benefit plans that are competitive with local environment.
3.5.4
All new colleagues are trained on general hotel safety policies and departmentspecific safety policies within the first month of service.
3.5.5
All colleagues are re-trained on safety policies and procedures on an annual basis.
* 3.5.6
A Safety Committee comprised of representatives from different departments meets monthly to promote and reinforce safety practices.
40 Colleague Focus
* 3.5.7
All work injuries are reported and recorded by a designated team. Measures and goals on number of injury cases are established and monitored.
3.5.8
All recorded work injuries are reviewed and analysed for root causes. Results from work injuries analysis are shared with relevant departments. Improvement actions are taken.
3.5.9
Emergency and fire drills are conducted according to local regulations and company standards.
* 3.5.10 The hotel reviews workplace accessibility and eliminates barriers that prevent colleagues with disabilities from working to their potential.
3.5.11 The hotel Health and Safety committee shall monitor the well-being of colleagues and deliver regular training and awareness programme to colleagues.
41
4.1 Culture of Innovation 4.2 KPI System 4.3 Process Improvement and Innovation 4.4 Knowledge Management 4.5 Information Management and Technology
Innovation Focus 42 Innovation Focus
43
4.2
4.1
Culture of Innovation
4.1.1
GM/MD personally encourages colleagues to share new ideas and recognises contributors of these ideas.
* 4.1.2
The Hotel ensures the ideas submitted are meaningful changes to achieve the Objectives of the company.
4.1.3
Colleagues are trained and encouraged to submit the ideas through the Think Pink Portal.
4.1.4
Apart from the Think Pink Portal, innovation is promoted within hotel by having different events and channels to collect diverse ideas from colleagues.
* 4.1.5 * 4.1.6 4.1.7 * 4.1.8
The hotel forms a committee to review the submitted ideas; and determine if the ideas can be materialised. Project owner is appointed for mature ideas. Feedback is give to immature ideas. Mature innovative ideas are put into action through tools such as Langham Logic. Mature innovative ideas are shared through different channels such as The Daily Legend regularly. The idea contributor(s) is recognised. Key Measures on innovation are monitored, such as the number of mature ideas, the number of completed projects and/or percentage of response rate.
KPI System
4.2.1
The hotel reviews its KPI year end results within the fourth quarter of the year to establish the key measures for the following year. All KPI targets are confirmed within the first quarter of the year.
* 4.2.2
The Hotel Overall KPIs and all Departmental KPIs are established in compliance with the corporate guidelines.
* 4.2.3
The hotel uses Competitor’s data as input when determining KPIs. These data may cover aspects such as competitors’ guest satisfaction, mystery shoppers’ scores, social media reviews, RevPAR, salaries and productivity, etc.
4.2.4
The Hotel Overall KPIs and Departmental KPIs are documented.
4.2.5
The Hotel Overall KPIs are approved by the Regional VPs and LHG ExCom. The Departmental KPIs are approved by the Hotel GMs/MDs, or specified.
* 4.2.6
The Hotel Overall KPIs and Departmental KPIs are updated, reviewed and analysed on a monthly basis.
* 4.2.7
The hotel ensures the integrity and accuracy of all KPI data collection and input processes.
* 4.2.8
The ExCom carries out improvement actions based on the Hotel Overall KPI results. Department Heads carry out improvement actions based on the Departmental KPI results.
* 4.2.9
All managerial colleagues are trained to ensure their understanding on the KPI system.
* 4.2.10 Key Departmental KPIs and targets are communicated to and understood by all colleagues within the department.
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4.2.11 The ExCom recognises teams that have achieved good results on their KPIs.
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4.3
Process Improvement and Innovation
4.3.9
The hotel considers different perspectives, including service defects, guest satisfaction results, colleague satisfaction results, cost of operations, or health and safety results, to identify Langham Logic projects.
* 4.3.10 All Langham Logic projects follows the DMAIC process and the tools are used properly.
4.3.1 4.3.2
The Hotel establishes strategic teams covering the four Q League focuses : Leadership, Guest, Colleague and Innovation. The teams meet at least once per month. According to the Q League Standard, the strategic teams identify Opportunities for improvement, carry out improvement projects, conduct self audits and submit report to LHG.
4.3.3
The Hotel establishes Langham Logic Teams to involve middle managers, frontline colleagues in process improvement. The teams meet at least once per month.
* 4.3.4
Relevant key Process KPIs are identified and established in all departments to measure operational effectiveness. These measures may cover aspects such as timeliness, productivity, accuracy, external awards and recognitions, and supplier’s performance etc.
4.3.5
Langham Logic is used as a tool to improve processes and to make work easier for colleagues.
4.3.6
Every Department selects the top defects, and assembles a Langham Logic team to eliminate and prevent defect. Hotels may include this measure in their KPIs when appropriate.
* 4.3.7
All project leaders are trained on Langham Logic tools, project management, and facilitation skills.
* 4.3.8
All project members are trained on Langham Logic prior to joining a team.
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* 4.3.11 Langham Logic project teams are formed on a cross-departmental/cross-team basis. 4.3.12 The progress of each Langham Logic project is monitored and updated on the intranet. All completed projects are endorsed by the ExCom.
* 4.3.13 Best practices from Langham Logic projects are identified and shared within the hotel.
4.3.14 The GM/MD personally recognises outstanding Langham Logic project members. The Hotel Best Project is selected for the Group’s annual Logic Award.
* 4.3.15 The KenFixit Guest Room Preventive Maintenance Programme is conducted in compliance with the corporate guidelines.
* 4.3.16 Guest requests are well recorded in Job Dispatch system, followed- up and effectively resolved according to standards.
* 4.3.17 Guest requests in Job Dispatch system are catogorised and reviewed monthly for trend analysis. Relevant departments carry out corrective actions to prevent the recurrent of incidents.
* 4.3.18 Colleagues are trained on the assessment criteria of the relevant mystery shoppers programmes.
* 4.3.19 All missed standards of the mystery shoppers quality assessment are reviewed and are followed-up.
* 4.3.20 All colleagues are aware of the latest mystery shoppers assessment results in their relevant areas.
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4.4 Knowledge
Management * 4.4.1
Knowledge and information in key IT systems are kept updated. These systems may include PMS, GEM, CRM, POS, Sales & Catering system, revenue management system, accounting system, and HR system etc.
* 4.4.2
Every department assigns a SOP champion to manage their SOPs to ensure the operational knowledge inside the SOPs are accurate and updated.
4.4.3
The hotel implements the SOP Circle to manage and store all updated SOPs.
4.4.4
Every SOP is reviewed minimally every two years to ensure they are updated according to guest and operational needs.
4.4.5
All new or revised SOPs are approved by the Hotel ExCom. Approval from relevant LHG functional heads or VPs of Operations is required for any change of the brand standard.
4.4.6
Regular departmental trainings are conducted by departmental trainers to share products, customer and operations knowledge. Monthly departmental training plan is established in every department.
* 4.4.7
All colleagues are trained on their related SOPs. The time allotted for each colleague to complete their SOP training is identified and their competency level is measured.
* 4.4.8
Individual competency, departmental competency and hotel overall competency are monitored. Training programmes are conducted as needed.
* 4.4.9
The hotel captures useful knowledge from departing or retiring colleagues. This knowledge may include customer profiles, industrial connections, operational procedures, F&B recipes and professional know-how. The hotel records and documents this knowledge through channels such as interviews, handover list, and sharing sessions.
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4.5 Information
Management and Technology 4.5.1
* 4.5.2
The IT department meets relevant departments bi-annually to collect user feedback on key IT systems (PMS, GEM, CRM, POS, Sales & Catering system, revenue management system, accounting system, and HR system, email, security system and telecommunication, etc.) and to ensure these systems are effective and user-friendly. An annual IT Plan is documented to address the hotel’s IT strategies and key IT solutions to support the company’s vision and bring innovation into the hotel.
4.5.3
The hotel has an updated contingency plan in place to handle IT emergencies.
4.5.4
The IT department ensures system reliability and data security through preventive measures including data backup, data redundancy, firewall and password protection.
4.5.5
The hotel educates colleagues on data and information security, integrity and privacy. These data includes both internal colleague data and external guest data.
4.5.6
The hotel ensures former colleagues’ access rights to all programmes are cancelled on the same day of departure.
4.5.7
The hotel has an SOP in place to guide the development and implementation of new IT systems.
* 4.5.8
New technology is introduced to enhance guest experience and/or improve operational effectiveness.
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STANDARDS
LANGHAM HOSPITALITY GROUP
Q. League Standards 3rd edition is published by Langham Hospitality Group in 2018. CopyrightŠ Langham Hospitality Group. All rights reserved. All content contained within this publication is the sole property of Langham Hospitality Group no part may be reproduced in any manner or form whatsoever without the authorisation and written permission of Langham Hospitality Group.