Impact General Manager - Itasca, United States - Janko Hospitality

Description

Job Description

Impact General Manager

Job Description

Reports to: Senior Management

Summary:

The Impact General Manager (GM) position is that of a working manager at any property needed within the organization. The purpose of this position is to provide direct management and support to achieve success at the hotel level. This includes but is not limited to these areas as described in more detail on the following pages: Service Management, Revenue Management, Profitability Management, Overall management of the property is in accordance with the company's policies/operating procedures, and the brand's policies/standards for service, quality, cleanliness, guest satisfaction and safety/security.

ESSENTIAL DUTIES: Service Management – Human Resources, Internal and External Customer Service, Property Inspection and Maintenance By effectively managing Human Resources we will increase guest and employee satisfaction. Providing a friendly and comfortable environment for our guests and employees is the cornerstone of our culture. Management by walking around (both internal and external) will allow us to see the hotel as the guest would and make service modifications to create a positive experience for our guests.

• Maintain a high standard of personal appearance with appropriate business attire and name badge.

• Obtains brand certification and designation required by the brand to hold the position.

• Able to step in and work varied hours including night and weekends in all areas of the hotel including Front Desk, Housekeeping, and Maintenance.

• Provides 24/7 On Call support for the hotel and if unavailable makes the management company aware of additional available support and Manager on Duty.

• Hotel is in compliance with all Franchise Operational standards and guidelines.

• Hotel is in compliance with all Local, State, and Federal Ordinances where applicable.

• Manage the hotel's Human Resources policies in accordance with Local, State, and Federal Laws to increase employee satisfaction.

• Properly document the human resources function to demonstrate compliance with these laws.
• Continually develop and train all employees to increase the employee's confidence in their own abilities, the hotel, and the supervisors they work with.

• Establish a structured pay scale at the hotel commensurate with employee experience and relevant job performance.

• Coaches and disciplines all direct reports in accordance with unemployment law and policies outlined in the Employee Handbook.

• Provide sufficient and timely documentation of disciplinary action in all employee files.

• Process Payroll in a timely and efficient manner. Insure time clock is maintained and utilized on a daily basis. Payroll is stored and filed in appropriate manner.

• Recruit, hire, train, and staff a successful team that is capable of delivering a consistently high level of service.

• Continuously review and respond to all brand guest relations information in a professional and timely manner.

• Inspects rooms with Maintenance Mgr and Housekeeping Mgr to insure a high level of cleanliness and product quality.

• Monitors service trends at the hotel on a daily, weekly, and monthly basis.

• Anticipates negative service trends and responds with either service improvement activities or staffing guidelines to increase service at the hotel.

• Provides on-going and direct service training with positive feedback to all employees regarding service opportunities.

• All rooms are inspected for cleanliness, condition and amenities.

• Housekeeping Mgr is coached to provide feedback to room attendants regarding performance measurements, specifically minutes per room.

• 3-part work order system is in place in all departments. GM follows up on all work orders on a daily basis.

• Preventative maintenance schedules are developed and maintained for guest rooms and public areas. Revenue Management – Local Market Involvement (Sales), Systems, and Pricing The overall objective of Revenue Management is to continuously provide for Revenue growth by maximizing Average Daily Rate in high demand time periods or by increasing occupancy in lower demand periods.

• Being aware of events happening in the market allows the hotel to drive rate.

• Shops all channels displayed on the internet on a daily basis.

• GM and GSM work together to establish Group Demand calendar and sell incoming groups based on yield management planning.

• Reviews account volume history to determine appropriate pricing and generate additional room nights.

• Understands competition's strengths and weaknesses, and can adequately and professionally portray these in a sales environment.

• Is responsible for favorably representing the hotel and the management company at local businesses and functions.

• Avoids becoming involved in political situations which could harm the reputation of the hotel in the local market.

• Represent the hotel in a positive manner by participating in chamber events, local organizations, and special event groups.

• Manages the hotel in a manner allowing for the General Manager to make outside sales calls to constantly provide the hotel with new business.

• Maximizes all technology, systems, and distribution channels to improve share in Occupancy, Average Daily Rate, and Revenue Per Available Room.

• Effectively maximizes Average Rate by involving all team members in yield process to include up-selling and minimizing discounts in high demand periods.

• Has been through brand specific training on sales and yield management systems.

• Can employ systems to modify prices, set yield management restrictions and control marketing programs to impact rate and occupancy.

• Has knowledge of the property management system directly applicable to the day to day operation of the hotel.

• Interprets Star Report to determine revenue strategy for the hotel.

• Develops rate strategy as outlined in the hotel's annual plan.

• Comfortable going out of the hotel to display hotel information and services in unfamiliar surroundings.

• Work with brand revenue managers where appropriate to impact overall revenues at the hotel. Profitability Management – Financial Understanding of Plan, Scheduling and Staffing, Inventory Control and Ordering Profitable operations provide job stability, personnel development opportunities and wage growth for all employees.

• Can understand and interpret financial statements.

• Capable of completing the hotels annual plan and monitoring the hotels performance with that plan.

• Staffs the hotel in accordance with staffing guidelines established in the hotel's annual plan.

• Manages payroll to increase productivity and control overtime.

• Deposits all hotel cash funds in a timely manner.

• Maintains the hotel cash bank for non-essential purchases.

• Any capital expenditure requiring above $2,000 is submitted with (3) three bids comparing equal service and quality of reparations or capital expenditure.

• Any nonstandard expenditure above $500 requires management company approval.
• Invoices are carefully reviewed and accurately coded to insure financial integrity.

• Invoices and expense reimbursements are submitted in a timely manner that allows the management company to efficiently process the hotel's month end financial reports.

• The hotel's ledgers are continuously in balance.

• Credit is a privilege our hotels extend to our highest producing customers.

• General Manager is aware of the hotel's Financial Reports and is able to apply this awareness to create an accurate forecast.

• Continuously monitors purchases in accordance with the hotel's plan.
• Uses approved work schedule forms and allocate work by department based on the hotel's anticipated business.

• Reviews and places all orders on a weekly or monthly basis subject to General Manager inventory verification.

Physical, Mental and Environmental Requirements:

• Physically and visually able to utilize a computer keyboard, printer, phones, and basic office machines

• Firm and simple grasping an ongoing requirement for all aspects of work

• Lifting of supplies occurs occasionally, usually not more than 25 lbs. but may be up to 50 lbs. and may be for a distance of 5 to 15 feet

• Able to stand and walk 90% of the work day and sitting is usually limited to short breaks

• Reaching is required up to 50% of the time and may be combined with other activities such as pushing, pulling, and bending in all phases of work. Overhead reaching is usually limited to approximately 25% of the time.

• Twisting of the body at the waist is required approximately 40%-50% of the time.

• Bending and stooping are required up to 20% of the work day

• Crouching and kneeling are usually less than 10% of the time.

• Crawling is required less than 5% of the time

• Climbing of stairs is usually required less than 5% of the time

Skills, Educational Background and Experience:

• High School Diploma, GED, or equivalent years of relevant work experience required

• Previous management experience

• Previous front desk experience preferred

• Friendly demeanor and excellent communication and customer service skills

• Good organizational and prioritization skills

• Prior computer experience using windows based software preferred