Welcome to Four

Seasons Hotel

Philadelphia

What you’ll learn about today

• The Four Seasons Culture• The Golden Rule and how it defines the

way we treat our staff• How we distinguish ourselves through:

• Selection• Training and Developing our Staff

• Our Communication Structures• Core Standards• Service Culture Standards

• Q&A

The Four Seasons Culture

Our Mission: We have chosen to specialize within the hotel by operating only hotels of exceptional quality.

Our objective is to operate the finest hotel wherever we locate and do it profitably.

It is the service we provide that will set us apart from our competitors

The Four Seasons Culture

How we behave: We demonstrate our beliefs most effectively by how we treat each other and by the example we set for one another.

The Golden Rule – treat others as you would like to be treated.

The Four Seasons Culture

What we believe: Our greatest strength and asset is the people of Four Seasons.

Each of us has dignity and a need for pride and satisfaction in what we do.

How we distinguish ourselves through Selection

• All of our staff goes through a minimum of four interviews

• Behavior based interviews used to predict success at all levels.

• The first criteria – each staff member needs to be a warm, confident communicator.

• There are no wallflowers here.• We hire a lot of the “best and

brightest” straight out of college.

It’s who we

hire that sets

us apart

Behavior Based Interview Questions

• Tell me about the most difficult guest you've had to deal with.

• Have you ever felt it was necessary to break a rule for a guest?

• Quite often we are pushed between getting something done quickly and doing it really well. Tell me the last time you face this situation.

How we distinguish ourselves through Selection

• When we open hotels, we strive to have as many transfers as possible

• Senior managers are rewarded for developing and transferring their best people.

• Managers are increasingly able to control their own careers.

Transfers

make a hotel

great.

Distinguishing ourselves through Training

• New Employees attend six different Orientation programs over a three month period

• Managers have four additional sessions.

• Skills training comes from the people who know the job the best – their peers

Training takes

solid

individuals and

makes them

comfortable

with our culture

and

expectations

Distinguishing ourselves through Training

• Managers average 40 hours of management training annually

• About a third comes through web-based delivery systems

• Each hotel has a Learning Manager• Senior managers have become

trainers.

Management

Training is

provided through

classroom

training and web-

based delivery

systems

Our Communications Structures

• The day always starts with a briefing

• Each department has a monthly meeting

• Bulletin boards are used throughout the hotel to reinforce a message

• Quarterly Employee Town Meetings • Home Office Visitors always meet

with the staff• Direct Line Meetings

The message

does not sink in

until it is heard at

least three times

Communicating Our Standards

• Starts in orientation• Continues with skills training by

peers• Tested consistently each month• “Regulated by our managers and

staff”

Feedback is the

breakfast of

champions

Lunch and Casual Dinner Service Standard

•The greeter will actively greet guests, smile, make eye contact and speak clearly in a friendly manner.

•Guests will be greeted within 30 seconds of arriving at the restaurant and will not be asked their name unless a reservation is indicated.

•If there is a delay of several minutes, guests will be given an accurate estimate of the time, and alternative dining options suggested.

•Initial drink orders will be served within five minutes of guest seating.

Only a guest can

change the

standard

Communicating Our Standards

• Starts in orientation• Continues with skills training by

peers• Tested consistently each month• “Regulated by our managers and

staff”

Feedback is the

breakfast of

champions

Q&A

Session