酒店生产力手册Productivity_workbook

Productivity–HandoutIdeasforimprovingEmployeeProductivity叶予舜Jack.Yeh.Edit1ProductionWorkbook生产力手册Preparedby制作人Department部门Date日期Productivity–HandoutIdeasforimprovingEmployeeProductivity叶予舜Jack.Yeh.Edit2ProductivityCycle生产力循环ExpectationsofAllThreeCustomers三类客人的期望StandardsofPerformance工作表现标准JobGuidelinesandEmployeeProfiles建立工作指引及员工简述BusinessLevels营业额ProductivityRatios生产力比率WorkRosters排班表Zero-BasedStaffingGuide零基数人员编制指引Costing成本ImplementationandTraining实施与培训MonitorandFineTune监督和完善ProductivityCycle生产力循环1.DefineExpectationsofallThreeCustomers为三类客人的期望定义2.DevelopStandardsofPerformance建立工作表现标准3.DevelopJobGuidelinesandEmployeeProfiles建立工作指引及员工简述4.DetermineBusinessLevels确定营业额5.DevelopProductivityRatios建立生产力比率6.BuildWorkRosters制作排班表7.PrepareZero-BasedStaffingGuide准备零基数人员编制指南8.Costing–IsItAffordable成本–可以承受吗？9.ImplementandTrain实行和培训10.MonitorandFineTune监督和完善Productivity–HandoutIdeasforimprovingEmployeeProductivity叶予舜Jack.Yeh.Edit3DefinetheExpectationsofallThreeofYourCustomers为三类客人的期望下定义Guests顾客Beboldandchallengeyourselves.ListentoyourcustomersandidentifywhattheyreallyexpectandneedofyourDepartmenttoday.Timeschange,sotodotheexpectationsofyourcustomers.敢于挑战自己,倾听客人需要并了解今天他们对你部门的真正期望和要求。时代在变,客人的期望也在变。Listkeyexpectations列出主要的期望Listkeyservicesyouneedtoprovideandwhen（dotheymakebusinessandfinancialsense？）,inorderofpriority以重要性为标准依次列出你所要提供的服务及何时提供这些服务。（这些服务在业务及财务上可行吗？）Listkeyservicewhichwouldbenicetoprovideifyouhadthetime（theseshouldonlybeimplementediftheymakebusinessandfinancialsense）列出当时间允许的时候你所能提供的一些额外服务。（这些服务必须是在业务和财务上可行的前提下才可实行。）Employees员工Dothestandardsofperformanceandjobcontentmeettheexpectationsofyouremployees？员工的工作表现与工作内容达到标准和要求了吗？Whatcanbedoneintermofjobrestructuringtomaximizethesatisfactionofyouremployeessothattheyfeelproductiveandvaluable？在工作重组方面可以做些什么而能够尽量满足员工,令他们觉得自己是有生产力并有价值的呢？Owners业主DotheOwnershaveexpectationsaboutthetypeofproductyouoffer？业主对你提供的产品有期望吗？Areyouclearabouttheirexpectationsforthefinancialperformanceofthehotel？你清楚酒店在财务表现方面的期望吗？Productivity–HandoutIdeasforimprovingEmployeeProductivity叶予舜Jack.Yeh.Edit4DevelopStandardsofPerformancetoMeetCustomerExpectations建立工作表现标准,达到客人期望Reviewexistingordevelopnewstandardsofperformanceforthoseservicesyouneedtoprovidetomeetallofyourcustomerexpectations.Don’tfocusonthose,whichwouldbenicetoprovide–thoseshouldbeconsideredonlywhenthebasicsareinplace.检讨你现在的工作表现标准或重新建立一套从而达到客人期望。不要把注意力集中在那些”最好能有”的服务,这些服务是应该在所有基本标准已达到时才作考虑的。Gatheranyexistingstandardsofperformance集合现有的工作表现标准Withyouremployees（theygenerallyhavethebestideas）,brainstormandagree与员工一起集思广意益（他们常常会有最好的意见）,并达成共识-Thosenolongerrelevant（discard）一些不在相关的工作表现标准（放弃）-Thosewhichcanbeimproved（mostofanywhichhavenotbeendiscarded）,forexamplebyreducingstepsandstreamlining一些还可以改进的（那些还未被放弃的）,例如减少工作步骤或减去工作-Thosewhichdonotneedtobechanged（generallytheminority）一些无需改进的（少数的）-Thosewhichneedtodeveloped一些需要重新建立的Beruthlessandradicalinyourapproach–thinkoutsidethebox以大刀阔斧的手法行动,不要为思想范围所规范Agreetheabovecategorieswithyourimmediatesupervisorpriortodevelopingthenewstandardsofperformanceoramendingtheexistingones在建立新的或改进旧的工作表现标准前,必须与主管达成以上共识Productivity–HandoutIdeasforimprovingEmployeeProductivity叶予舜Jack.Yeh.Edit5DevelopJobGuidelinesandEmployeeProfilestoDeliverStandardsofPerformance确立工作指引及员工简述以达到工作表现标准Yourexistingjobdescriptionswillalmostcertainlyneedtoberevisedtomatchthenewandrevisedstandardsofperformance.Moreimportantly,challengeeveryexistingjobdescriptiontomakesurethatitmeetsthefollowingcriteria：你现有的工作描述机几乎必定是要经修订以迎合新的工作表现标准的。最重要的是要挑战现有的工作指引,从而使他们能够满足以下条件：Maximisesemployeeflexibility（writejobdescriptionsusingbroaddescriptionsandjobfunctions）员工工作弹性最大化（以宽宏的字眼描述工种及功能）Allowsformaximumcross-functionality（iemulti-tasking）andjobsharing（whereavailable）尽量允许功能互换（多功能）和工作分担（当适用时）Meetstheexpectationsoftheemployees（isthereenoughscope/responsibility/opportunitytolearnnewskills/empowerment？）满足员工的期望（是否有够的工作范围/责任/学习新技能的机会/授权？）Meetstheneedsofthedepartmentintermsofprovidingcoverage满足部门的工作及人员量Minimisesreportinglayers减少汇报的层面Productivity–HandoutIdeasforimprovingEmployeeProductivity叶予舜Jack.Yeh.Edit6DetermineBusinessLevels（i.eDemandforYourServices）确定营业额（对你所提供的服务的要求）Ifyourpurposeinworkistosatisfytheneedsandexpectationsofyourcustomers,thenitisonlylogicalthatyoumustknowthedemandforyourservicesandproducts.如果工作的计划是要满足客人的需要和期望,在理论上你必须了解客人对你所提供的服务和产品的要求。Youshouldidentify：你需要认清：Whetheryouarereceivingtheinformationyouneedonaregularbasistounderstandthedemandlevels你是否得定时得到能让你了解客人需求的数据Thevolumeofdemand（byhour）客人需求的数量（以小时计）Thepeaksandtroughsandwhentheytypicallyhappen客人需求的高峰和低潮期,以及他们出现的规律Theextenttowhichyoucanmanagethisdemand（egbyprovidingalternatives,bycreatingademandforsomethingelseatadifferenttime,etc）你能控制这些需求的程度（比如：提供代替品、创造第二种需求并在其它时间提供）Thepotentialdamageifyoudon’tdeliverondemandbutrequirethecustomertowait（whatisacceptable,customaryornormal-forthisservice）如果你不能满足客人的需求并要他们等候,对公司的潜在损害有多大（什么是可接受的、惯常的、或是…..）Productivity–HandoutIdeasforimprovingEmployeeProductivity叶予舜Jack.Yeh.Edit7DevelopProductivityRatios建立生产力比率Productivityratiosarerequiredtoaccuratelycalculatethe