The General Manager will direct the hotel and staff, aiming for profit maximization and long-term investment return. Develop marketing strategies, ensure customer satisfaction, and manage budgets effectively. Seek business opportunities, maintain competitive advantage, and promote staff development.
- Minimum Qualification: Degree
- Experience Level: Senior level
- Experience Length: 4 years
- Directly manages the hotel and staff on a daily basis, and responsible for the overall direction, co-ordination and evaluation of the hotel.
- The GM is to take the Company/Hotel forward providing vision, inspiration and professionalism of the highest standard.
- Achieve maximization of profits and return on investment over the long term by the prudent and efficient use of resources.
- To identify, plan and implement "acquisition and maintenance" marketing and sales strategies and activities to maximize occupancy, REVPAR and ARR.
- Ensure the highest level of customer satisfaction and lowest rate of defection by building the hotel reputation and relationships, addressing complaints and resolving problems in a positive manner.
- To create, maintain and develop policies and strategies for the hotel, and ensure compliance of all legislation and company standard operating procedures.
- Manages and controls the budget, targets, cash and working capital effectively.
- To seek out new ways to increase and develop business opportunities, new and additional products and to work towards maintaining the hotel’s competitive advantage.
- To create and maintain an environment where all management and employees develop and excel and employees are disciplined and rewarded.
- Responsible for staff development and growth within as well as the successful running of all social economic development programs and all environmental strategies is achieved.
Specific duties and key performance areas:
- A comprehensive SWOT analysis, Value Map with USP per market segment and events calendar.
- To create a comprehensive competitor analysis focusing on competitor market positioning, products analysis, rate structures, discounting policy etc.
- Hotel forecast occupancies are reviewed and appropriate sales and marketing activities reviewed/forecasted and documented in the Marketing Plan.
- Reports are compiled and analysis of the hotel’s actual performance per market segment to establish the success of marketing plan and strategies activities.
- A series of reports detailing the Hotel’s actual performance against budget and forecasts are completed and sales and marketing activities are adjusted accordingly.
- Strategies and actions such as placement of advertisements, promotional activities and press releases are planned and executed for the maintenance of hotel brand awareness, in keeping with company policy and procedures.
- Liaison is maintained with Bon Hotels marketing services department to ensure correct branding levels and brand corporate identity specifications are maintained.
- Daily Yield meetings are conducted/attended to review forecasts and planned/implemented marketing and sales actions to stimulate demand per market segment.
- Weekly management meetings are attended and report back given on the Hotel’s Sales and Revenue performance per market segment against budget, as well as feedback on future sales and marketing actions planned.
- Sales calls, property inspections, marketing activities, etc. are carried out as required by the Marketing Plan.
- All registered Guest’s details are captured and maintained on the PMS Guest history module.
- The Guest history is used for returning Guests for pre-registration, noting preferences, etc. as well as for direct marketing purposes.
- A Competitor rate analysis is conducted on a quarterly basis. Corporate, tour operator, travel agent & PCO rate analysis is reviewed monthly and price/ room night performance is reviewed monthly against budget & Last Year.
- A Minimum Bid Price for each market segment relative to demand is in place.
- A three months room night forecast, by market segment, is maintained in the required format and updated weekly. An ARR forecast is maintained in the required format.
- Daily statistics are submitted to CRO by e-mail in the required file format, daily by 08h00 Mon-Fr.
- Room and rate availability is updated daily on CRO in line with forecast.
- The procedures as detailed are being adhered to and the results of the Gold Report for the last week are available for review.
- Daily Revenue Management Meetings are held covering all aspects on the PH RM Meeting agenda.
- The Rate Board is updated daily, as necessary. A Rate Board analysis is conducted monthly in the required format.
- A Month End File must be maintained in the prescribed format and periodic checks conducted to ensure that all aspects of the file have been correctly dealt with.
- All accounting procedures and records applicable to month end procedures meet the requirements laid down in the Accounting Standards Manual.
- The accounting systems, controls and reporting formats relating to cash management and accounts receivable are in accordance with the laid down corporate Accounting Standards guidelines. The Hotel’s cash flow is monitored to meet short and long term commitments.
- Adequate controls are implemented in regard to petty cash, cash-up procedures, electronic banking and with regard to the safe-guarding of issued and unissued cheques.
- Credit policies and checks are implemented and adhered to with regards to tour operators, travel agents, group bookings, etc.
- Control is maintained over the debtors ledger and appropriate checks and balances are instituted in accordance with standard accounting procedures as laid down.
- Debtors age analysis must be reconciled to the General Ledger monthly and the Bad Debts provision account reviewed and updated monthly.
- All payments must be accompanied with a creditor reconciliation and the Creditors List reconciled to the General Ledger Control account. VAT returns and VAT input claimed must be reconciled and VAT returns submitted timeously.
- Identified key Margins are calculated and reported upon and variances to optimal targets explained/ corrected. Margin Management and benchmarking is implemented in each operational Department and Departmental Management is trained in the relevant concepts and application.
- Regular inventory stock takes are conducted. Trading Summaries exist for all categories and amounts on different categories are reconciled to the General Ledger.
- An annual Capital Expenditure budget is prepared and duly authorized by the Regional Office and Hotel Owner prior to the commencement of each financial year.
- All accounting procedures and records applicable to the budgeting, purchasing, recording, depreciation and control of fixed asset and capital expenditure meet the requirements laid down in the Accounting Standards Manual.
- A Fixed Asset register is maintained and updated monthly and is reconciled to the General Ledger on a monthly basis.
- An annual Asset count is conducted and reconciled to the Fixed Asset register.
- Regular stock takes are taken of operating equipment and the stock sheets are reviewed monthly. Reconciliation is made to the General Ledger.
- The Hotel is compliant with all statutory obligations including registration for tax (VAT and PAYE) purposes, employment related registrations, etc.
- All appropriate regulatory licensing has been complied with, including liquor licensing, fire regulations, etc.
- Computer access, password protections, software policy, internet/ e-mail usage policy are controlled. Computer access, Electronic funds transfers and Internet Banking are controlled through authorized users and user rights. An audit trail is maintained. Backup and data storage systems and policies maintained.
- The Minimum Physical and Branding standards set out in the Group's Operations Standards Manual are clearly communicated, implemented and maintained
- Department Management have attended the relevant Bon Hotels service standards courses.
- The Minimum Guest Service Standards with regards to all service areas are set, communicated, maintained and regularly reviewed.
- Management regularly conduct on-the-job training and coaching to implement and maintain required Guest service standards.
- Quality Assurance Review scores meet or exceed the Group benchmark. A Quality Assurance Review is conducted, internally per department, at least every quarter. An internal minimum-branding audit is conducted at least every quarter.
- The Hotel meets with the Minimum Requirements of the Tourism Grading Council for classification and grading as a Hotel. The Hotel meets or exceeds the Grading requirements set down by the Tourism Grading Council for the grading of the Hotel at the applicable star grading required.
- Guest Comment Forms are reviewed daily and, in the case of Guest complaints/ maintenance comments, immediate follow up/ remedial action is carried out. Appropriate response letters are sent to Guests within 2 days of the Guest comment being received.
- Guest Service focus groups are held on a regular basis to discuss Guest Comments received and means of improving Guest service.
- An annual Risk Audit is done and a fire safety log book is maintained.
- The requirements set out in the Company’s Operations Standards Manual – Risk management are implemented.
- The internal Risk Management Checklist contained in the Operations Standards Manual is completed at least twice a year.
- Adequate insurance is in place, including 3rd party goods and persons. Periodic evaluation must ensure that the Hotel is adequately insured and all insured sums and cover should be agreed upon with the Insurer. A system of updating cover should be in place when new assets are purchased. Copies of relevant and current insurance policies must be available for review.
- The Minimum Physical and Branding standards set out in the Group's Operations Standards Manual are clearly communicated, implemented and maintained
- The Hotel complies with all relevant labour legislation and copies of such relevant legislation are available for reference purposes. Summaries of applicable legislation are displayed on the Hotel premises, as required by law.
- Where the workplace is unionized, the Employer/ Union relationship is regulated through formal procedures, relationships and collective agreements
- Periodic checks are made to calculate the Union's representation levels and rights granted at agreed levels of representation.
- The employee consultative forum meets at least on a quarterly basis and such meetings are documented and the minutes made available to all employees.
- To complete and implement a Workplace Skills Plan and submit the same to the THETA. A copy of the WSP and subsequent Implementation Reports is forwarded to Bon Hotels Head Office.
- The required training records and training statistics are maintained and an annual Implementation Report is submitted to Theta.
- To complete an annual Training Implementation Report and processes/ monitors grant claims to Theta to maximize the reimbursement of skills levies paid.
- A quarterly Departmental job skills training needs analysis is conducted within every Department to identify training required to meet job competency.
- Identified training needs and planned training activities are incorporated into the Hotel’s Workplace Skills Plan.
- An employee skills audit (to assess levels of education, experience profiles, training completed and individual training needs) is conducted at least once per annum. Appropriate records are maintained on the employee’s personnel file.
- Guest service skills training is regularly conducted, either on-the-job or off-the-job and appropriate training records are maintained. Records must reflect training completed by job level, race and gender for statutory reporting purposes (i.e. Workplace Skills Plan and Employment Equity Plan). Statistics are maintained of all training conducted by way of type of training, job position, number of employees trained by race, gender, occupational level and occupational category.
- On-going HIV/ AIDS awareness training is conducted at least quarterly.
- Quarterly targets for certification of employees at respective job-related NQ levels or Skills Programme levels are set and achieved for within each Department.
- An employee consultative forum (ECF) has been formed and meets regularly to deal with issues of the Hotel’s Employment Equity Plan, the Workplace Skills Plan and Health and Safety issues.
- A job grading and job classification system is maintained in accordance with the Company's Job Classification guidelines and all Job Titles, occupational levels and job gradings are in accordance with corporate guidelines.
- All employee statistical reporting is completed in terms of the laid down classifications.
- Set employment equity targets in line with applicable provincial demographic statistics and has the necessary guidelines, recruitment strategies, training programmes and development initiatives to ensure progress towards employment equity goals.
- An analysis is maintained, by job position, race and gender, of all recruitments, promotions, disciplinary actions, training completed and terminations for the required reporting period.
- Submits an Employment Equity Report to the Department of Labour in terms of the requirements of the Employment Equity Act. Copies of such reports are also forwarded to the Regional Manager.
- Submits Employment Equity statistics to the Company in the required format as and when requested.
- The Hotel’s Employment Equity Profile, Targets and recruitment is reviewed on a quarterly basis in conjunction with the respective Regional Director/ Regional Manager.
- The Hotel has an internal advertising of vacant positions policy.
- Identified individuals who have the potential to be further developed and such individuals are coached and developed through a formal Mentorship Programme.
- Employees are regularly appraised to assess and identify development potential and career-path planning and training and development needs are addressed with the employee on a one-to-one basis.
- The Hotel maintains an Employee Development Plan for all Management levels. Personal interviews are conducted with current job incumbents to assess career paths, training and development needs, promotional potential and mobility.
- The Hotel Employee Development Plan reflects the Hotel’s Employment Equity goals and is updated twice a year.
- The Hotel’s Employment Equity Plan has been implemented, as per the Business Plan guidelines
Environmental and Social Responsibility:
- Assist with power and electricity usage by not having lights or any electrical appliance on that could be switched off when not in use.
- Participate and actively control all forms of waste and ensure accurate recycling of all glass, papers, plastics, aluminum and steel from all areas to waste.
- Actively participate in all social development drives with local communities and initiatives.
- Actively participate in the food waste program of the Hotel.
- Reduce the use of paper by not printing unnecessarily and recycle used paper.
- Lead as an example for the entire hotel employee compliment.
General and other Duties:
- The above listed criteria identify the key areas of responsibility of the position and are not an all-encompassing description of duties and tasks. The above criteria will be subject to ongoing review and adjustment.
- The position required the employee to perform tasks in any area of the hotel as requested by the Owner or Directors of Bon Management from time to time.
- The position required the employee to maintain a high standard of personal appearance and hygiene and ensure that uniforms meet the Hotel’s requirements and do not detract from the desired image of the Hotel.
- Be committed to the safety of Guests at all times.
- Practice Safety at all times including constant awareness of safety hazards.
- Agree to continuously improve and develop his/herself, by attending scheduled training courses as directed by Management and being committed to making the absolute most of the given opportunity.
- Be committed to the highest level of service to the Hotel Guests, courtesy to colleagues and a commitment to all environmental social and developmental training initiatives.
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