2. 2
Job Description
• Title: Hotel Banquet Director
• Posted: April 16, 2014
• Type: Full-time, Salaried, Experienced
• Location: The Omni Parker House, Boston, MA
• Description: Job includes maintaining a balance between administration duties, supervising, group interaction
and training. Administrative duties consist of communicating requests such as menu choices to the proper staff
members per the client, as well as keeping contact with meeting planners and clients to ensure the best event
outcome possible. Communication skills will be imperative for contacting clients with information regarding their
event. Meetings with clients, meeting planners and suppliers are required as well. Staffing responsibilities include.
Director with lead a group meeting each day in which they will give feedback from recent events, give out
assignments for upcoming events, and motivate the team to make every event better than the last. Candidate is
expected to attend every event held on property to ensure it runs smoothly. Supervision will include that of 3 full
time assistants as well as overseeing all banquet functions throughout the set up, the event itself, and tear down of
the event. The use of hands on and participative management is used primarily at the Omni Parker House.
Candidate will report back to property manager based on daily reports and offering feedback on hiring/firing
banquet staffing. Meetings with the General Manager in conjuncture with other department heads will be held
each week to discuss goals, budget, issues at the hotel.
• Requirements: Must have a Bachelor’s degree in Recreation Management, Hospitality, Commercial Recreation,
or related field; 3-5 years experience supervising others; minimum 2 years experience supervising Food and
Beverage functions. Ability to be on foot for 5-6 hours at a time while running events. Moderate physical labor
involving lifting or moving items around in banquet space.
• To Apply: Attach Resume, references, cover letter, portfolio of prior events involved in (if applicable)
• Key Contacts:
o General Manager of Property
§ Mackenzie Stanton
§ (812)-555-1234 Ext: 200
§ MStanton@OmniParker.com
o Head of Human Resources
§ Haley Vogel
§ (812)-555-1234 Ext. 150
§ HVogel@OmniParker.com
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3. 3
Recruitment Strategies
• Effectiveness
o Internal Recruiting
§ Hiring from within the department could be beneficial in many ways to the Banquet
Department. For instance, the assistants to the director would already know about the
facilities and what they offer in terms of service. Also, having a familiarity with how events
are run at the particular property. Also, they would have prior contact with employees and
have established a work environment that is comfortable and has minimal stress between
employees. Would also help secure a consistent clientele who is familiar with the staff on
property.
o External Recruiting
§ Bringing in candidates from outside the company could potentially bring new ideas to the
department; such as new efficient ways of running aspects of the department. They could also
bring in a new list of clients based on prior business transactions. New and innovative ways
to run events may also be a benefit to bringing in an external candidate.
• EEO Statement
o Company Implements the following EEO Laws;
§ Equal Pay Act (1963)
§ Title VII, Civil Rights Act (1964)
§ Protects against Disparate Treatment and Impact
§ Age Discrimination in Employment Act (1967)
§ Pregnancy Discrimination Act (1978)
o Requirements of this job, excluding academia, require fast moving and at times physical labor. Many
days at work the director will be on their feet and helping to set up events which may require a higher
degree of physical activity. For instance, if the candidate has ever worked in retail sales before, they
would have the prior experience with the physical activity expected.
• Presentations
o Advertisement will be posted to Omni Parker Website. An email blast will also be sent out to
universities nearby to advertise to graduate students in the Tourism, Hospitality and Recreation
programs. Add will also be posted on LinkedIn account for hotel also.
• Timeline
o First round of Email blasts will be sent out through local companies and universities, at the same
time the website and LinkedIn will be posted as well. At this time the job will be announced within
the hotel as well.
o Next would be to take part in a university job fair in the area, where in which they will advertise for
Hotel Banquet Director.
o Applications will be accepted over the next three weeks
§ In which each resume will be individually evaluated and it the recruit is qualified on paper,
they will be scheduled for an interview on site with the HR manager and General Manager.
o After the three weeks have passed, the top 2 candidates will be asked to shadow an event as a
secondary interview, where in they will assist in the set up/tear down of an event to test the hands on
ability as well as the candidate’s ability to keep composure during the environment.
o Three days after the secondary interviews have ended, Management will meet and decide on the best
candidate for the job, the candidate will then be called the same day; candidate who is not selected
will also be notified and thanked for their time and wish them well in their endeavors.
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4. 4
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Screening Process
• Factors and Process
o Education: if the applicant does not have a Bachelor’s in Recreation Management,
Hospitality, Commercial Recreation or other related field, they the resume will not be
submitted for further inquiry.
o Experience: if applicant has less than three years of supervisory experience then the
previous employment history will be considered further to examine prior work
experience of applicant. At the discretion of the HR Manager and General Manager,
prior experience will be evaluated as to its applicability to the position.
o Portfolio: if applicant presents a portfolio of prior experience, the types of events
worked will be taken into consideration. Events works worked and tasks during the
event could also apply to prior experience.
o These are the three main criteria that will be taken into account upon looking over
applications and resumes. Background checks will be done on candidates once the
application has been reviewed for safety and records of the hotel. During the sit down
interview, the candidate will be evaluated based on the questions asked by the
interviewer(s), appearance in terms of professional dress, and their ability to represent
themselves as a candidate.
5. 5
+ Interview
Itinerary
Omni Parker House: Hotel
Banquet Director
Location: Omni Parker
House
Type: Structured Interview
Complimentary stay
Monday, April 14, 2014
9:00-10:00am Interview with Hiring Manager & GM King Room
10:15-11:15am Tour of Omni Parker Hotel
11:30- 12:15pm Box Lunch provided by McAllister’s Deli Galleria
12:30- 2:30pm Meeting with administrative Staff Faculty Lounge
2:30- 6:00pm Break
6:15-7:45 Dinner with former position holder Hotel Restaurant
Tuesday April 15, 2014
9:00-10:00am Breakfast at Hotel Galleria
10:15-1:15pm Educational seminar about Hotel King Room
1:30- 2:30pm Late lunch with search committee King Room
2:30-4:00 pm Break
4:15-5:15pm Mock Banquet Simulation Project King Room
5:00-5:15pm Debrief meeting, Gift bags thanking candidate for coming
6. 6
Interview Questions
1. Share with me an example of a time where you exuded exceptional
service with a client? How did you grow from this experience?
2. Provide an example of a successful event you have coordinated, how
did you maintain balance within the various departments (catering,
sales, administration)?
3. How do you organize employee training and mentoring?
4. Share a situation where you had to resolve a miscommunication
between company departments, how did you resolve the conflict?
5. What do you think is the key to developing a good team?
6. Provide of an example of a time where you showed great attention to
detail, how did it benefit your work ethic?
7. Do you feel you handle working in a fast-paced environment?
8. Describe performance standards you would set for the 3 full time
assistant employees that would be working underneath you.
9. Tell us about a time where you were understaffed and were able to
successfully run a banquet event, how did you handle that?
10. What are the various factors you consider when overseeing
general food and beverage functions?
11. Provide an example of when you demonstrated exceptional
leadership and verbal communication.
12. Name a time where you took the initiative and went above and
beyond for a client.
13. Provide an example where you had to think outside of the box,
did it benefit your employees? If so, how?
14. What do you feel the key to a successful budget is?
7. 7
Employee Training
Orientation Topics
Departmental
Job duties and responsibilities
pertaining to the Omni Parker House.
Policies and procedures will also be
reviewed during this orientation. The
Tour of the hotel and introduction to
department employees will occur
during the departmental orientation
• Explanation of job duties
and responsibilities
• Work hour & times
• Discuss common
problems
• Facility Tour: restrooms,
fire-alarms, approved
entrance & exits
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Organizational
Company overview and company
policies will be discussed. Compensation
and benefits will be covered. Safety,
accident prevention, and
employee/union relations will be
covered in organizational orientation
• Welcome Speech
• Current Organization
Functions
• Pay & Rate ranges
• Insurance
• Profit Margins
• Grievance Procedures
8. 8
Training Schedule: Classroom & OTJ
Topic Content Time
Introduction • Distribute Orientation
Packet
• Continental Breakfast
served
• Welcome speech to the
company presented by
GM
• Meet & Greet with
employees
9:00am-10:00am
Break 10:00am-10:15am
Review Departmental
Topics with Employee
(Classroom training)
• General Company
policies
• Departmental functions
• Policies & Procedures
• Department Tour
• Introduction to
Departmental
employees
10:30am-4:00pm
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Day 1
9. 9
Training Schedule contd.
Topic Content Time
Review
Organizational Topics
with employee
• Company overview
• Company policies
• Compensation
• Benefits
• Safety Prevention
• Employee Union
relation
• Economic factors
9:00am-12:00pm
Lunch Break 12:00pm-1:00pm
In-depth tour of
facility
• Locate all entrances
and exits
• Restrooms
• Kitchen
• Banquet Rooms
• Offices
• Laundry Rooms
• Pool
• Exercise facility
• Parking Lot
• Hotel Restaurant
1:15pm-4:00pm
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Day 2
10. 10
Training Schedule contd.
Topic Content Time
OTJ Training
(Shadowing)
• Room and Station set
up
• Table Layouts
• Serving Techniques
• Basic Banquet Service
• Learn Menu
• Answering phone calls
and taking event
reservations
9:00am-12:00pm
Break 10:00am-10:15am
OTJ Training
(Shadowing)
• Learn basics of
cocktails, mixing terms
and set up for bar
• Food preparation
• Budgeting & Finance
10:30am-4:00pm
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Day 3
11. 11
Employee Training
Developing Employees
In-service Topics
• Basic First aid & Safety
• Professionalism & Work Ethics
• How to understand prioritize work
• Dealing with combative clients
• How to be assertive
• Working with clients who have
accessibility needs (ADA regulations)
• Reporting & documenting incidents
• Communication Skills
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Learning Evaluation
Following training it is important to evaluate
the reaction, behavior, and what the employee
has learned from the experience.
• Conduct Reaction Evaluation
Questionnaire for employee
• Administer a series of tests that cover
general company guideline, food &
beverage knowledge, etc.
• Behavior evaluation in form of an
appraisal
• As the employer, provide oral
explanations and feedback to trainee
12. 12
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Omni Hotels values its employees and customers and welcomes feedback at any
time regarding organizational or departmental improvement. Performance
Evaluations are conducted for general improvement of the company and to
benefit employees as well. In no way are the evaluations meant to embarrass or
belittle employees or departments.
Our goal is that the evaluation will provide feedback to the employee,
discuss employee’s strengths and weakness along with setting goals for the next
evaluation period. Omni Hotels wants its employees to love their job so the
performance evaluations are meant to show employees where they stand in their
position and to try and motivate them to achieve their personal goals.
When conducting performance evaluations for Omni Hotels there are
specific times when they occur. Professional Performance Evaluations will
happen every year with employees who are in good standing with the company
and every four months for employees who are on probation with the company.
Informal Evaluations such as ten minute meetings with immediate supervisors
will be conducted monthly or at the discretion of the supervisor.
The evaluation process begins with the employee, immediate supervisor of
the employee, and any other eligible individuals such as a coworker, manager,
or client, completing the performance evaluation form. After this, the supervisor
and employee will sit and discuss the forms and communicate with one another
about the employee’s performance. Once the evaluation is over, the two will
discuss potential goals for the employee to work on for the next evaluation
period and a follow up meeting, an informal evaluation, will be conducted a few
weeks after the formal evaluation so the supervisor can check up on the
employee and see how they are doing within their position.
The performance evaluation also gives employees an opportunity to
advance within the organization with a promotion if the employee is exceeding
expectations. However, evaluations can also lead to termination of employees if
their evaluation shows that they are doing minimal work or are not right for the
position. Termination can also happen if the employee breaks company rules or
policies, which leads to the next section, discipline.
Performance Evaluation
13. 13
Performance Evaluation for Omni Hotels
Date:__________
Name:_____________________________________________ Position Title:____________________________________
Department:____________________________ Immediate Supervisor:______________________________________
Department Title:__________________________________________
INSTRUCTIONS: This form is to be completed by the employee being evaluated, their immediate supervisor, and any other
person deemed eligible to complete the evaluation (coworkers, subordinates, clients). Once the review has been conducted, a
copy will be given to the employee, the supervisor, and the original will be given to Human Resources.
Rate the employee based on performance relevant to the existing categories. Please be as honest and as respectable as
possible. When rating, please leave a comment in the available section explaining why you gave the rating you did, be as
detailed as possible.
Not Does not Meet Meets Exceeds
Applicable Expectations Expectations Expectations Comments
Job Knowledge:
Employee knows what is
expected of them in the position
and is knowledgeable about
the position and their daily tasks.
Skills and certifications are also
up to date and strives to help
coworkers on the job when
they need assistance. ________ ________ ________ ________
Productivity:
Can coordinate meals and
set up requests with appropriate
Departments. Possess ability to
engage in clear, concise written
and verbal communication
. ________ ________ ________ ________
Quality:
Work is completed on time and
accurately in an organized manner.
The quality of the work also meets the
expectations of the company and all
who work for Omni Hotels.
________ ________ ________ ________
Responsibility/Initiative
Run energetic, informative daily
lineups and maintains a balance
between floor supervision, administration,
employee training and mentoring, and
hosting/communicating with groups ________ ________ ________ ________
Relationships:
Continues to be a team player and promotes
an atmosphere of teamwork. Maintains written
and verbal communications with Meeting
Planners and Groups as well as excellent
communications with Catering, Sales,
and Clients ________ ________ ________ ________
14. 14
Supervisory Skills:
Oversees all banquet functions.
Supervises staff of 3 full-time assistants
well and is patient with employees and takes
responsibility for any mistakes that occur . ________ ________ ________ ________
Attendance/Punctuality:
Absences in this review period: _______ days; _______occurrences.
Tardiness in this review period: _______occurrences.
Possibility for Promotion? Yes ________ NO________ N/A________ Why or Why Not?
Possibility for Termination? Yes ________ NO________ N/A________
What Can Employee Improve on?
What is Employee Doing Right?
Goals for Next Evaluation?
Comments by Immediate Supervisor:
Name____________________________________________ Signature______________________________________
Date:_________________________________________
Comments by Manager, Coworker, Subordinates, or Clients:
Name____________________________________________ Signature______________________________________
Date:_________________________________________
Comments by Evaluated Employee:
Name____________________________________________ Signature______________________________________
Date:_________________________________________
15. + Discipline
Procedures
Omni Hotels takes discipline very seriously as an organization. We will not stand for
childish and inappropriate behavior. When you are on the clock you are representing
our company and will be a professional. The discipline policy we enforce is Progressive
Discipline. This means that the first time an employee breaks a rule it is a verbal
warning, the second violation is a written warning, the third time means suspension of
the position for three days, and finally if an employee breaks our company policy a
fourth time they will be terminated, no excuses. Every time a rule is broken the
employee will be informed of what they did, what stage of discipline they are at, and will
be asked to sign the documentation saying they are getting disciplined.
Some activities that cause progressive discipline to occur are: breaking the dress
code, repeated tardiness, disrespectfulness of any kind, lying, skipping work, sleeping
on the job, or bad mouthing the company. Besides our progressive discipline policy,
there is a more strict policy called zero tolerance policy that results in immediate
termination if any of its procedures are broken. Actions that result in direct termination
are: any form of sexual or verbal harassment, theft, battery or assault, and intoxication
while on the job.
There is, however, a way to withdraw a disciplinary step with progressive
discipline. Some ways for employees to redeem themselves from a step of discipline
are: be happy at work and enjoy the job, volunteer to do more, show up on time, make
an effort to have a good rapport with coworkers and supervisors, do their work well and
effectively, and try to learn from others on how they can improve their work. If any of
these actions are done for a week and an actual improvement is noticeable than the
employee will have a meeting with their supervisor regarding their own discipline and
potentially regaining a step back in the discipline procedure.
If employees feel that they have been disciplined unfairly or without notice, they
have the opportunity to appeal the discipline process. The manager will then sit down
with the employee and person who disciplined them separately and talk with them about
what happened. After hearing and documenting each explanation the manager will
make the decision regarding the appealing employee’s disciplinary outcome and
document that as well. We strive to keep a reputable image within our organization so
disciplinary procedure are a must at Omni Hotels. If any of these policies are broken
discipline will occur, it is up to the employee on how they handle it and what actions
they take in order to redeem themselves.
