1、1 - 3 Introduction Introduction Tracy RobbinsIntroduction Tracy Robbins Making Hotel Ready a reality Making Hotel Ready a reality All the tools you need to make your work Hotel Ready All the tools you need to make your work Hotel Ready Helping create successful programmes Helping create successful p
2、rogrammes4 - 9 STEP 1: Plan Write a programme brief Write a programme brief Develop a programme plan Develop a programme plan Have a programme team kick-off meeting Have a programme team kick-off meeting Hold the team accountable using an accountabilities chart Hold the team accountable using an acc
3、ountabilities chart Secure a place for your programme on the operations calendar Secure a place for your programme on the operations calendar Keeping everyone up to date with changes Keeping everyone up to date with changes Fast tracking your programme Fast tracking your programme 10 - 14 STEP 2: De
4、velop Develop your programme Develop your programme Produce your communication and training materials Produce your communication and training materials Write the general managers implementation guide Write the general managers implementation guide Pilot test the programme, general managers implement
5、ation Pilot test the programme, general managers implementation guide, communication and training materialsguide, communication and training materials Refi ne and sign off with your functional head / regional president Refi ne and sign off with your functional head / regional president15 STEP 3: Com
6、municate Use the regional teams to communicate your programme Use the regional teams to communicate your programme to the hotels to the hotels 16 STEP 4: Measure Measure and feedback the impact of the work Measure and feedback the impact of the work 16 Resources and key contactsContents 2010 InterCo
7、ntinental Hotels Group. All rights reserved. Most hotels are independently owned and/or operated.Hotel Ready is a framework thats been developed with your help. You said you wanted a more consistent and simple way to design programmes for hotels. Hotel Ready makes sure that everything launched into
8、hotels is planned and tested, is straightforward for the general manager to bring to life and has a positive effect on performance.Its a tool that you, the programme managers in the corporate and regional teams, can use to ensure your work is effectively implemented. I know that one of your challeng
9、es is that programmes dont always get the traction that had been hoped for. Equally in hotels it can be diffi cult to manage the number of initiatives that arrive. Either because theyre not expected or planned for or theyre in different sizes and variations that have to be interpreted before they ca
10、n be implemented.The power of Hotel Ready is that our plans will be fi t for purpose and ready for implementation much more quickly and effectively as a result. Putting things into a simpler and more consistent format makes absolute sense and saves time for our general managers and their teams. This
11、 means they in turn can invest more time with our guests. There are four simple steps to developing Hotel Ready work. These are: plan; develop; communicate and measure. Please start to use and champion Hotel Ready as soon as youve read this guide and give us feedback on how its going through the Lea
12、ders Lounge and the Ways of Working site on Merlin. Tracy RobbinsEVP, Global HRIntroduction Tracy Robbins1 2010 InterContinental Hotels Group. All rights reserved. Most hotels are independently owned and/or operated.Making Hotel Ready a reality Hotel Ready is a term thats new to us all. Its about gi
13、ving you, the programme managers who work in the corporate offi ces and regional teams, a consistent approach for developing and delivering projects and programmes into hotels so that they achieve their full impact. It will make all work easier to introduce into the hotels, help ensure sure work is
14、implemented consistently across the world, promote better teamwork, reduce duplication of effort, save time and money and give general managers more time to put the guest at the heart of everything they do.All the tools you need to make your work Hotel ReadyA programme is any work that impacts hotel
15、s whether its a new Priority Club initiative, HR policy or training course. From outlining the critical planning stages to helping keep your programme simple and straightforward to implement, this guide describes the four steps for you to take when developing your programmes. It has been developed i
16、n response to feedback from many IHG colleagues who said they wanted support and training in developing and bringing programmes to life in the hotels.It gives you a baseline of activities, best practice and a common language for programme development and delivery. Its supported by tools and template
17、s for you to use for each Hotel Ready step. This guide and the tools can all be found on the Ways of Working site on Merlin at 2010 InterContinental Hotels Group. All rights reserved. Most hotels are independently owned and/or operated.Helping create successful programmes follow these four stepsFrom
18、 planning through to post programme measurement, this guide will give you all the details you need to produce Hotel Ready work. Following these four steps is the best way to achieve your goals. Introduction31. PLANStart with a thoughtful programme brief and plan. Take time to get the right cross-fun
19、ctional team together. Sign off your plans with your functional head / regional president and then get your work a place on the operations calendar.3. COMMUNICATEThe operations council communications process will be used for communicating your work to the General Managers who will then in turn ensur
20、e it is implemented in the hotels.2. DEVELOPIts time to research and develop your work, develop and pilot test your communication and training materials, refi ne your work and fi nally to sign it off with your functional head / regional president4. MEASURE Evaluate whether your programme or project
21、had the desired impact on the steering wheel measures you identifi ed in your project brief, for example did it achieve its ROI targets. 2010 InterContinental Hotels Group. All rights reserved. Most hotels are independently owned and/or operated.PlanWrite a programme brief: Start with the end in min
22、d and be clear what problem youre trying to solve, why your programme is important and who your programme is aimed at. Set yourself measurable objectives and list the steering wheel measures the programme will impact so that you can track and measure success after implementation. Decide who needs to
23、 be in your programme team. These people will be your subject matter experts and help you to achieve your objectives. Theyll offer you expertise in all areas across the business, so look further than the colleagues in your own function. Consider including people from the following functions in your
24、team: regional and global hotel operations and performance support, internal communications, HR, legal, procurement, IT, fi nance, sales and marketing. Although each of these functions may not be involved at every Hotel Ready step, they all support the business at key times, so its important theyre
25、involved in the planning step.They can then decide with you how they need to be involved on an ongoing basis. For global programmes, you will need to think about and involve key markets such as China from the start. Its very important to take account of cultural differences as you develop your plans
26、. If you have any questions or need any help with this, your colleagues in the regional operations teams will be able to help you. Their contact details can be found on the Ways of Working site on Merlin.The Hotel Ready planning step starts once the need for the programme or project has been identif
27、i ed as part of the IHG business planning process, there is approval for funding, youve got executive committee sponsorship and when youve been appointed programme leader.4 2010 InterContinental Hotels Group. All rights reserved. Most hotels are independently owned and/or operated.PlanDevelop a prog
28、ramme plan: Include the key activities and completion dates. Always include any concept or pilot testing in your overall plan and show it as a separate activity so that it isnt lost. Consider the following: do you want guest feedback? Is it a regional or a global test? What are the criteria for hote
29、l selection for example full service, limited service, managed or franchised? How long will the pilot test be? What are your measures of success? The process for pilots is exactly the same as the process for full roll out of a programme. The only difference is that you are only using a few hotels to
30、 pilot your work. You will be able to pilot your work by completing the plan and develop stages of Hotel Ready. Also make sure you identify the key communication milestones and build them into your plan. Remember to plan and budget for translating all training and communications materials. Usually h
31、otel programmes that impact all colleagues are translated into 11 languages. These are Arabic, Chinese (simplifi ed) English (UK and US), French, French Canadian, German, Italian, Japanese, Portugese, Spanish neutral. Its a good idea to build three weeks into your plans for the translation of materi
32、als. Have a programme team kick-off meeting: Now that youve written the brief and initial programme its time to invite your cross-functional team to a kick-off meeting: Share as much information as possible with the team at this fi rst meeting. Get their insight and feedback on the programme brief a
33、nd plan, answer any questions they may have. See if they can think of anyone else who needs to be involved in the team. Agree the ground rules for how the team will work together such as meeting timings and locations. Work with the team using the initial programme plan to create a detailed work plan
34、 for the team. 5 2010 InterContinental Hotels Group. All rights reserved. Most hotels are independently owned and/or operated.6Hold the team accountable using an accountabilities chart:Its important that you hold everyone in your team accountable for achieving the programme objectives. A great way t
35、o do this is to assign roles to individual team members using an accountabilities chart. This describes the involvement of different people in completing tasks or deliverables for a programme or business process, its a particularly useful tool for cross-functional teams to use and it describes the f
36、ollowing: Responsible those who do the work to achieve the task, it can be more than one person. Accountable the person whos accountable for ensuring the programme is achieved. They sign off the work of the responsible person.Consult the people to engage in two-way dialogue to get their opinions on
37、the programme.Inform the people who need to be kept up to date with whats happening.StepActivityResponsibleAccountableConsultInformChoose the locationEstablish the budgetCheck options on the internetDiscuss options with familyMumMumMumMumMumMumDad Travel operatorsFamilyChildrenBook the holidaySelect
38、 travel operatorFill in formsPay for the holidayMumMumDadMumMumDadTravel operator and familyPrepare for departureAsk neighbour to feed petsPack bagsBook taxiMumFamilyMumMumMumMumNeighbourFamilyHeres a fun example of an accountability chart for organising a family vacation: 2010 InterContinental Hote
39、ls Group. All rights reserved. Most hotels are independently owned and/or operated.7Youll fi nd an example accountability chart for an IHG amenities programme within the Hotel Ready tools section on the Ways of Working site on Merlin.Once you have worked through the programme brief and programme pla
40、n in more detail, present them to your functional head / regional president for sign off. Plan well at the start and itll save you time in the long run. Its better to start with too many people in your programme team and then cut down rather than miss out on important input from the start. Find ways
41、 to communicate with the wider team to keep them involved. Follow effective practices for team meetings such as circulating the agenda in advance. Keep others informed with weekly calls/emails. Always assign clear next steps to individual team members to ensure everyones aware of whats required and
42、by when. Put your stakeholders minds at ease with regular updates. If they feel they dont have all the information they need, you may experience some hesitation. When consulting with your stakeholders give them a reasonable amount of time to refl ect and respond, but set the expectation that no resp
43、onse means that they have no input. Dont be surprised if everything feels slightly chaotic at the start new processes often do! Itll get easier and soon become a natural way of doing things. Your communications partner will have a great understanding of all the different communications going out at
44、any one time. They will be able to help you plan in order to get your message across in the most effective way using the best channels. Tools to help you: Programme brief template and example Programme plan template and example Programme milestone tracker template and example Kick-off meeting agenda
45、 template and example Accountability chart template and example Translation listTIPS 2010 InterContinental Hotels Group. All rights reserved. Most hotels are independently owned and/or operated.8Secure a place for your programme on the operations calendar The operations calendar is a tool used to en
46、sure programmes and initiatives are prioritised, sequenced, managed, communicated and implemented effectively in hotels. pypgps calendar is a tool used to ensure programmes and initiatimanaged, communicated and implemented effectively in hotEndorsed by the operations council, approved by the executi
47、ve committee and implemented by the regional operations forums, the operations calendar schedules all the programmes hotels will deliver or need to be aware of during the year across a series of eight windows. The global operations calendar consists of all global programmes and initiatives that impa
48、ct hotels around the world. Specifi c regional programmes are then added to the calendar by the regional operations forums. Its managed on behalf of the operations council by the global operations planning and performance team. Heres how to get your programme live in one of the eight windows across
49、the year. 1. Submit your completed programme brief form to the global operations team on the Ways of Working site on Merlin to request a timeframe to communicate and launch your programme. 2. The global operations team or the regional director for operations support will review your request and will reply to you within three working days. Theyll let you know that: Your programme has been added to the global or regional operations calendar and will be circulated as a pre-read for the next operations council or regional operations forum meeting. The meeting schedules are listed on the operation
