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When things go wrong in the workplace, it can result in emotions becoming quickly aroused. These emotional situations can be avoided. We believe in the principle of having a strong work ethic but also in enjoying the work that you do. Marriott employs a large number of people who work in a variety of jobs and in different locations. In order to ensure that the business continues to operate effectively and successfully it is vitally important that everyone works within commonly accepted standards i.e. Company and hotel guidelines and, just as importantly, understands what may happen if there is a breach of these standards i.e. our disciplinary policy and procedure.
service. You, your partner and any dependents you have living with you can call FOCUS EAP 24 hours a day, 7 days a week. This service is totally free for you and your family to use. They can assist with all areas of everyday life, including relationships, exams, drinking, drugs and finances. This free-phone help-line number can be found in the Useful Contact Details section of this Handbook and in the Marriott Benefits Guide.
8.2 Workplace/Environment Rules and Guidelines These rules and guidelines exist for the safety and well-being of all associates, guests and the Company as a whole. These rules may be updated and changed from time to time, and will be displayed on your main associate noticeboard. Should you breach any of these rules and guidelines, you may be subject to disciplinary action that may result in your dismissal. Here are some of the main rules and guidelines:
8.1 Associate Assistance Help-Line Sometimes we all need help, advice or just someone to talk to. Marriott use FOCUS EAP, a totally independent and confidential telephone information finding, counselling and support 40 UK Associate Handbook 2008 Marriott Confidential and Proprietary Information
1. Breach of the Licensing or Excise Laws or any Action which puts our Licences in Jeopardy Our lifeblood depends on our licences and permission to sell alcohol. Without them we go out of business. No breach of the laws will be tolerated. For instance, smoking in restricted areas, serving under-age guests, giving short measures, passing off or diluting products, will be treated as gross misconduct.
2. Rudeness to Guests Such behaviour will not be tolerated. If any situation arises which you cannot handle, it is your responsibility to inform a member of management immediately. Your attitude to customers must always be friendly and polite. 3. Theft or Attempted Theft of Money or Property from the Company, Customers or Colleagues Such behaviour is prohibited and is construed as gross misconduct. As well as dismissing you, this will result in prosecution. 4. Use, Possession or Being Under the Influence of Alcohol or Non-Prescribed Drugs Such behaviour is a safety hazard and, as it puts the licence in jeopardy, it will not be tolerated. You must not be under the influence of, or in possession of, any prohibited substances whilst at work or on the Company property. In addition, prosecution for the use of illicit drugs outside work could lead to the Company deciding you are an unsuitable employee and this will lead to your dismissal. 5. Fighting, Harassment or Wilful Acts Resulting in Injury to Others If a disagreement arises with a guest, you should excuse yourself and notify your Head of Department immediately. Under no circumstances will arguing or fighting with guests be allowed. Likewise, any form of harassment (including sexual or racial), arguing or fighting between associates is prohibited.
6. Intentional Misuse of, Damage to, or Destruction of Company Property or Environment We recognise that occasionally something will get broken or a piece of equipment may become jammed. However, breakage costs can become a high expense if care is not taken. You must work with the utmost care at all times. Negligence will lead to disciplinary action – wilful acts will result in immediate dismissal. 7. Falsification of Records Falsification of any records, including employment records and financial records, will not be tolerated and, if committed for personal gain, will be treated as gross misconduct as well as resulting in prosecution. 8. Conflicting Interests and Disclosure of Confidential Information If we are to remain competitive we must all respect the confidentiality of information. A disclosure of any such information to any unauthorised person is a dismissable offence. For this reason, and in order to remove any suspicion, you are required to obtain your Head of Department’s permission before you take up any other concurrent employment. 9. Insubordination This cannot be permitted if we are to continue to manage and operate our business successfully. You must follow your Head of Department’s instructions, stopping short only if you are being asked to break the law. If you disagree with an instruction, you UK Associate Handbook 2008 41 Marriott Confidential and Proprietary Information
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must follow it anyway and then, if you wish, take the matter through the Grievance Procedure at a later date. 10. Wearing your uniform any time other than on duty and inside the premises We must all be concerned about the image we present to our guests. If you wear a Company uniform, you may not wear it outside work. If you must travel to work whilst wearing it, it should be covered by other clothing (such as a coat). Whenever possible you should change into your uniform on the premises. Please see the Grooming and Dress Standards RSOP on MGS or your HR department for further information.
11. Off Duty Limits You are always welcome to visit your own or any other hotel in the group as a guest. However, to avoid confusion of interests when visiting your own workplace, you must first let your Head of Department know when you plan to visit or, if your visit is unplanned, advise him/her of your presence on arrival. Whilst on the premises, but off-duty, you must always adhere to your local associate off-duty policies. Whilst on the premises as a guest you must remain in the guest areas. You must also comply with the conduct required by our guests. The rules of conduct for on-duty employees will also apply to off-duty employees while they are on the premises and any breach will be treated as a disciplinary matter. This applies particularly during the use of the ‘Staying for Pleasure’ benefit. 12. Out of Bounds You must confine yourself to your own work area or common areas. Other work areas are strictly ‘off limits’ unless specific permission has been given. You are not permitted to enter a Head of Department’s office, stockrooms or cellar unless accompanied by another authorised person or unless your specific duties require you to be in these areas alone. You must not enter any guest room for any reason other than a specific business one e.g. to service the room or deliver Room Service.
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13. Personal Appearance Just as the cleanliness and attractiveness of your hotel is of the utmost importance, so is each associate’s personal appearance. You are expected to be clean and neat to project this image to your colleagues and customers at all times. This requires clean nails, teeth, hair, shoes, body and clothes. It is particularly important that you use an effective deodorant and refrain from using excessively strong perfumes or aftershaves. Please refer to the Company’s Grooming and Dress Standards RSOP available on MGS or from your HR department for further information on personal appearance. 14. Press and Other Enquiries Any enquiry, telephone or otherwise, from a member of the press or any official (e.g. Police, Fire Inspector, Hygiene Inspector, Customs and Excise Officers) should be reported to your Head of Department. Do not make statements or offer opinions without first obtaining your Head of Department’s permission. 15. Personal Communication/Friends and Relatives No personal telephone calls are permitted to on-duty employees – although a message will be taken for you. The only exception is an emergency call. The use of personal mobile telephones is also prohibited, unless in an emergency and with the authority of your Head of Department or Duty Manager. Mobile phones and chargers
should be kept in lockers during your working shift. Likewise, the use of the photocopier, internet and e-mail systems at work should be limited to work-related usage only, and there must not be any inappropriate use of Company software, networks, letterheads or any other Marriott documents/equipment/ communication tools. The Internet abounds with various types of interactive modes of Electronic Communications Systems including social networking sites, weblogs (commonly known as “blogs”), podcasts, wikis, chat rooms, discussion boards, bulletin boards, video and audio sharing sites, and similar technologies (collectively “Emerging Communications Systems”). Marriott expects all associates to conform their conduct and communications on Emerging Communications Systems to existing standards contained in the Company’s published policies and work rules. The ability of Internet-based mass communications to magnify the potential adverse consequences of inappropriate individual statements and behaviour increases the sensitivity of such activity and exposes the Company to much greater harm than more conventional means of communication. Associates are prohibited from making any Electronic Communications which may be harmful to the Company on blogs, podcasts, wikis, and other social networks. UK Associate Handbook 2008 43 Marriott Confidential and Proprietary Information
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Personal visits by friends and relatives, except in an emergency, are not permitted whilst you are working. If they visit as customers they must be treated with the same respect and courtesies as other customers. Wherever possible you should avoid serving your own friends or relatives. However, if this cannot be avoided because you are on duty alone, you should inform your Head of Department – this way any suspicion can be averted. You are not permitted, under any circumstance, to visit the hotel room of a guest, friend or colleague who is staying in the hotel unless you obtain written authorisation to do so by your Head of Department. 16. Drinking Alcohol on Duty The consumption of alcohol whilst at work is strictly prohibited without the prior approval of Management. Not only can drinking at work and the smell of alcohol on your breath convey a poor image to our guests, it can also impair your abilities and judgement, thus jeopardising safety, and will therefore be treated as gross misconduct. 17. Raffles and Collections on the Premises Whilst on the premises, associates are not permitted to solicit, distribute literature, collect subscription list dues, hold raffles, etc. for any cause without permission of the most senior Manager on-property.
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18. Gambling Gambling of any sort by associates on the premises is strictly forbidden. 19. Absence and Time Keeping Your position enables the smooth and efficient running of our business. Regular attendance and punctuality are part of your responsibilities. You are expected to be at work on time whenever you are scheduled to work and may not be paid for periods of lateness/leaving early. If you do not telephone to let your Head of Department know that you are going to be late, you may find that someone else has been found to cover your shift in which case you will be sent home without pay. If you are going to be absent from work, you must follow the company sickness/absence procedure. If you do not maintain a satisfactory attendance record you will be rendered liable to disciplinary action. 20. Right of Search To reduce the scope for staff and third parties to be endangered or prejudiced by instances of drug abuse, theft or security breach, the Company reserves the right of search. To that end, this applies not just to associates, but also to all contractors working on our premises. The Company believes that the principles set our below represent the necessary balance between individual rights and protections on the one hand, and the Company’s reasonable needs on the other.
The Company reserves the right to search your person (including clothing), your personal effects, lockers, bags, work station, car, any parcel or container brought on to the Company’s premises etc. or Company accommodation, as the situation requires and if it has reasonable cause for suspicion that this is necessary.
the Company as gross misconduct. If a person refuses to be searched when requested then the Company may draw its own conclusions depending upon the surrounding circumstances.
The Company may request an individual to undergo a search at any time. In order to be effective both as a deterrent and also as a method of detection, searches may be unannounced. Searches will be carried out only by appropriate personnel. Where a person is asked to be searched, that search will be carried out by a person of the same sex (except in relation to searches not of the person or his/her clothing). The search will so far as practicable take place in private, though the person being searched, or whose belongings/work station are being searched, may have a witness present if he/she wishes and there is a willing person then available to act in that capacity. The unavailability of a particular witness will not give grounds for deferring the search. In appropriate cases the person doing the searching may also have a witness of the same sex present. The Company reserves the right to invite the Police onto the premises to carry out a search where wrongdoing is suspected. Staff and contractors will not be searched against their will but any refusal to be searched or to permit their bags, workstation etc to be searched, may in itself by treated by UK Associate Handbook 2008 45 Marriott Confidential and Proprietary Information
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21. Information Protection and Privacy Every Marriott associate is responsible for protecting the Company’s information assets. In addition to our associates, one of the Company’s most valuable assets is information. This information includes : • Company confidential and proprietary information such as revenue management techniques, sales and marketing plans and financial forecasts • Personally identifiable information about our guests and associates, such as their preferences, details about their stay history, credit card information and contact information such as email address Use care when dealing with this information to protect it against loss, mis-use or unauthorised disclosure. Please refer to your local Security Policy for further detail.
have a right to work in a smoke-free environment, as per the UK Smoke Free standard, found on MGS or in your HR department. Smoking is prohibited throughout the entire workplace with no exceptions and includes Company vehicles. 25. Chewing The chewing of gum is not allowed at any time, or in any place, during your time on Company property, and disciplinary action will be taken against you should this be breached. 26. Membership of Guest Reward Programs Although we wish to offer all associates as many benefits as possible to maximise their enjoyment of working for the Company, Marriott associates may not partake in the Marriott Rewards Program, as this may cause a conflict of interest between their role as an associate and as a customer.
22. Threatening Behaviour Open or veiled, verbal or physical threats to any guests, colleagues or vendors will not be tolerated and will result in disciplinary action being taken against you.
8.3 Disciplinary Policy
23. Sale or Attempted Sale of Illegal Substances During Company Time and/or on Company Premises Such sales or attempted sales will not be tolerated and will be regarded as a gross misconduct offence.
For the avoidance of any doubt, this disciplinary policy is non-contractual and is a statement of the practice and the policy and procedures that the Company will usually follow during any disciplinary process. However, the Company reserves the right to deviate from the terms and procedures set out in this policy.
24. Smoking It is the policy of Marriott UK that all of our workplaces are smoke-free and all associates
All policies and information relating to the Company’s disciplinary policy and procedures will be issued to you during your orientation.
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Whilst this handbook outlines the key elements of the Disciplinary Policy, you must also ensure you are aware of, and adhere to, the Company Disciplinary RSOP, available on MGS and from your HR department. 8.3.1 Policy Guidelines The main purpose of the disciplinary procedure is to ensure that associates perform effectively. Coaching and counselling are important steps towards a well run department and hotel. When coaching and counselling efforts have been exhausted, the disciplinary procedure may be applied. The manager of the associate should conduct disciplinary meetings (only when trained in handling disciplinary meetings). A representative of the HR department will also usually be present. Full, verbatim notes must be kept of all investigatory and disciplinary meetings and copies must be given to HR immediately. Witnesses or representatives for an associate should not be from the HR or Security departments, unless prior approval by the property’s General Manager has been sought. If an associate brings an approved Trade Union representative to any disciplinary hearing, as is their right, the DHR must ask for identification of proof that the individual concerned is actually an approved representative. If such proof cannot be given, the disciplining Manager should seek further advice from a senior member of HR before
progressing with the disciplinary hearing. In the event that an associate is suspended from the workplace in relation to an alleged offence of gross misconduct, or given notice of a disciplinary hearing, and subsequently is absent on grounds of sickness, upon request by the Company the associate must submit to a medical examination by the Companyappointed doctor to determine if they are fit enough to return to work, or fit enough to attend a disciplinary hearing. No Company sick pay will be paid for periods of sickness absence in these circumstances. In the event that an associate fails to agree to a medical examination by the Companyappointed doctor within four weeks of being requested by the Company, this could amount to a breach of contract and the Company may take further disciplinary action. 8.3.2 Discipline During an Associate’s Probationary Period All new associates are subject to a 3 month probation period, during which time their performance and suitability for their role are carefully appraised by their Head of Department at 30, 60 and 90 days. If a new associate does not perform to the required standard during the probationary period, their employment may, in certain circumstances, be terminated in line with the performance management process and without following the full disciplinary procedure. However, all associates will still always have the opportunity to improve their performance/conduct during this period and UK Associate Handbook 2008 47 Marriott Confidential and Proprietary Information
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will never just have their employment automatically terminated. 8.3.3 Discipline after an Associate’s Probationary Period Where an associate has successfully completed their probationary period, the full disciplinary procedure will always be followed, save in exceptional circumstances. 8.3.4 Investigation Procedure When an associate is suspected of a breach of general discipline or does not meet the required performance standards, they must be interviewed and given an opportunity to discuss the issues in all cases. The investigation that is completed must be comprehensive. All information collected, including the collation of witness statements and any other relevant documentation, will be from sources that could help establish ‘innocence’ as well as ‘guilt’. All information must provide a clear picture of events before consideration is given as to whether a formal disciplinary meeting is necessary. An investigatory interview is not a disciplinary meeting as the aim is to discover the full facts of the situation only. Investigation interviews must take place during an associate's normal work-pattern, so far as is reasonably practicable. Associates do not have the right to be accompanied at an investigation meeting. An investigation interview can take place at short, or without, notice but, if circumstances permit, an 48 UK Associate Handbook 2008 Marriott Confidential and Proprietary Information
associate may be given a written invitation to the investigation meeting. The letter should set out the reason for the meeting in order that the associate may be prepared. Accurate and verbatim notes must be taken throughout the investigation meeting. The note-taker must then endeavour to type up the minutes within 24 hours of the meeting, or as soon as is reasonably practicable thereafter, if requested by the associate, and forward both the typed copy and the original notes to the associate and HR. At the start of the meeting, the interviewer must introduce those present and explain their roles at the meeting. The interviewer must then state the reason for the meeting and ask the associate for their account and if they have anything they wish to add to the meeting. The interviewer and note-taker must then adjourn the meeting and decide on the next action. When the meeting is reconvened, the interviewer will present the actions that will be taken e.g. no further action and a file note for reference purposes only, or further investigation, or confirm that the matter will be taken to a disciplinary meeting. Should the latter be the outcome, the full disciplinary process, as outlined in this policy, must be followed. 8.3.5 Disciplinary Meeting Procedure and Follow-up Disciplinary meetings will not take place until a full investigation process has been conducted. A disciplinary meeting should not be chaired by the person who completed the
investigations or investigation meeting (unless in exceptional circumstances), and should be chaired by a more senior Manager than the person who completed the investigation meeting. However, the investigating officer should be available to provide any further information about the disciplinary investigation, should this be necessary. A disciplinary meeting must be held at least 24 hours after an investigatory meeting and an associate must be given 24 hours’ notice in writing of the meeting. The letter shall set out the time and date of the meeting and the reason for the meeting, together with the potential disciplinary sanction, in order that the associate may be prepared. Disciplinary meetings must take place during an associate’s normal work-pattern, as far as is reasonably practicable.
presented at the meeting, the Manager should consider adjourning the meeting in order to complete further investigations. The associate may provide some mitigating circumstances for their conduct/ performance, which must be considered in light of their actions and the Manager then needs to decide what course of action to take e.g. it may be decided that the disciplinary proceedings should not be progressed and support should be offered instead. Notes must be taken throughout the disciplinary meeting and must include who was present at the meeting and the date and time of the meeting. Should the associate wish to have a copy of the notes, they must be typed up within 48 hours. The original notes, and a copy of any typed notes, must be placed on the associate’s file.
An associate has the right to be accompanied at a disciplinary meeting by either a fellow associate or trade union representative (should the associate be a member of a trade union), and must be reminded of this right at the beginning of the meeting. The chosen representative will be able to address the meeting, put forward the associate’s case, sum up, respond to any views expressed at the meeting and confer with the associate, but they may not answer questions on the associate’s behalf. During the meeting, the associate must be given appropriate opportunity to state their case and to respond to allegations. Should new or more detailed information be UK Associate Handbook 2008 49 Marriott Confidential and Proprietary Information
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Once all discussions have finished, the meeting will be adjourned by the disciplining Manager whilst they consider all evidence, and to give them time to consider the outcome of the meeting. An adjournment can be for any length of time but is recommended to be anything between 15 minutes (for uncomplicated disciplinary proceedings) and up to 48 hours (for more serious and/or complicated disciplinary matters). However, it is essential that an adjournment allows enough time to reach and formulate a reasoned decision. They should never be rushed. In exceptional circumstances, longer adjournments may be necessary, in which case the associate must be kept notified of the likely delay.
disciplining Manager will also advise the associate of any support that may have been agreed during this process and may also confirm a review date if appropriate. This must all then be backed up in writing, with all detail recorded, and sent to the associate within 3 days of the reconvention of the meeting. 8.3.6 Stages of the Procedure There are 4 stages to the Marriott procedure, which may be entered into at any stage, depending on the seriousness of the matter: • Stage 1 - Verbal warning • Stage 2 - First written warning • Stage 3 - Final written warning • Stage 4 - Dismissal
An associate must be advised as to where they should go, and what they should do, during all periods of adjournment. They should be advised how long the adjournment is likely to be for, where they will reconvene and where they should go whilst they are waiting for the reconvention. Once an adjournment is complete and the disciplining Manager has considered their decision, the meeting is reconvened and the decision given to the associate. This must state the actual level of decision, the precise reason for it and for how long the relevant decision will stay live on their personal file. The associate must then also be advised as to what is expected of them in terms of future behaviour/conduct, what any future repercussions may be of further misconduct/ misbehaviour and their right of appeal. The 50 UK Associate Handbook 2008 Marriott Confidential and Proprietary Information
Verbal Warning Formal recorded verbal warnings are given for minor conduct or job performance issues. The emphasis should be on coaching to improve performance/ conduct at this stage. A verbal warning will remain effective for 6 months from the date of the disciplinary decision and the associate should be made
aware that the warning constitutes the first formal stage of the disciplinary procedure. First Written Warning This applies when it appears that an associate has committed a more serious breach of general discipline, or not met performance standards or conduct expectations following a verbal warning.
Dismissal A failure to improve performance, or further repetition of misconduct following a final written warning, will usually result in dismissal.
A first written warning will be effective for 12 months from the date of the disciplinary decision and will be recorded on the associate’s personal file for this length of time, after which it will be disregarded for disciplinary purposes.
Demotion/Transfer As part of the disciplinary policy, the Company may decide that it is necessary to demote or transfer an associate from their current position. This will generally occur for serious misconduct – for example, alongside a final written warning or as an alternative to dismissal – or where performance has not improved since earlier stages of the Disciplinary Procedure.
Second and/or Final Written Warning This will be issued when an associate has failed to improve following the issue of a previous first written warning, or when a disciplinary offence has occurred of such a serious nature that it is the only alternative to dismissal.
This demotion or transfer may either be temporary or permanent. The Company reserves the right to alter an associate’s terms and conditions of employment, including salary, to reflect a new role after demotion or transfer.
A final written warning will be effective for 12 months from the date of the disciplinary decision and will be recorded on the associate’s personal file for this length of time, after which it will be disregarded for disciplinary purposes.
Where demotion or transfer is exercised, the associate should receive written confirmation of the new role and its terms and conditions, alongside the disciplinary outcome confirmation letter, within 3 days of the verbal decision.
NB: A verbal or written warning may be retained on an associate’s file beyond its stated validity period where it remains relevant to other non-disciplinary matters e.g. any future sale of the business or part of the business, and/or pay or bonus reviews.
Summary Dismissal Summary dismissal occurs when an associate’s conduct or behaviour constitutes gross misconduct and/or gross negligence, or when their conduct/behaviour makes it unacceptable for them to remain in the workplace/continue in employment. The UK Associate Handbook 2008 51 Marriott Confidential and Proprietary Information
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associate is consequently dismissed without notice and without pay in lieu of notice. Such action will only be taken after full and careful consideration of the facts and following full investigation of all facts and the Company’s disciplinary procedure. The Company reserves the right to take additional action e.g. involving the police, where appropriate. NB: No dismissal decision should be taken until after the GM or his/her designated deputy has been informed that the disciplining Manager is contemplating dismissal. However, the GM/ designated deputy should take no part in the decision making process at this stage. In the event that the GM is the immediate supervisor of the associate being disciplined and potentially dismissed, the Area Vice President and/or Regional Vice President, Human Resources, or his designate, will be directly involved in the disciplinary process. 8.3.7 Gross Misconduct Gross Misconduct is when the most serious of breaches of conduct/ behaviour have occurred. The following, whilst not an exhaustive list, are examples of offences liable to be deemed as gross misconduct and therefore warranting summary dismissal: • Theft, fraud, dishonesty, deception or falsification of documents or records • Assault or fighting • Being under the influence of alcohol or recreational drugs, or drinking alcohol or 52 UK Associate Handbook 2008 Marriott Confidential and Proprietary Information
taking recreational drugs whilst on duty, or dealing, trafficking or being in possession of recreational drugs inside or outside of the property • Unauthorised disposal of Company goods or property • Mis-use and/or negligence of Company money or property • Any act which jeopardises, or is likely to jeopardise, any of the Company’s licences, reputation, trading position or profitability • Any breach of licensing, excise or employment laws • Wilful damage to Company property • Serious breach of health and safety rules • Gross negligence • Inappropriate behaviour such as indecency • Wilful refusal to obey a legitimate and reasonable instruction • Serious stock/cash losses • Incitement of others to commit an act of gross misconduct • Serious incident or offensive behaviour, including any form of discrimination or harassment • Closing premises, or parts of premises, without authority • Failure to follow procedures of Company security, Company money or Company keys • Failure to follow Company policy or procedure • Disclosure of confidential information/material • Unauthorised purchases or use of suppliers • Abuse of any Company leave policies e.g. holiday, sickness, parental. • Sleeping on duty.
Acts that occur at any Company social event or on Company premises (whether during or outside normal working hours), including during the usage of any associate accommodation or associate accommodation benefit, can still amount to gross misconduct. 8.3.8 Suspension In any matters of suspected gross misconduct the manager will suspend an associate, with full pay, for a period not normally to exceed three working days, but which may be extended when exceptional circumstances occur. This period of suspension is necessary to ensure a full and thorough investigation can take place into the alleged incident. Any investigation will be carried out without prejudice to the associate’s future employment with the Company.
8.3.9 Right of Appeal Appeals against Verbal/Written Warnings In the event that an associate feels aggrieved by his/her receipt of a verbal or written warning, they may appeal within seven working days of the decision, by instigating a formal grievance through the Marriott Guarantee of Fair Treatment (GFT), outlined in section 8.4.2. The grievance should be addressed to the Manager of the Manager who made the decision. Appeals against Dismissals/ Demotions or Transfers Any associate who has been dismissed or demoted or transferred for disciplinary reasons may appeal against that decision within seven working days of the decision, by sending a written appeal to the Manager of the Manager who made the decision.
The Manager who suspends an associate must follow the full suspension procedure and ensure they complete a suspension form to be forwarded to Human Resources with immediate effect.
The appeal letter should indicate the full grounds upon which the appeal is made and whether it relates to the finding of guilt or the penalty imposed.
An associate should only ever be suspended in incidences of suspected gross misconduct, not for any other cases of misconduct.
This procedure will also apply where an associate raises a complaint that their dismissal/demotion/ transfer was discriminatory.
A confirmation of suspension letter must always be sent to an associate following a suspension from duty and, following suspension, a letter must be sent to the associate inviting them to attend a disciplinary meeting.
8.3.10 Appeal Meetings For appeals against warnings, the associate will be invited to a GFT meeting, as per the GFT procedure, and all parties will then follow the GFT policy in terms of meetings held, letters sent out etc. UK Associate Handbook 2008 53 Marriott Confidential and Proprietary Information
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For appeals against dismissals, demotions or transfers, the associate’s letter will be acknowledged by HR and the associate invited to attend an appeal hearing on a specific date and time, within the associate's normal working hours where possible. The associate will have the same right to be accompanied at the appeal hearing as applied to the initial disciplinary meeting.
Most routine complaints and procedures are best resolved informally by way of discussion. The Guarantee of Fair Treatment Procedure is Marriott’s Grievance Procedure in the UK. It exists to ensure that all associates’ grievances and problems are promptly resolved by providing a means for associates to express their concerns whilst following the appropriate levels of authority in the organisation.
The Company will inform the associate of its final decision after the appeal hearing. The decision made at the appeal will be final and there is no further right to appeal.
Associates are encouraged to use Marriott’s Guarantee of Fair Treatment procedure if they believe they have been harassed or have any other complaint or concern. All complaints will be investigated in a prompt and timely manner and corrective action will be taken where allegations are verified. No associate will suffer retaliation or intimidation or any form of punishment for using the Guarantee of Fair Treatment or any other complaint procedure in good faith.
8.4 Guarantee of Fair Treatment/ Grievance Procedure For the avoidance of any doubt, this Guarantee of Fair Treatment (GFT)/Grievance policy is noncontractual and is a statement of the practice and the policy and procedures that the Company will usually follow during any such process. However, the Company reserves the right to deviate from the terms and procedures set out in this policy. 54 UK Associate Handbook 2008 Marriott Confidential and Proprietary Information
The formal Guarantee of Fair Treatment procedure applies to any appeals against verbal/written warnings. The formal procedure does not apply to any appeals against a dismissal or where an associate has been suspended without pay or demoted because of his/her conduct or ability to do his/her job, for which there is a separate appeal procedure as set out in section 8.3.10. Marriott provides that every associate, regardless of position, be treated with respect and in a fair and just manner at all times. In keeping with its long recognised policy, all persons will be considered for employment, promotion or training on the basis of qualifications without regard to race, colour, sex, age, religion, disability or national
origin. We recognise that, being human, mistakes may be made in spite of our best efforts. We want to correct such mistakes as soon as they happen. The only way we can do this is to know of your problems and complaints. No member of management is too busy to hear problems or complaints of any associate. If you have a problem or complaint during your employment, this is what you should do: 8.4.1 Informal Procedure Marriott recommends that before the formal procedure is used, you should attempt to resolve the matter informally. In the first instance you are encouraged to discuss the matter with your immediate supervisor. During this discussion, feel free to share your honest feelings and concerns. Your supervisor will listen in a friendly, courteous manner, because it is his/her desire to understand, and aid in solving, problems which arise in your work. Generally, you and your supervisor will be able to resolve your problem. The Company recognises that in some cases speaking with your immediate supervisor about the issue may be inappropriate due to the nature of the issue and/or if the complaint is directed at him/her. In such cases, you should raise the matter with your supervisor’s line manager (or, if you prefer, with a member of Human Resources who will ensure that the matter is dealt with by an appropriate member of management). 8.4.2 Formal Procedure The procedure set out below identifies the
managers to whom you should raise a formal grievance. The Company recognises that in some cases the specified manager may be inappropriate due to the nature of the issue and/or if the complaint is directed at him/her. In such cases, you should raise the matter with a member of Human Resources who will ensure that the matter is dealt with by an appropriate member of management. In the case of appeals against verbal/written warnings, the associate should ignore the informal procedure and proceed directly to Step 1 of the formal procedure. Step 1 – If you do not get your problems straightened out informally, you should set out your concerns in writing (in as much detail as possible) and send it to your Manager or Department Head. Step 2 – Your Manager or Department Head will invite you to attend a meeting to discuss the matter and obtain all the facts. He/she will work to try to settle your problem in a fair and equitable manner. Following the meeting, your Manager or Department Head will notify you of his/her conclusion in writing and of your right to appeal the decision. Step 3 – If you are not satisfied with the decision, you may appeal in writing to your Director of Human Resources or the General Manager. Your Director of Human Resources or General Manager will invite you to attend an appeal meeting in order to discuss the matter further to carefully review the facts UK Associate Handbook 2008 55 Marriott Confidential and Proprietary Information
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and circumstances. After the appeal meeting you will be notified of the appeal decision. If, after your receipt of the appeal decision, you still feel that your problem has not been resolved to your satisfaction, the entire matter may, at the Company’s absolute discretion, upon your written request, be referred to a member of the Regional Team for their review. This review will consist of a written response to the finding under Step 3 of the Formal Procedure only, and not on fresh grounds of appeal. This review will be final, and there will be no right to appeal the Regional review decision. 8.4.3 General Points Always feel free to share any concerns you have. It is the policy of Marriott that all associate suggestions and complaints shall be given full consideration. There will be no discrimination or recrimination against any associate because he/she presents a complaint or problem in good faith. Where the grievance concerns or relates to other members of staff, the person addressing it may need to talk to those members of staff but will not do so without telling the associate first. If the associate is not prepared for it to be dealt with in this way (for example because he/she wishes to preserve his/her anonymity) then the Company may not always be able to resolve the matter. The Company reserves the right to discuss the matter with other members of staff 56 UK Associate Handbook 2008 Marriott Confidential and Proprietary Information
(notwithstanding the associate’s objection) if, in light of the nature of the grievance, it reasonably considers there to be an ongoing health & safety and/or discrimination risk to its associates or any other persons. It may be necessary for the member(s) of staff concerned to attend any grievance hearings. The Company will inform you of the date and time when any meetings under these procedures are proposed to take place. Associates must take all reasonable steps to attend any meetings arranged under this procedure. If an associate fails to attend, the Company may proceed with the hearing in his/her absence. The associate should bring with him/her any documents or witnesses he/she wishes to rely on. All associates have the right to be accompanied by a fellow employee or approved trade union representative to any meeting that forms part of the Guarantee of Fair Treatment procedure. The associate’s chosen companion will be able to address the hearing, put forward the associate’s case, sum it up, respond to any views expressed at the hearing and confer with the associate, but cannot answer questions on his/her behalf. The associate is required to notify the Company in advance of the relevant meeting if he/she wishes to be accompanied, and also the identity of their chosen companion.
8.4.4 Modified Grievance Procedure (applicable to former associates only) Former Marriott employees may raise a grievance against the Company under the modified procedure in the following circumstances: • where the Company was unaware of his/her grievance at the time the associate left the Company’s employment or the standard formal grievance procedure (as set out above) had started but had not been completed prior to the termination of the associate’s employment. • where the grievance relates to some action or alleged action by Marriott (other than the associate’s dismissal) which could form the basis of a complaint by the associate to the Employment Tribunal. • where the Company and the former associate agree to use the modified grievance procedure (failing which the standard formal grievance procedure shall be followed). The modified grievance procedure is as follows: • The former associate should set out his/her grievance in writing as soon and in as much detail as practicable after leaving and send it to the Human Resources department. The written grievance should confirm that the associate wishes for the modified grievance procedure to be followed. • The Human Resources department will review the grievance and confirm whether it agrees to follow the modified grievance procedure. If that is the case, Human
Resources will ensure that the Company make all appropriate enquiries regarding the associate’s grievance before making any final decision. The associate has no right to any meeting with Marriott in connection with the grievance under the modified procedure, though Marriott may request such a meeting at its entire discretion. • The associate will then be sent the Company’s written decision. There is no right of appeal against Marriott’s grievance decision under this modified procedure.
8.5 Harassment and Professional Conduct in the Workplace Policy Marriott (the ‘Company’) strives to provide for all associates a professional and congenial work environment and will take all necessary steps to ensure that the work environment remains pleasant for all associates. An integral part of this type of work environment is for all associates to treat each other with courtesy, consideration and professionalism.
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The Company will not tolerate harassment of any associate by any other associate, supervisor, vendor, guest, client, or customer. Harassment for any unlawful discriminatory reason, such as race, colour, national or ethnic origin, gender, gender reassignment, marital or family status, physical and mental disability, sexual orientation, age, religion or religious belief, veteran status (applicable in the US only) or any other characteristic protected by applicable law, is prohibited by the Company. With this policy, the Company prohibits not only unlawful harassment, but also other unprofessional and discourteous actions on the part of any of its associates. 8.5.1 Harassment Harassment generally is unwanted and unwelcome behaviour which an individual may find offensive, which causes him/her to feel threatened, humiliated, patronised or harassed and creates an intimidating, hostile or humiliating work environment for the individual. Harassment may be open or covert, direct or indirect, an isolated incident or a series of repeated actions. It may also include, in certain circumstances, off-duty conduct. Examples of harassment may include: • Abusive or insensitive language, or pranks; • Name calling or comments about an individual’s physical appearance or religion or religious beliefs; • The display or circulation of offensive written or visual material, or graffiti; • Physical threats, assault, or insulting behaviour; 58 UK Associate Handbook 2008 Marriott Confidential and Proprietary Information
• Open hostility towards workers of a particular group, including organised hostility in the workplace; • Exclusion from normal workplace conversation or social events i.e. being ‘frozen-out’; • Inappropriate assumptions about the capabilities of an individual. The above examples are not exhaustive and each incident will be viewed on its individual facts. Each associate must exercise his or her own good judgement to avoid engaging in conduct that may be perceived by others as harassment. 8.5.2 Sexual Harassment Sexual harassment is harassment (as defined previously) of a sexual nature, which includes unwelcome sexual advances, requests for sexual favours, or any other visual, verbal, or physical conduct of a sexual nature when: • Submission to the conduct is made either implicitly or explicitly a condition of the individual’s employment. • Submission to or rejection of the conduct is used as the basis for an employment decision affecting the harassed associate. • The harassment has the purpose or effect of unreasonably interfering with the associate’s work performance or creating an environment, which is intimidating, hostile, offensive or humiliating to the associate.
The following is a partial list of conduct that will usually be considered sexual harassment: 1. Verbal – Repeated sexual innuendoes, sexual epithets, derogatory gender related slurs, sexually explicit jokes, obscene or sexually suggestive comments about a person’s body, offensive or unwelcome flirtations, unwanted sexual advances or propositions, threats, or suggestive or insulting sounds; 2. Visual/Non-verbal – Derogatory or sexually explicit posters, cartoons, photographs, magazines, drawings, or other printed items; suggestive objects, or pictures, emails, screen savers, or other electronic communications; graphic commentaries; leering, or obscene gestures; and 3. Physical – Unwanted physical contact, including touching, interference with an individual’s normal work movement, or assault. 8.5.3 Complaints Procedure Associates are encouraged to raise harassment complaints in accordance with the procedure set out in the Company’s Guarantee of Fair Treatment. Therefore, where possible, the associate should attempt to resolve the matter informally in the first instance, before bringing a formal complaint. However, it is recognised by the Company that it will not be possible in all instances to resolve the matter informally, and in such instances the associate may proceed direct to a formal complaint.
Therefore, the Company recommends that associates who believe that they have been subjected to objectionable conduct should immediately tell the harasser to stop the unwanted behaviour. If the unwanted behaviour does not cease or the associate finds approaching the harasser difficult, he/she should report it immediately to a manager. If possible, associates should bring their concerns to the attention of their immediate manager or supervisor. However, if the unwelcome behaviour involves a Manager or Supervisor to whom they directly or indirectly report, the associate can alternatively seek help from any other manager, hotel Director of Human Resources/ Human Resources Manager, or the Regional Vice President, Human Resources. Do not allow an inappropriate situation to continue by not reporting it, regardless of who is creating that situation. No associate in this organisation is exempt from this policy. In response to every complaint, the Company will conduct an immediate, thorough and objective investigation in accordance with Company procedures. The Company will, to the extent reasonably possible, protect the confidentiality of harassment complaints. If the Company determines that a violation of this policy has occurred, it will take corrective and preventive actions where necessary.
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8.5.4 Victimisation The Company strictly prohibits retaliation against any person by another associate for using this complaint procedure, reporting harassment, or for filing, testifying, assisting or participating in any manner in any investigation, proceeding or hearing. An associate who brings such a complaint to the attention of the Company in good faith will not be adversely affected as a result of reporting the harassment. An associate who maliciously makes or assists in an unfounded complaint will be subject to disciplinary action and may be dismissed.
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8.6 Business Code Of Conduct and Business Integrity Marriott has strong beliefs that we should operate all our business in a fair and ethical way. We endeavour to do this; however should you feel the Company are not fulfilling this obligation, there is a procedure for communicating this. Please see associate notice boards for further information. In hotels where the Business Code of Conduct and Business Integrity are not applicable, please follow the local property codes of conduct. Please contact your Human Resources representative for more information.
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A determination regarding the harassment alleged will be made and communicated to the person claiming harassment as soon as reasonably practical. Associates violating the policy, however, are subject to discipline up to and including summary dismissal. Disciplinary proceedings may also be commenced against an associate who makes a harassment complaint in bad faith.
Keeping our Work Environment Safe
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9.1 Health and Safety Policy and Procedures 9.1.1 Your Health and Safety A copy of our Health and Safety polices and procedures in force in each hotel are to be found in each department. Please ask your Head of Department to explain it to you. Further information can be obtained from either your Head of Department of your Cluster Safety & Loss Prevention Manager, or by logging on to the Loss Prevention section on MGS.
9.1.2 Health and Safety at Work Act 1974 Statement Of Policy The General Manager and the Management Team in your property, recognise the importance of carrying out its duties under the Health and Safety at Work Act 1974, The Management of Health and Safety at Work Regulations 1999, and other related legislation. We believe that the hotel is responsible for the guests, visitors, associates, contractors and other persons on our premises.
9.1.3 Health and Safety Committee Each department has a nominated departmental Health and Safety Representative who attends a monthly meeting chaired by an Executive Committee member or the Safety and Security/Loss Prevention Manager, or nominated other. This is to keep all departments updated on all health and safety issues in the hotel. Information from this meeting is then relayed to each department via the departmental representatives.
We shall endeavour to provide and maintain safe premises, plant and equipment thereby ensuring a safe working environment for our associates. In addition, through training and supervision we shall also endeavour to ensure that our associates follow safe working practices.
9.1.4 Accidents Please do your job the way the Company has instructed you to, in order that every precaution is taken to avoid accidents. A moment’s carelessness or thoughtlessness may not only lead to needless pain and discomfort, but days off work and a loss of earnings. If you have an accident whilst at work, no matter how small it might appear at the time, report it to your Head of Department, and a First Aider. It is in your own personal interest and protection and a legal obligation that every accident is entered in the Accident Book.
All associates have a personal responsibility for their own health and safety and that of other people affected by their activities, and must co-operate with the hotel’s requirements to comply with health and safety legislation as noted above. Everyone must take a positive attitude towards health and safety to minimise possible accidents, and we shall continually critique our performance and annually carry out a full review in an effort to achieve excellence in our health and safety record.
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If you have a near miss accident or see a potential hazard in your work area, report it to your Head of Department. Ask for instruction before using any type of equipment with which you are not familiar and experienced. Clean as you go, pick up everything you drop on the floor, observe all signs and wear slip resistant type shoes. You will be taught accident prevention techniques on the job. 9.1.5 First Aiders There are a number of trained First Aiders throughout every hotel who will deal with emergencies. Names of these people can be obtained from your Human Resources representative. A list of all First Aiders should be displayed on each departmental notice board. First Aiders need to have a valid First Aider Certificate.
Accident prevention is a vital part of the Marriott culture. Marriott works hard throughout its individual operations to provide the best equipment, the best maintenance, and the best working conditions so that its associates will feel safe while they are at work. Each operation institutes safety programmes and policies so that all of the associates will be familiar with the place in which they work. UK Associate Handbook 2008 63 Marriott Confidential and Proprietary Information
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9.1.6 First Aid Boxes First Aid boxes are placed at strategic positions throughout the hotel. It is your duty to familiarise yourself with the location of these boxes in case you should need them in an emergency. 9.1.7 Medical Examinations You may be required to have a medical examination when you join us or at any other time when the Company feels it is necessary. All associates are encouraged to take a keen interest in their health and should report to their manager any stomach troubles, cuts or abrasions etc, so that the appropriate action may be taken immediately.
9.2 Security Procedures 9.2.1 Security Checks Associates may be required to be subject to a Data Protection security check as a condition of employment at the hotel. 9.2.2 Hotel Security/Loss Prevention Team (as applicable) The Safety & Security Manager/Fire and Loss Prevention team operates an open door policy; therefore, do not hesitate to contact your property representative if you have any questions or concerns. The Duty Manager will have responsibility for hotel security in the absence of the Safety & Security Manager/Fire and Loss Prevention team. Every associate has a responsibility regarding security issues within their department and the hotel.
9.3 Fire Procedures The following is a brief summary of what action is expected from associates when they discover a fire and when they hear the fire alarm. Full details can be found within your department or can be obtained from your HR representative, Property Representative or Security/ Loss Prevention Department. Statutory training and instructions are also communicated to all associates on a regular basis, at 6 monthly or 3 monthly intervals depending upon whether you are working day or night shifts. You are required to attend fire training.
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If you Discover a Fire a) Raise the Alarm - Break the nearest break glass point and make your way to the nearest fire exit. b) Confine the fire by closing doors, windows, hatchways and turning off the air circulation system if safe to do so. c) Make your way to the property evacuation point. If you Hear the Fire Alarm a) Familiarise yourself with the sound of the evacuation tone/alarm bell. b) Make your way to the evacuation point by the nearest fire exit. Do Not • Panic. • Use lifts. • Stop to collect personal belongings. • Overtake on a stairway. Do • Use the nearest exit. • Evacuate to the property assembly area and report to your Head of Department. • Stay at the evacuation point until you are told by a member of the hotel’s management team/Fire Brigade Officer that it is safe to return.
9.4 Bomb Procedures Please make sure that you follow these simple rules: 1. If you see someone acting at all suspiciously, or in a part of the building where they obviously should not be, call a Head of Department or Duty Manager immediately, particularly if he or she is carrying a parcel, suitcase or bag. 2. If you see any parcels, suitcases or bags in a part of the building where they should not be, call your Head of Department or Duty Manager immediately. 3. Do not touch or remove any suspicious parcels, suitcases or bags. 4. Read the bomb alert procedure below: 9.4.1 Bomb alerts A bomb threat to the hotel may be initiated by a telephone call from outside the premises or by someone inside reporting a suspicious item. Once the alert response in your hotel has been raised, the Hotel Emergency Response Team will gather at the designated control area. Their response is based on the exact nature of the threat but it will be to ensure that searches are carried out and the police are informed. Depending upon whether any suspicious item is discovered, the Hotel Emergency Response Team may cordon off an area and direct guests and associates to a safe place.
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If you are supplied with a uniform, you will also be issued with a locker by your Security/Human Resources representative. • It is your duty to keep your locker in good order and any attempt to vandalise or wilfully damage the locker may result in disciplinary action being taken. You may also be liable to pay the costs of any required repair. • Lost locker keys will be charged for. • You are not allowed to share lockers or to swap them. • Food, perishables, inflammable materials or soiled clothing must not be stored in your locker. • Please do not keep any valuable items in your locker or important documents, as the hotel accepts no liability for anything stored in them. • Associates must use hotel locks on their lockers and are not allowed to bring in personal locks. • Associates must report all lost locker keys immediately. Security/Human Resources regularly undertake locker audits. For further information please see a member of the Security/Loss Prevention Department/ Human Resources representative.
9.6 Lost Property Any valuable items, cash, or items of clothing found in rooms, public areas or associate areas must be handed into the department responsible for lost property immediately.
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Please ask your Human Resources representative for details of the Lost Property LSOP. Failure to comply may lead to disciplinary action being taken, up to and including dismissal.
9.7 Hotel Keys If you lose, give, or lend a master key to any other person without being authorised to do so, this may lead to disciplinary action being taken against you. Similar action will be taken if you are found in possession of any hotel key without authorisation.
9.8 Pass Outs
9.11 Crisis Management Team
You may not be in possession of, or remove from the hotel premises, any property which belongs to the hotel, its guests or another associate, unless you have been authorised with an ‘Authorisation to Remove Property Form’. This needs to be signed by your Head of Department and/or Executive Committee member and/or the Security/Loss Prevention Officer as applicable. If an associate is found in possession of hotel property without appropriate approval this may lead to disciplinary action and possibly dismissal.
All of our hotels have a Crisis Management Team who are called upon to manage any notable issues affecting the potential safety and security of our customers, associates and premises. In such a situation, all associates must adhere to all requests and commands made by this team. Please see your local HR team for more detail.
9.9 Absence During Working Hours You must report any loss to your Head of Department/Security immediately. When associates collect keys for a shift, they should be in full uniform and ready to start their shift.
Permission must be obtained from your Head of Department should you wish to leave work during working hours. Meal times and breaks are to be spent in our designated associate areas, back of house, unless you have your Head of Department’s permission. To adhere to fire regulations, if you do leave the building it is vital that you sign-out by either notifying your Head of Department or by following the established swipe out/sign out procedures.
9.10 Associate Entrance/Exit All associates are to use the designated associate entrance and exit. Associates are not permitted to use the public hotel entrances to enter or leave the hotel, unless prior approval is given by your Head of Department. All associates must also follow the local sign-in/out procedures when they enter and leave the hotel.
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As an associate, it is important that you are fully aware of what is going on within the Company. There are various levels of activities that may affect you. These may be across the Company or within your department. There are a number of ways to make sure you are aware of these activities:
10.1 Balanced Scorecard This is a tool used to review the department’s/hotel’s/ Company’s key results against targets. It is made up of measures that affect our key stakeholders: customers, associates, management companies and investors. Current measures that will be shared with you are: • GSS (Guest Satisfaction Survey) How our customers have rated us in our satisfaction questionnaires.
practiced every day across all Marriott hotels in the world and which will help Marriott deliver the things our guests expect when they stay at one of our hotels. In this daily meeting, you will also have communicated to you some key messages to help you in your job. These messages will include information about what happened yesterday, guests in-house today, and recognition of you and your colleagues, a Daily Brief summarising this information will be made available to you in your department.
10.3 Orientation All new associates attend our 90-day orientation programme, which begins on your first day at work. You will be assigned a Buddy Trainer who will take care of your initial training and answer any questions you may have. Your Head of Department will explain the departmental rules and our other procedures to you, and make sure that you receive your uniform, locker key and name badges etc.
• Associate Satisfaction/Labour turnover An analysis of workplace satisfaction and how many, and why, our associates are leaving our business. • Financial Measure of key areas of financial performance.
10.2 Daily Briefing/Stand Up Meeting As part of your daily shift, most associates will be asked to attend a short meeting, which will help you to focus on Spirit to Serve/Savvy Service Basics through our 20 core service standards. These are tried and tested behaviours which are UK Associate Handbook 2008 69 Marriott Confidential and Proprietary Information
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10.4 Team/Department Meetings
10.7 Noticeboards
In the hotel there are regular monthly departmental meetings, which consider associate interests such as Health & Safety, welfare, work methods, celebrating successes and news in the hotel. Both associates and Head of Departments/ Managers attend these meetings and we ask for your support and contribution to ensure their continued success.
The noticeboards in departments and around the hotel are updated regularly. They provide associates with current news in the hotel and Company e.g. promotions, transfers, Associate of the Month winners, Marriott vacancies, GSS results, health and safety news, upcoming training and much, much more.
10.5 Associate Opinion Survey (AOS) Associate opinion is extremely important to us, to ensure the success of our Company. The Associate Opinion Survey (AOS), normally conducted on an annual basis from August, is one of the many tools that we use to gain feedback on your satisfaction (or otherwise!) as an associate. The AOS data is collected anonymously and collated outside the hotel. Once the results are collated, they are communicated anonymously through the departments within the organisation so that an action plan for improvement may be developed. We encourage all our associates to participate in this survey.
10.6 Personal Details Should you change your address, telephone number, or any other personal detail, these amendments must be entered onto a Personnel Action Form (PAF) or similar hotel informationgathering form. It is essential for emergency purposes that we always have your updated details on file. Give this information to your Human Resources representative and ensure they are kept updated.
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Within your departments your noticeboards should display a current list of First Aiders, 15Minute Training Calendars, rotas and other relevant information to enhance communication. If you have any suggestions regarding information you would like to see on the noticeboards, please see either your Head of Department or your Human Resources representative. Please ensure you read the noticeboards on a regular basis.
10.8 Associate Relations Committee (ARC) By encouraging associate involvement, we aim to generate the commitment of all associates to the success of the organisation, to improve their job satisfaction and to contribute to the efficiency and profitability of each property. These aims can only be achieved through regular consultation and in an atmosphere which encourages the free exchange of ideas. It is proven that in hotels where associates are actively involved and engaged in the property, business results and AOS results tend to be higher. The ARC is therefore a Committee consisting of between 6 and 12 elected associate representatives (nominated by fellow associates from all departments) and the GM and DHR (or
other senior managers), to discuss key issues affecting the property as a whole e.g. business results, health and safety, training and development etc. It is a vital part of ensuring all associates feel part of the team and are actively contributing to their hotel’s continuing growth. For further information on your property’s ARC, please see your HR department.
10.9 Associate Forum/Town Hall Meetings This is a quarterly meeting held for all associates within the hotel, and will be hosted by your ExCom. It will update you on all areas of the balanced scorecard, as well as being a forum of communication, recognition and questions and answers. The meetings are not an opportunity to discuss operational challenges, or to discuss terms and conditions.
10.10 Know Your Hotel In order to give the best possible service you should learn, and become familiar with, all the services and facilities of our hotel and be able to direct guests properly to all public locations within the hotel. As an associate, you should be able to assist guests to the best of your ability to ensure we exceed our guests’ expectations. Many forms of hospitality training is given to all associates during and after the 90 day probation period, in order to help you give the information and guidance needed to be able to offer our guests and associates the best service possible.
10.11 Guest Response Programme This is a Marriott guest complaint and tracking procedure in which all associates are expected to participate. Guest Response training is facilitated to train our associates on how to use a guest response form, and the benefits it brings to our hotel in the long-term. The purpose is that all hotel associates are empowered to handle a guest complaint individually and, if necessary, compensate them appropriately in accordance with the compensation guidelines set by each department Manager. These guidelines should be displayed on each department noticeboard. A quick and effective response to guest queries helps each hotel maintain excellent GSS scores.
10.12 Being Part of Our Successful Team We want you to enjoy working with Marriott. If you have any ideas or suggestions that you feel would improve our service to both our guests and to your fellow associates, please either tell your Head of Department or your Human Resources representative. UK Associate Handbook 2008 71 Marriott Confidential and Proprietary Information
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If you have any questions or queries concerning any aspect of your employment, please do not hesitate to ask.
Non-management associates are able to search and apply for entry level management positions via
We wish you great success in your new position and we are extremely delighted that you have decided to be part of our team.
Before applying for any vacancies, associates should establish that they are eligible to apply. Please see your HR representative for further information about eligibility requirements.
www.marriott.com/careers
10.13 Marriott Intranets/Websites Marriott have a number of fantastic websites for you to peruse and learn more about the Company. Our internet address is:
www.marriott.co.uk We also have a great intranet with lots of information about the history, detail, hotels, associate benefits etc. Please see your Head of Department about how to access Marriott Global Source. Marriott have great job-seeking facilities for those looking to develop their careers with Marriott, or just for those interested in what vacancies are currently available. Non-management vacancies can be searched and applied for via
http://internal.marriottcareers.net Management vacancies can be searched and applied for by management associates via
myHR>Job and Career Opportunities
(UK pension, life assurance and private medical provider).
Fetter Lane (Regional): Switchboard
020 7012 7000
Bernard’s Inn, 86 Fetter Lane, London EC4A 1EN
Fetter Lane (Regional): Fax
020 7012 7001
AXA PPP Healthcare
0870 4133148
(if already a member) Group ref: 43883
Associate Assistance Helpline (Focus)
0800 3765451
Norwich Union Healthcare
0800 142142
Cedar House (UK Shared Service Centre): Switchboard
01582 434000
Cedar House, Parkland Square, Capability Green, Luton, Bedfordshire LU1 3LU
Cedar House (UK Shared Service Centre): Fax
01582 434001
Berkeley Burke
0116 204 2988
(UK pension, life assurance and private medical provider).
marriott@berkeleyburke.com
For hotels using the Oracle/Hewitt payroll system, your tax reference number is 083/BW21, and the tax office details are: HM Inspector of Taxes The Triad Stanley Road Bootle Merseyside L75 2TT Tel 0845 300 3939 For non-Oracle/Hewitt payroll hotels, please contact your DHR/DOF for tax reference numbers and tax office details.
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Marriott Acronyms Terminology
Marriott Acronyms Terminology
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ADR
Average Daily Rate
CIA
Cash In Advance
DOO
Director of Operations
GNS
Guest No Show
ADRS
Area Director of Revenue Strategy - International
CIS
Customer Information System
DOR
Daily Operating Report
Group
Cluster Manager
Director of Reservation Sales
Asset & Liability
Functional manager in charge of 2 or more hotels
DORS
A&L
DOS
Director of Sales
Multiple travellers coming in for the same purpose and generally staying the same dates
AOS
Associate Opinion Survey
CNHT
Certified New Hire Trainer
DRM
An annual week of celebration to recognise and thank associates for their commitment and for choosing Marriott as a place to work
COB
Close of Business
Director of Revenue Management
GRAM
Associate Appreciation Week (AAW)
Group Rate Availability in MARSHA
Comp
Complimentary room
EBC
Event Booking Center
GRI
Global Rate Integrity
Comp/NonComp
Comparable vs. NonComparable units
EBS
Event Booking Service
GS
Group Strategy
EIWO
Everything in Working Order
GSA
General Sales Agent
Conv
Convention hotels
ExCom
Guest Satisfaction Index
Full service hotel that is comp and is not a resort or convention property
Senior Hotel Management Team
GSI
Core
GSO
Global Sales Organisation
EVP
Executive Vice President
GSS
Guest Satisfaction Survey
F&B
Food & Beverage
Fair Rate
Fixed rate, fairly priced for the local market
Guest Response
Internal Customer Feedback Process
Fidelio
Front Office/Sales & Catering System
HOD
Head of Department
Flash Report
Daily accounting data report
HR
Human Resources
Format 89
Accounting room revenue strategy report (for full-service & Renaissance only)
H&S
Health and Safety
Hyperion
International accounting system
AVP
Area Vice President
AYS
At Your Service
BE
Business Evaluation
Balanced Scorecard
Marriott Measurement Tool
Baron
Golf and Leisure Membership Database
Brand Standards
CRS
Central Reservations Service
CSP
Company Sick Pay
CSRs
Customer Service Representatives
Standards for operating as a Marriott Hotel
CY
Courtyard
BTC
Booked To Capacity
Daily Brief
BTS
Business Travel Sales
Daily Meeting/document to discuss the daily business
DGS
Director of Group Strategy
DHR
Director of Human Resources
Format 90
Accounting all revenue report
IBFC
Income Before Fixed Costs
DOE
Director of Engineering
Format 98
Detailed profit and loss report
IIP
Investors in People
DOF
Director of Finance
GFT
Guarantee of Fair Treatment
ILO
DOGS
Director of Group Sales
GM
General Manager
International Lodging Operations
DOM
Director of Marketing
GNR
General Name Record in MARSHA
IM
Inventory Management
IOC’s
International Operating Champions
C-7
Transfer charges from one Marriott International department to another
CAPEX
Capital Expenditure
C&B
Conference & Banqueting
CEP
Capital Expenditure Project
74 UK Associate Handbook 2008 Marriott Confidential and Proprietary Information
UK Associate Handbook 2008 75 Marriott Confidential and Proprietary Information
Marriott Acronyms Terminology
Marriott Acronyms Terminology
section 12
section 12
IR
Information Resources
MCMS
Job Chat
Discussion to Review Performance
Marriott Career Management System
MCN Secure Dial
Dial-up access to Marriott’s
Job Specifics
KDATE
Departmental training Material included in the New Hire Files Last bookable date in MARSHA (approx. 50 weeks out)
LAN
Local Area Network
LNF
Marriott’s Look No Further(sm) Best Rate Guarantee
LOS
Length Of Stay
LPP
Leadership Performance Process
LTO
Labour Turnover
MarRFP
Marriott’s Request For Pricing website
Marriott Rewards
Marriott’s frequency programme in which points are earned and redeemed for free stays
MARRPAY MARSHA
MARTIE
MAXIMA
Marriott Payroll System Marriott Automated Reservation System for Hotel Accommodations
network
76 UK Associate Handbook 2008 Marriott Confidential and Proprietary Information
Occupancy
PPM
On Demand
Financial accounting reporting system
Planned Preventative Maintenance
PPR
Profit per room
PS
People soft. Marriott International information/transfer system
PTO
Paid Time Off
RA
Revenue Analysis
RAP Session
Communication session
RDRM
Regional Director of Revenue Management
Resort
Destination location hotel
RevPAC
Revenue Per Available Customer
RevPAR
Revenue Per Available Room
RevPAS
Revenue Per Available Square Foot/Meter
RHI
Renaissance Hotels International
RHR
Renaissance Hotels & Resorts
RI
Residence Inn
RIBM
Residence Inn by Marriott
RN
Roomnight
ROCE
Return On Capital Employed
ROM
Revenue Opportunity Model
RVP
Regional Vice President
One Yield
Marriott’s revenue management system
Marriott Global Source
OOO
Out Of Order rooms
MHR
Marriott Hotels and Resorts
OPTS
On-Property Training System
MI
Marriott International
Oracle
Micros
Food and Beverage Point of Sale System
Former Whitbread hotels’ people management system
MGD/FRAN
Managed/Franchised Hotels
MGS
MIDAS
A MARSHA rate database
MIS
Management Information System
MLS
Marriott Leadership Skills
MMRS
Marriott Management Reporting System
MVCI
Net Rates
NGS
NHT
Marriott Telephone Information and Enrolments A reservation information system
OCC
NMQ
Marriott Vacation Club International Rates that are net of commission or other fees Next Generation System (group property management system) New Hire Training – Marriott’s 90 Day Induction and Training Programme Inventory restriction (black out) – no “marquis” club members can arrive/stay
OSCAR
Optical Storage Collection And Retrieval (MARSHA’s past guest history system)
PAF
Payroll Action Form or Performance Appraisal Form
PAV
Pay Adjustment Voucher (Marrpay On-Line: “Petty Cash Voucher Input”)
PBIT
Profit before tax
PD
Period
PDP
Property Diagnostic Process
PDPX
PDP Express
Performance Review
Annual appraisal
P&L
Profit And Loss
PLU
Property Look Up
PMS
Property Management System
POS
Point of Sale
POS
Point of Service
UK Associate Handbook 2008 77 Marriott Confidential and Proprietary Information
Marriott Acronyms Terminology
section 12 RVPOS
Revenue Per Occupied Square Foot/Meter
RVPRS
Regional Vice President of Revenue Strategy International
RVPSM
Regional Vice President Sales & Marketing
S&M
Sales & Marketing
SBU
Strategic Business Unit
SFA
Sales Force Automation
Short Takes
Short Training Sessions
SII
Single Image Inventory
SOPs
Standard Operating Procedures
Spirit to Sell
Identifying what our customers want, and pro-actively selling
Spirit to Serve
Service Quality Culture
SSP
Statutory Sick Pay
SVP
Senior Vice President
THRM
Total Hotel Revenue Management
TMC
Travel Management Consortium
TREVPAR
Total revenue per Available room
78 UK Associate Handbook 2008 Marriott Confidential and Proprietary Information
Turndown
Price Turndown - Rate is offered to guest and guest declines Demand Turndown - No rate offered to guest due to lack of inventory or restriction placed on rate programme
WRKIR
Weekly Revenue Key Indicator Report
Rewards
Live
LiveGrow Grow
UKIMEA Regional Office Barnard’s Inn, 86 Fetter Lane, London EC4A 1EN 020 7012 7000
Handbook 2008
UK Associate
Rewards