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2 | care committee guidelines

care committee guidelines | 3

introduction to careVision Statement

At DoubleTree by Hilton, we do more than CARE for our guests and team members.

For us, it’s about Creating A Rewarding Experience through providing friendly customer interactions. Every day, we proactively step outside of our normal responsibilities to assist each and every guest in making their stay extra special and memorable. At our hotels, we are passionate about CARE and strive to create an environment that reflects our values: Real, Attentive, Cheerful, Flexible, Thoughtful, Honest, and, most of all, Caring.

At DoubleTree by Hilton, we know that, after a long and frustrating journey, consideration, gestures of kindness and small comforts remind us of home and ultimately lead us back to feeling ourselves. While a hotel can never be home, at DoubleTree by Hilton, we exist to return the human touch to the travel experience, by understanding the individual needs of our guests and thoughtfully addressing them.

Since 1985, DoubleTree by Hilton has presented a warm, deeply comforting chocolate chip cookie to each guest at check-in as a small expression of welcome and appreciation. We have also embodied our commitment to our guests, team members and communities through our culture of CARE (Creating A Rewarding Experience).

Our mission: to globally own the human touch in travel because we CARE.

With our CARE Culture, we help to improve the guest experience, improve our communities, and grow our brand so guests will actively choose to stay with DoubleTree over competitors.

It is our DoubleTree team member values and attitudes that count – because when we CARE, it shows! At DoubleTree by Hilton, the little things really do mean everything!

John GreenleafGlobal Head – DoubleTree by Hilton Hotels



table of contents

definition of care culture ........................ 6

the four commitments of care ................ 7

the care committee: an overview ............. 8

committee roles & resPonsibilities ......... 16

regular monthlY care meetings .............. 21

QuarterlY care PacKets ............................ 23

QualitY assurance & brand Performance suPPort .................... 24

care elements ............................................. 25

getting started ........................................... 29

addendum 1: care PacKet uPload stePs ........................ 34

addendum 2: care service audit sheets ......................... 44


definition of care culture

Culture is what we stand for and outlines how we bring our Brand Promise to life.

“We provide the special comforts and acts of kindness that make the traveler feel human again.”CARE is DoubleTree’s commitment to total service quality. Our CARE program was founded on the principle that if you treat guests and team members with CARE, they’ll stay with you. Our brand Culture of CARE is our differentiator in the marketplace; it’s our competitive advantage and one of DoubleTree’s primary marketing stories. DoubleTree by Hilton is the Traveler’s reward because we Create A Rewarding Experience.

When your Culture is working, everything works. When CARE is alive at a hotel, you will see all team members focused on being a world-class brand. Team members continuously look for ideas and ways to improve product offerings or enhancing Guest Service. You’ll see people who know the importance of working together as a team to get the job done; team members who are involved in addressing guest problems, finding ways to work more efficiently, and making the work environment a pleasant place for all.


the four commitments of care

We Create A Rewarding Experience through our four commitments:

Caring

1Attentive

2Responsive

3Empowered

4

I am welcoming, genuine, sincere,

honest, and respectful with guests and team members.

I will practice the 5-10 foot rule to

acknowledge guests and team members.

I will take every moment to engage in warm conversation.

I will never say “No” to any guest request and will always be flexible by offering

other options.

I have the power to satisfy and exceed guest’s needs and

expectations.

I will take my “CARE” commitment into the

local community.

I will embrace our loyal Hilton HHonors guests.

I will immediately respond to all

guest’s requests.

I will surprise my guests with

unexpected delights.


What is a CARE Committee?

Like most successes in life, it takes time and effort to develop a positive and unique culture that keeps team members happy and productive at work.

The CARE Committee is comprised of a diverse group of employees and managers that keep the pulse of your property. The objective is to function as a neutral and accessible platform, derived from all levels in the company. The CARE committee listens to feedback from guests and team members and brings forward ideas that support the culture.

The CARE Committee’s top priority is improving guest service and ensuring that the CARE culture is alive and well throughout the hotel.

The team members who lead and serve on each hotel’s CARE committees are charged with maintaining an active, engaging workplace culture that delivers on our commitments. In addition to being a coveted position within the hotel, CARE committee membership helps shape team members’ careers by providing a platform for honing leadership skills.

Along with the General Manager’s leadership, guidance, enthusiasm, and commitment, the CARE Committee is a great volunteer group that can achieve incredible results.

the care committee: an overview

DoubleTree by Hilton Houston Downtown


Primary Functions The CARE Committee is involved in guest service initiatives, team member programs and community projects. Creating and maintaining a vibrant CARE Culture is every team member’s job; the CARE Committee is simply the driving force behind that culture.

Specific CARE Committee functions include:

1. Reviewing product or service issues, and making proposals for solutions.

2. Monitoring overall CARE culture and programs, and finding opportunities to improve them.

3. Communicating the current level of the hotel team’s Spirit of CARE to the leadership team and making suggestions to enhance team member engagement.

4. Promoting an environment of cross-departmental communication and cooperation to create a more informed and cohesive team.

5. Informing team members about key hotel business, initiatives and activities.

6. Planning and executing team member events and programs to create team member loyalty and engagement.

7. Actively participating on the DT CARE Community. (dtcarecommunity.com) and promoting the website throughout the hotel.

8. Taking an active role in the hotel’s Lightstay/sustainability commitments and activities.

9. Creating and maintaining strong positive presence in the community through involvement such as Teaching Kids to CARE or through other partnerships with local organizations.

10. Taking a leadership role in managing, monitoring and engaging in social channels to elevate the guest experience and communicating hotel events.

PurposeThe CARE Committee is a team in every DoubleTree by Hilton Hotel that creates a vibrant CARE Culture. This distinct committee ensures that the entire hotel team is consistently living the Brand Promise Values, delivering the Brand Promise, and celebrating our CARE Culture by focusing on guests, team members and the Community.

The Committee meets monthly to set goals, to identify key steps to achieve those goals, and to decide what course of action is necessary to continuously share the CARE with guests, team members and the Community.

Because the members represent a cross section of the hotel team, each meeting is a rich exchange of opinions, ideas and perspectives resulting in a collective approach to drive exceptional results.

DoubleTree Resort by Hilton Zanzibar – Nungwi


Who is the CARE Committee?The CARE Committee is a volunteer group of approximately 12-15 team members and managers with representation across all departments. Leadership representation is a critical part of your CARE Committee’s success.

Required members of the CARE Committee:

• General Manager

• Human Resources Director or Manager

• Front Office Manager or Assistant Front Office Manager

• Executive Housekeeper, Assistant or Supervisor

• Restaurant Manager, Assistant or Supervisor

• Chief Engineer, Assistant or Supervisor

All departments should be represented on the committee. It is suggested that your CARE committee have at least one line level team member from each department.

It is important that you identify criteria for being a department representative on the CARE Committee. Then select one or two individuals from each department who best meets the criteria identified.

Some suggested criteria for a CARE Committee candidate include:

• An individual who is a champion of the CARE Culture.

• Lives the CARE Brand Promise Values and delivers the Brand Promise daily.

• Consistently demonstrates their Spirit of CARE to guests, team members and the Community.

• Is respected by their peers and shows respect for others

• Is an effective communicator.

• Enjoys their job and being a member of the hotel team.

• Proudly “sells” the hotel to others.

• Has confidence in their fellow team members.

• Enjoys helping others.

• Consistently recognizes others’ contributions.

• Has built strong relationships both within their own department and with other departments in the hotel.

• Values the opinions of others.

• Is responsible and dependable.

• Takes initiative to make improvements.

• Is a service role model.

• Is well organized.


DoubleTree by Hilton Merida - Yucatan

As we continue to build DoubleTree by Hilton’s presence around the world, it is crucial that we get the fundamentals of hospitality right first!

This is why we focus the majority of our CARE Committee efforts on guest relations and allow for an equal balance between team member and Community Relations.

DoubleTree by Hilton focuses on improving Guest satisfaction scores on SALT, Brand Promise Scorecard, and the J.D. Power Guest Study by listening to our Guests through their feedback on SALT survey responses, CARE comment cards, TripAdvisor and other social media channels like Facebook, Twitter and Weibo. Our goal is to bring the human touch to every guest experience and deliver our Brand Promise: “We provide the special comforts and acts of kindness that make the traveler feel human again.”


Suggestions for implementing CARE service audits:

• Swap ideas – Have team members swap completed audit forms so people from different departments can review each other’s scores. Allow the group five minutes to think of five ways for the department to improve its score. The team members should share the ideas with their department managers so they can be implemented.

• Encourage participation – Divide the CARE committee into teams and have each team select an audit randomly from a box. Then each team can review the audits and make recommendations back to the audited department on ways they can improve their scores.

• Reward Creativity – Begin each meeting with every team member sharing how they, or a member of their department, helped boost their team’s service scores over the past month. The most creative ideas should be rewarded.

• Recognize – Reward the department that has the most CARE Extraordinaire letters.

• Most improved – The department with the most improved service audit scores over a specified amount of time should win a department reward.

• Pass it on – Create a service mascot and begin passing the mascot by giving it to a team member who is doing a great job to improve his/her department’s service audit scores. This team member then has the power to pass on the mascot onto another team member within the hotel who they notice doing an excellent job. This promotes inter-departmental relations, which in turn boosts the sharing of great idea.

Some suggested guest relations actions:

• Review the Brand Promise Scorecard, SALT, guest comment cards, etc., and identify solutions/recommendations to improve performance.

• Actively participate in the hotel’s problem resolution plans (Continuous Improvement Planning), and meet/exceed guest’s unanticipated needs via CRM and Make it Right initiatives.

• Brainstorm, recommend and implement innovative ideas to Create A Rewarding Experience.

• Implement periodical reviews of Job Rehearsals and/or implement additional training and communication solutions to improve your team's ability to consistently deliver the Brand Promise.

• Establish and maintain property specific pages on multiple social media outlets, specifically Twitter, Facebook, and TripAdvisor.

We Focus On Our Guests:

The CARE Committee is a dedicated team that helps drive guest Loyalty, enhances overall service levels, and strives to garner a competitive advantage at each of our hotels. We recommend that your CARE Committee’s focus concentrates on guest relations, allocating 60% of its time working to enhance guest satisfaction.

Required Guest Relations Activities/Tools:

Monthly Departmental Learning CAREversations are required for all team members. (Located in the document library on the DT CARE Community)

Monthly CARE Departmental Service Audits (located in the document library of the DT CARE Community)

CARE Service Audits:

The CARE committee uses CARE service audits to evaluate departments’ delivery of our CARE culture. The CARE service audits provide a standard of measurement in order to consistently deliver exceptional guest service.

Each month committee members are assigned to conduct departmental service audits using the specific audit form. The team member observes the specific department, completes the audit form, scores the audit, and communicates the results to the department manager.

A CARE Extraordinaire letter (located in the document library of the DT CARE Community) will be issued when a department attains a 100% score.

In addition, for departments that do achieve an audit score of 100%, they are not required to be audited again until the following quarter.

For departments that did not attain a 100% score on their audit, we recommend they develop action plans to increase their department scores.


We Focus On Our Team Members:

Our team members are the heart and soul of our hotel operations. They provide the passion and energy that fuels our unique Culture of CARE. We recommend that your CARE Committee allocate 20% of its time developing, recognizing, and rewarding your team.

The CARE committee will assist Human Resources in planning, organizing and executing team member activities. The Vice President of team member and Community Relations will ask for volunteers to assist as a sub-committee and will schedule a separate meeting when necessary.

Required Team Member Engagement Activities:

Quarterly CARE rallies – designed to report performance, communicate vital operations information, continue brand education, recognize team members and celebrate achievements.

Required Team Member Engagement Tools:

CARE Communications Scoreboard to be updated monthly at a minimum.

Property CARE Newsletter to be generated quarterly at a minimum

Some suggested team member and community relation activities:

• Solicit team member suggestions/feedback to enhance the level of team member engagement and Spirit of CARE at the hotel.

• Assist in developing, reviewing and coordinating team member recognition programs.

• Establish a “Buddy/Mentor” program for new team members.

• Honor Birthday/Anniversary dates as a form of recognition.

• Conduct team member family events.

• Conduct team member holiday events.

• Routinely submit Spirit of CARE nominations.

• Actively participate in Catch Me At My Best recognition program.

• Hero of the Month & Year – Monthly, recognize team members who significantly contribute to the success of the hotel by Creating A Rewarding Experience. At the end of the year, team members vote for one of the monthly winners to be Hero of the Year. Recognize the winners each month/year with their photo on the CARE Scoreboard. Use your imagination to think of a great reward.

− Manager of the Quarter & Year − Department of the Quarter & Year


• CARE Lotto – One of the best ways to reward team members for Creating A Rewarding Experience.

− Construct or purchase a wheel (like the Wheel of Fortune game show) with prizes listed on sections of the wheel. Prizes such as; lunches, grocery gift cards, cash awards, day off with pay, etc.

− A wheel can be purchased online from sites such as www.trainerswarehouse.com.

− Display the wheel in a common area such as the team member cafeteria.

− Decorate a lotto container for ticket stubs and designate a safe place to keep it, such as the HR office.

− Distribute lotto tickets (found on customercenter.viatechpub.com/doubletree/) to department heads, managers, supervisors and CARE committee members. When team members are caught Creating A Rewarding Experience, they will receive a ticket to deposit into the lotto container.

− Once a month, a CARE committee member draws a specified number of tickets (determined by the CARE Committee).

− Team members whose names have been drawn have a chance to spin the lotto wheel and receive the prize they land on.

Tip: Each quarter discard the contents of the ticket container and start over.

• Safety Bucks – Safety Bucks is a game learned from the DoubleTree by Hilton Spokane City Center and other properties. This game helps to promote safety initiatives at your hotel, encouraging team members to prepare for health & safety and for emergency situations.

− Construct or purchase fake currency to act as “Safety Bucks.” The most common way to do this is through purchasing monopoly or other board game money.

− Appoint a “Safety Manager,” such as your HR director or member of the CARE Committee. Make sure your Safety Manager signs their signature on the back of each “Buck” to ensure that all Buck’s distributed were earned.

− Allow your Safety Manager to walk through each department on a regular basis and ask Safety, Health, or Evacuation questions. For each correct answer, a team member will earn a “Safety Buck.”

− Create a system for your team members to “Cash Out” their Safety Bucks to take home a prize. We suggest a Tiered system so each level matches an appropriate award. For example, 1 to 5 Bucks = a candy bar; 6 to 10 Bucks = a retail gift card; 11 to 20 Bucks = A free dinner at the hotel restaurant; etc. Feel free to get creative with prizes! The better the incentives, the safer your hotel!

DoubleTree by Hilton New OrleansDoubleTree by Hilton London – Tower of London

SEVEN BRAND

PROMISE VALUES

RealAttentiveCheerfulFlexible

ThoughtfulHonestCaring

Where the little things mean everything

LOTTO CARDS


DoubleTree by Hilton Beijing

We Focus on Community and Sustainability:

We believe that we should be responsible corporate citizens by giving something back to our communities. At DoubleTree by Hilton, our global brand community service platform is Teaching Kids to CARE.

We also know that because of our strong CARE culture, our team members are passionate about engaging in service. Hotel CARE Committees should strive to allocate 20% of their efforts toward community relations that align with Hilton Worldwide’s Travel with Purpose Pillars: creating opportunities, strengthening communities, celebrating cultures, and living sustainably.

These activities, not only help the community, but also build team members’ pride and foster teamwork.

Some suggested activities:

• Coordinate hotels participation in Teaching Kids to CARE initiatives and communicate updates to the hotel team.

• Develop ongoing partnerships with local organizations to support your community.

• Select activities or projects to be involved in and encourage team members to participate.

− We encourage you to do multiple activities with varying audiences throughout the year to involve as many team members as possible. For example, hold outreach events with groups associated with children, another with the elderly, another with the homeless, another with the military, or another with an environmental group.

• Leverage LightStay / Sustainability initiatives to ensure the success of the hotel within Hilton Worldwide’s sustainability framework.

• Utilize the HWW Purpose Portal, an advanced online tool, making it as easy as possible for team members to discover, coordinate, and track volunteer activities and donations to community partners. http://hiltonworldwide.com/portal


DoubleTree Suites by Hilton Naples

The length of term for each CARE Committee member is at the discretion of the hotel. It is important that you regularly evaluate the dynamic of the committee. It is recommended that the hotel implement a system that periodically introduces new members and gives current members a respite.

At the same time, it isn’t effective to change the entire committee at the same time. A good idea is to rotate out a portion of the committee routinely, perhaps every 6 months or annually. This will also aid in your recruiting efforts as it clearly defines the time-commitment required of the team member and will ensure that fresh energy, enthusiasm and ideas are introduced regularly.

committee roles & resPonsibilities


Chairperson: The General Manager fills the Committee Chairperson position. The Chairperson provides direction for service issues that the CARE committee will focus on and ensures steps are being taken to reach annual targets.

• Communicates purpose, objectives, responsibilities and structure of the CARE Committee.

• Explains the importance of the committee for the hotel’s success.

• Shares relevant hotel performance information (SALT scores, Quality Assurance Audit results, business levels, focus areas, challenges, etc.) with the CARE President.

• Shares hotel goals to assist the committee in identifying projects that align with the goals of the hotel.

• Reviews and approves recommendations made by the CARE committee.

• Provides budget parameters and approves funding for projects.

• Invites team members to join the committee.

• Communicates expectations to managers that they support their department representative’s participation and ensure their attendance at each meeting.

• Recognizes valuable contributions and achievements by the committee members.

• Hosts the all-team member quarterly CARE Rallies.

• Empowers and Inspires the CARE Committee to demonstrate our CARE Culture daily.

Secretary: Any department head, supervisor or line level team member may fill the secretary position. The Secretary undertakes all administration regarding the committee such as creating and maintaining records. S/he assists the Chair and President in facilitating the effective operation of the Committee’s business.

• Takes and records formal attendance, monthly meeting minutes and any follow-up notes. (Retention of minutes is required for 1 (one) year rolling).

• Distributes minutes to all members within five (5) days after the meeting and posts them on the CARE Scoreboard.

• Tracks all members’ committee start dates and handles all correspondence for the group.

• Supports with team member engagement activities and assists with team member recognition programs and events.

• Responsible for maintaining the CARE Committee document binder for Quality Assurance review. Contents to include in binder are:

− Monthly meeting minutes

− CARE service audit monthly score sheets

− CARE Newsletters, quarterly at minimum

− Completion confirmation for Quarterly CARE Packet submission,


CARE President: The CARE President may be filled by a department head or by a line level team member or supervisor that has a passion for exceeding guest expectations. The CARE President conducts the CARE Committee meetings, gives assignments and ensures tasks are completed on time.

• Develops strong relationships with all team members and managers throughout the hotel to promote the CARE committee and encourage active participation.

• Meets with General Manager to determine priority areas of focus for the committee.

• Demonstrates strong leadership skills and has the ability to effectively facilitate a meeting.

• Develops, implements, and communicates the service initiatives of the CARE program.

• Communicates hotel information, goals and priorities to the Committee.

• Creates meeting agenda prior to each meeting.

• Conducts the monthly meetings and facilitates discussion while keeping the group focused on agenda items.

• Ensures that all committee responsibilities have been assigned and that commitments are kept.

Vice President of Guest Relations: The Vice President of guest Relations may be filled by a department head or by a team member or line level supervisor. The Vice President of guest Relations ensures that the CARE Committee focuses 60% of their activities addressing guest service improvements.

• Shares the Brand Promise scorecard, SALT, CARE comment cards, guest letters, TripAdvisor and other social media feedback, CAREline activity log sheets and OnQ service recovery reports with the General manager prior to the CARE Committee meeting to determine the service issue(s) that the CARE committee will address.

• Leads committee in making recommendations to the CARE President and General Manager and developing initiatives/projects that will enhance the guest experience.

• Coordinates the committee’s participation in the hotel’s problem resolution and meeting the guest’s unanticipated needs initiatives to ensure cross-departmental engagement. (CRM and Make it Right initiatives)

• Reports progress on guest relations annual target and initiatives to full committee.

• Serves in the President’s role should the President be absent.


Vice President of Team Member and Community Relations:The Director of Human Resources or Human Resources Manager fills the Vice President of Team Member and Community Relations position. The Vice President of Team Member and Community Relations ensures that the remaining 40% of committee activities are focused on relating to team members and the Community.

• Provides leadership for team member engagement activities and implements team member recognition program and events.

• Coordinates hotel’s participation in Teaching Kids to CARE and provides leadership for activities or projects focused on the Community.

• Assists in auditing the hotel’s alignment with DoubleTree’s sustainability standards and execution requirements of sustainability/Lightstay.

• Communicates and encourages participation in hotels sustainability initiatives.

• Educates team members throughout the hotel on the importance of our commitment to sustainability and how they can participate both at work and at home.

• Reports progress on team member relations’ annual target and community initiatives including Lightstay annual target and sustainability initiatives to full committee.

• Serves in the President’s role should the President and Vice President of guest Relations be absent.

DT CARE Community Manager:Any department head, supervisor or line level team member may fill the DT CARE Community manager position. The DT CARE Community Manager acts as the administrator of the DT CARE Community website on behalf of the hotel.

• Uploads quarterly CARE Packets.

• Promotes DT CARE Community team member activity and recruits new CARE community members.

• Posts stories, pictures, videos and best practices on the DT CARE Community website each month.

• Explores and shares DT CARE Community content with hotel team.


The Committee Member:The Committee Member may be any department head, supervisor or line level team member. Committee members, selected from a variety of areas within the hotel, serve as an ambassador to CARE to all team members.

• Actively participates in meetings, committee activities and is a member of the DT CARE Community.

• Gathers input, feedback and ideas from their department team and shares with the committee.

• Communicates committee projects and activities to department team.

• Advocates their department’s participation in all committee activities.

• Completes assigned tasks and duties.

Additional Assignments:Additional responsibilities may be assigned to other committee members. Additional assignments include:

• Organizer of the hotel CARE Scoreboard

• Publisher of CARE Newsletter

• Photographer/videographer

Note: Please note that smaller hotels may have smaller committees and may need to combine some of the roles above. Member assignments can be rotated quarterly or annually to give other members the chance to be involved with the different CARE Committee activities. A recommended way to approach rotation is, each quarter, ask if everyone is happy with his/her role, and if necessary, re-assign roles. This will increase the effectiveness of your Committee because people are much more invested in things when they have something for which they can take ownership.


Meetings must occur once a month. Members may agree to meet more often if necessary due to an unusual circumstance or upcoming event/project.

A bi-annual/annual calendar showing meeting dates/times should be created and handed out to members and department heads so they can plan in advance. It is a good idea to hold the meetings on the same day at the same time each month. Department heads should commit to making arrangements to allow team members to attend. It is suggested that you send a reminder to the committee members and their department head/supervisor one week prior to the meeting.

The meeting should be approximately 1 to 1.5 hours in length. It is critical that the necessary information and agenda for the meeting be prepared prior to the start to ensure an effective and productive CARE Committee meeting. Preparation should be done by the General Manager and President.

The President should come to the meeting prepared with service scores and other pertinent data. He/she should use approximately 10 minutes during the beginning of the meeting to communicate the areas that need attention.

Anyone with an agenda item should be contacted to confirm their attendance and ensure they are prepared. This allows the committee to use the majority of the meeting brainstorming solutions instead of using their time deciding what to focus on.

regular monthlY care meetings

DoubleTree by Hilton Dar es Salaam - Oyster Bay


Meeting Agenda:It is critical that an agenda is created and will encourage active participation by all members. We recommend that the agenda be distributed prior to the meeting so that everyone comes prepared to participate. Use the meeting agenda template (Available in the document library on the DT CARE Community) to ensure the productive use of your time and to make sure you cover all necessary subjects:

• Welcome members

• Attendance

− The hotel should implement a committee attendance policy and those members who are not able to meet the attendance requirements may be replaced. It is recommended that the attendance policy include expectations for attendance at activities/events in addition to meetings.

• Introduction of guest (if any)

− Great insight is gained by inviting guest-speaker team members who are not on the CARE Committee at the meetings. This further underscores to all hotel team members that improvements are only accomplished when the entire hotel team is working together to reach the goal.

• Review of meeting minutes and follow-up notes from the last meeting by CARE Secretary

• Update of current hotel information and updates by the Chairperson

• Report on monthly CARE service audits

• Guest Relations update and recommendations by Vice President of Guest Relations

− Review guest feedback from SALT and social media outlets. Discuss positive/negative reviews

• Team member and Community/Lightstay updates and recommendations by Vice President of team member and Community Relations

• Discuss any upcoming team member and/or community events; ask for volunteers and schedule a separate meeting to plan the events

• Assign departmental service audits

• Spend time on DT CARE Community website with your entire committee with the DT CARE Community Manager

− You can review and comment on stories, photos and videos. Your team is required to share information at a minimum of 12 times a year/once a month. Use this time on the DT CARE Community to audit your property’s engagement.

− Ask your DT CARE Community Manager to flag Best Practices and stories prior to the CARE Committee meetings. They can show Committee Members these stories to discuss how the group can replicate and implement Best Practices from other property’s at their own hotel.

• Review next month’s assignments and deadlines

− Remind team members that they can enlist the help of other team members in accomplishing the committee’s stated goals. All action plans undertaken require effort by all team members – the CARE committee is simply leading the charge.

• Meeting adjourns


QuarterlY care PacKets

The CARE packet is a quarterly submission of the hotel’s goals, performance and activities pertaining to guest relations, team member relations, and community relations. Quarterly CARE packet submissions are a part of our Brand Standards. We require quarterly CARE packets to be submitted through an online submission process which aligns with our Hilton Worldwide value of corporate responsibility toward a sustainable environment.

The CARE committee is a critical driver of your hotel’s CARE service culture and key to your business success. We depend on you to identify opportunities and to set your own goals to continuously improve the guest experience, team member engagement and community outreach.

You can find CARE Packet submission instructions in the document library on the DT CARE Community and as an addendum to the CARE Committee Guidelines at the end of this document.

DoubleTree by Hilton Putian


QualitY assurance & brand Performance suPPort

Your Hilton Hotels Quality Assurance Auditor will incorporate the review of your CARE packet submission as a component within their site visits.

Your Regional Director of Brand Performance Support will also review your quarterly CARE packet as submitted through the DT CARE Community.

Your Quality Assurance Auditor will also look at the following:

• CARE Committee Roster / Membership list

• Monthly meeting minutes

• Property Newsletters (minimum one per quarter)

• CARE service audit score sheets

• CARE Scoreboard with service performance measurement results

• CAREline response activity log binder (30 day minimum backup)

DoubleTree by Hilton Fort Lee – George Washington Bridge

The Quality Assurance auditor will apply the following score into their measurement system:

Monitor – First Audit: No deduction, only documented on report. Hotels that have not submitted will be added to the QA/BPS improvement planner

Noted – 25.1 point deduction (Second Audit)

Graded – 251 points and would cause to fail the CARE core standard (Subsequent Audits)


care elements

DT CARE CommunityThe DT CARE Community website is an outstanding resource and tool that will help your CARE committee and team members contribute to a successful CARE culture at your hotel. Enrollment is required for General Managers, all Department Heads & Supervisors, and CARE President, and recommended for all team members with OnQ access.

Note: All users will need an OnQ Insider profile in order to gain access to the DT CARE Community.

To access the DT CARE Community:

• Select “DTCARECommunity” from “My Applications” in OnQ Insider.

• You will then be directed to a screen asking you to select a username for the CARE site. Once you have selected a username, it cannot be changed.

• Once you are inside the DT CARE Community, you can always click on the DoubleTree logo at the top left of the screen to return to the homepage. Take time to explore the site. You will find video tutorials under the “Help” menu item.


CARE Scoreboard

The CARE Scoreboard is your outlet to share exciting CARE news with your entire DoubleTree by Hilton team. The Scoreboard is a Brand Standard and should be prominently displayed in a high-traffic area of the hotel such as the team member cafeteria or break room. This ensures that all team members are kept informed of your committee’s activities and the hotel’s guest service goals.

Tips to create a successful CARE Scoreboard:

• Assign a different department each moth to be responsible for the CARE Scoreboard. That department’s committee representative will provide direction, but the entire department will contribute to the board.

• Assign sections of the board to different departments.

• Be sure to keep the content current and use the collateral pieces supplied by the Brand to enhance your Scoreboard.

• Distribute a quiz to team members each month including information they can find on the board. They can turn in their completed quiz to HR for a prize.

• Include fun fact, “did you know” information, or contests on the board, such as matching the baby picture with the Department Head or fun multiple choice questions about the hotel/surrounding area.

• Post several pictures of hotel team members frequently. They are eye catching and fun to see!

The CARE Committee uses a bulletin board to share information with hotel team members regarding guest, team member, Community and Sustainability initiatives. Each month, the information should be updated and include:

• Daily Brand Promise Values (Required)

• Brand Promise Scorecard (Required)

• Most recent SALT scores (Required)

• Guest comment/feedback from CARE comment cards, letters and social media outlets such as TripAdvisor (both complimentary and constructive)

• Content from the DT CARE Community

• Departmental Service Audit Score sheet results

• Copies of the CAREline Response Activity Reports

• CARE Committee monthly minutes (Required)

• Upcoming CARE Committee events/activities

• CARE Newsletter

• Team member recognition programs, events or contests

• Birthdays/anniversaries

HEARActively listen to the guest by

maintaining eye contact during the entire discussion.

MAKE IT RIGHTMAKE IT RIGHT

EMPATHIZEBe genuine when showing empathy. Say things like “It’s frustrating” or

“I understand how uncomfortable that makes you feel.”

WE MAKE IT RIGHT

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The cookie. A warm welcome. A shared experience. A simple pleasure. An unexpected delight.A piece of home. An indulgence. A comfort. A gift.

COMMUNITY

We provide the special comforts and acts of kindness that make the traveler feel human again.

AN

NIV

ER

SA

RIE

S

HEAREMPATHIZEAPLOLOGIZERESOLVETHANK

25 YEARS & COUNTING...sharing our warm welcome

Where the little things mean everything. tm

MAKE IT RIGHTOUR BRAND PROMISE

We provide the special comforts and acts of kindness that make the traveler feel human again.

APRIL

The little thingsmean everything.

Be flexible.PROMISE

Be cheerful.PROMISE

GET CONNECTED ON DTCARECOMMUNITY.COM

Share.Explore.Engage.

TEACHINGKIDSTOCARE.DOUBLETREE.COM

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SUNDAYMONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY

Administrative &Laundry-Linen

SPECIAL RECOGNITION

APRIL

2013

@TEAMDOUBLETREE

follow us on twitter

the spirit of

CARE DAILY BRAND PROMISE VALUESREAL

ATTENTIVE

FLEXIBLE

HONEST

CHEERFUL

THOUGHTFUL

CARING

7 Monday

Tuesday

Thursday

Saturday

Wednesday

Friday

Sunday

Be yourself with guests. A genuine, natural, and best-foot-forward approach beats a scripted, rehearsed response every time.

Ask a guest how their day is going, and you’ll have some insight into what you can do to make their day—and stay—better.

Guest requests? No problem. And if there’s something you can’t do, have another suggestion ready to go. Be one step ahead and ready to embrace change as it happens.

This value represents DoubleTree by Hilton at its essence. To be honest is to be genuine and sincere. Approach everything you do with candor and a sense of what’s right.

Be friendly, easy to approach and welcome guests with a smile. Show them you’re glad they’re here and are ready to add some fun to their visit.

Anticipate requests and take care of guests before you’re asked to help. Be considerate, appreciative, and treat others just as you’d like to be treated.

No matter what you do, do it with heart. When you do that, you’re at your best, no matter what the situation is. Show guests that you care, and you’ve already made their visit special.

DAILY BRAND PROMISE VALUESREAL

ATTENTIVE

FLEXIBLE

HONEST

CHEERFUL

THOUGHTFUL

CARING

7 Monday

Tuesday

Thursday

Saturday

Wednesday

Friday

Sunday

Be yourself with guests. A genuine, natural, and best-foot-forward approach beats a scripted, rehearsed response every time.

Ask a guest how their day is going, and you’ll have some insight into what you can do to make their day—and stay—better.

Guest requests? No problem. And if there’s something you can’t do, have another suggestion ready to go. Be one step ahead and ready to embrace change as it happens.

This value represents DoubleTree by Hilton at its essence. To be honest is to be genuine and sincere. Approach everything you do with candor and a sense of what’s right.

Be friendly, easy to approach and welcome guests with a smile. Show them you’re glad they’re here and are ready to add some fun to their visit.

Anticipate requests and take care of guests before you’re asked to help. Be considerate, appreciative, and treat others just as you’d like to be treated.

No matter what you do, do it with heart. When you do that, you’re at your best, no matter what the situation is. Show guests that you care, and you’ve already made their visit special.


Newsletter

A newsletter is a great way to communicate to all team members what’s happening at the hotel. It is an internal tool to inform team members about the hotel CARE Committee activities guest, team member, and community.

Your hotel newsletter can be published on a daily, weekly or monthly basis, and is required quarterly at a minimum. There is no required number of pages for your newsletter – the key is to communicate the most important items to all team members.

There are CARE newsletter templates available in the document library on the DT CARE Community.

Some examples of sections to incorporate into your CARE newsletter include:

• Daily Brand Promise Values (Required)

• Brand Promise Scorecard (Required)

• Most recent SALT scores (Required)

• Give team members the chance to understand the “big picture” by communicating important guest measurements such as SALT, Meeting Planner Survey (participation required), TripAdvisor, and your Brand Promise Scorecard. Let your team members know how they affect guest loyalty and the bottom line.

• Showcase team members Creating A Rewarding Experience by delivering the little things that bring humanity back to the travel experience. Showcase your CARE Champions/Heroes and Spirit of CARE winners.

• Share tips and ideas of how team members can deliver the Brand Promise. Include training topics, such as rallies and CAREversations, which will improve the knowledge and skill of your team.

Additional content ideas to include:

• Latest Brand Promise and SALT Report scores (Required)

• Occupancy numbers

• Quotes of guest comments

• CARE committee updates

• Upcoming team member and community events

• CARE service audit results

• Birthdays/Anniversaries

• Training topics

• Success stories

newsletter distribution:

Distribute your newsletter in a way that will allow all team members an opportunity to read it. The following are some suggestions:

• Staple to paychecks

• Place copies in the team member cafeteria

• Pin copies to the CARE Scoreboard

• Provide copies to each department manager to pass out during pre-shift meetings

UPCOMING EVENTS Monday, April 4th Team Meeting: 2:00-3:00pm Wednesday, April 20th Team Meeting: 2:00-3:00pm Monday, April 4th Team Meeting: 2:00-3:00pm Wednesday, April 20th Team Meeting: 2:00-3:00pm

Teaching Kids to CARE Subheader A great way to add useful content to your newsletter is to develop and write your own articles, or include a calendar of upcoming events or a special offer that promotes a new product. You can also research articles or find “filler” articles by accessing the World Wide Web. You can write about a variety of topics but try to keep your articles short. Much of the content you put in your newsletter can also be used for your Web site. Microsoft Word offers a simple way to convert your newsletter to a Web publication. So, when you’re finished writing your newsletter, convert it to a Web site and post it. You can also research articles or find “filler” articles by accessing the World Wide Web. You can write about a variety of topics but try to keep your articles short.

To change this picture, click on it and select “Insert” from the top of the page. Select “Picture” from the menu and choose either “Clip Art” for a selection of clip art, or “From File” to select your own photo. Once your picture has been inserted, click on it, and use the mouse to resize.

HEADLINE SUBHEADER The purpose of a newsletter is to provide specialized information to a targeted audience. Newsletters can be a great way to market your product or service, and also create credibility and build your organization’s identity among peers, members, employees, or vendors. First, determine the audience of the newsletter. This could be anyone who might benefit from the information it contains, for example, employees or people interested in purchasing a product or requesting your service. You can compile a mailing list from business reply cards, customer information sheets, Business cards collected at trade shows, or membership lists. You might consider purchasing a mailing list from a company.

The purpose of a newsletter is to provide specialized information to a targeted audience. Newsletters can be a great way to market your product or service, and also create credibility and build your organization’s identity among peers, members, employees, or vendors. First, determine the audience of the newsletter. This could be anyone who might benefit from the information it contains, for example, employees or people interested in purchasing a product or requesting your service. You can compile a mailing list from business reply cards, customer information sheets, Business cards collected at trade shows, or membership lists. You might consider purchasing a mailing list from a company.

UPCOMING EVENTS Monday, April 4th Team Meeting: 2:00-3:00pm Wednesday, April 20th Team Meeting: 2:00-3:00pm Monday, April 4th Team Meeting: 2:00-3:00pm Wednesday, April 20th Team Meeting: 2:00-3:00pm

Teaching Kids to CARE A great way to add useful content to your newsletter is to develop and write your own articles, or include a calendar of upcoming events or a special offer that promotes a new product. You can also research articles or find “filler” articles by accessing the World Wide Web. You can write about a variety of topics but try to keep your articles short. Much of the content you put in your newsletter can also be used for your Web site. Microsoft Word offers a simple way to convert your newsletter to a Web publication. So, when you’re finished writing your newsletter, convert it to a Web site and post it. You can also research articles or find “filler” articles by accessing the World Wide Web. You can write about a variety of topics but try to keep your articles short.

NDAY, MARCH 28, 2011

HEADLINE SUBHEADER The purpose of a newsletter is to provide specialized information to a targeted audience. Newsletters can be a great way to market your product or service, and also create credibility and build your organization’s identity among peers, members, employees, or vendors. First, determine the audience of the newsletter. This could be anyone who might benefit from the information it contains, for example, employees or people interested in purchasing a product or requesting your service. You can compile a mailing list from business reply cards, customer information sheets, Business cards collected at trade shows, or membership lists. You might consider purchasing a mailing list from a company. The purpose of a newsletter is to provide specialized information to a targeted audience. Newsletters can be a great way to market your product or service, and also create credibility and build your organization’s identity among peers, members, employees, or vendors. First, determine the audience of the newsletter. This could be anyone who might benefit from the information it contains, for example, employees or people interested in purchasing a product or requesting your service. You can compile a mailing list from business reply cards, customer information sheets, Business cards collected at trade shows, or membership lists. You might consider purchasing a mailing list from a company.

Headline The purpose of a newsletter is to provide specialized information to a targeted audience. Newsletters can be a great way to market your product or service, and also create credibility and build your organization’s identity among peers, members, employees, or vendors. First, determine the audience of the newsletter. This could be anyone who might benefit from the information it contains, for example, employees or people interested in purchasing a product or requesting your service. You can compile a mailing list from business reply cards, customer information sheets, Business cards collected at trade shows, or membership lists. You might consider purchasing a mailing list from a company.

Headline There are many options and a wide range of information that you might wish to convey to your audience. Whether it may be important events or meeting employees are expected to attend, or commending outstanding behavior this newsletter is the perfect outlet to broadcast this information to your team. It will be an integral part of bringing workers closer to the corporation. The seasonal newsletter is a great means to highlight and enhance the CARE message, and reconnect with your audience.

Newsletter Title Spring 2013


CARE Tools and Resources

Various CARE tools, templates and training resources are available on the DT CARE Community website within the document library, such as meeting agenda, meeting invitation, newsletter, and certificate templates, PowerPoint presentations and training documents.


Help For Hotels With an Existing Committee

Are you incorporating the CARE committee into an already existing team member committee? Does your hotel have an existing CARE committee that needs revitalization? If yes, please follow the plan on pages 30-31. If no, please skip to page 32 for an implementation plan.

getting started

theWit Chicago – A DoubleTree by Hilton Hotel


our current committee...

Yes(none or minimal change needed)

no (must imPlement

change)

Meets at least once a month See page 21

Has well attended meetings with active participation from all members See page 10

Schedules meetings on the best day/time to optimize participation and minimize negative impact on operations

Includes line level team member representation from every department See page 10

Uses effective criteria to select actively engaged team members See page 10

Has our General Manager (Chairperson) attend the committee meeting every month

See page 17

Focuses the majority of it’s activities on guest relations See page 12

Focuses on social media as a opportunity to connect with the guest

Focuses on team member relations See page 13 - 14

Focuses on community relations See page 15

Focuses on sustainability See page 15

Each committee member has a specific role/responsibility See page 20

Actively involved in the DT CARE Community See page 22 & 25

Conducts monthly departmental service audits See page 12

Maintains a team member bulletin board (CARE Scoreboard) See page 13 & 26

Reviews guest feedback from comment cards, letters, reviews on social media sites, and SALT at every meeting

See page 11 & 12

Conducts team member recognition programs/events See page 13 & 14

Is reporting on activities/projects accomplished in the areas of guest relations, social media, team member relations, community and sustainability through quarterly CARE packets

See page 23 & 34-43

Utilizes the CARE templates available on the DT CARE Community See page 28

Produces positive results and outcomes

The General Manager and Director of Human Resources review the CARE Committee Guidelines and make note of differences between the current committee(s) and CARE committee.

Introduce the CARE program to your leaders:

• The General Manager introduces the concept to department heads and managers, explains the benefits, and asks for their support and commitment.

Use the table below and highlight the appropriate column to determine what needs to be done:


next stePs:

• Develop a list of necessary changes from the table above.

• Present overview of the CARE Committee to management team and gain commitment from all managers for the CARE committee and their role in promoting changes/enhancements.

• Ask all department heads to submit names of team members they recommend for the committee by a specific date.

• They must understand that team members will be relieved of their duties to attend a monthly meeting and participate in activities.

• General Manager, Director of Human Resources and key managers attend/schedule the next team member committee meeting (allow two hours).

• Send invitation (template provided in document library on the DT CARE Community) to identified individuals from each department and key managers.

• Using the table above, facilitate discussion with the committee to identify how to best implement the new program while maintaining the successful components of the current committee. Emphasize that the CARE committee should build upon the foundation already laid by your existing team member committee.

• Create a plan to detail implementation steps and assign deadlines and responsibilities to committee members.

• Watch the DARE to CARE video available on the DT CARE Community

• Pass out CARE committee gifts to members (pins, notebooks, pens, etc.).

Hotels Without Existing Committees• The General Manager and Director of Human Resources or Human Resources

Manager should review the CARE committee guidelines in their entirety before proceeding.

• Schedule meeting with the management team to provide an introduction to the CARE Culture and discuss effective implementation.

• Gain commitment from all management to promote the CARE Committee with their teams, support their team members’ participation, and participate themselves.

• Ask all department heads to submit names of team members they recommend for the committee by a specific date.

− They must understand that team members will be relieved of their duties to attend a monthly meeting and participate in activities.

• Schedule first meeting (allow two hours).

• Send invitation (template provided in document library on the DT CARE Community) to identified individuals from each department and key managers.


Prior to Your First CARE Committee Meeting• Set agenda for first meeting. (Template provided in document library on the DT

CARE Community)

• Prepare handouts such as; attendance sign-in sheet, CARE mission statement and Brand Promise, role and responsibilities and copies of the agenda.

• Arrange for a fun meeting environment – select an appropriate location, order refreshments, and plan an ice breaker and interactive activities. Provide welcome gifts (pins, notebooks, pens) to members.

• Invite special guests who will provide insight, encouragement and fun activities for the first meeting.

• Determine Member incentives: (optional) Some hotels have found it successful to implement incentives for CARE Committee members. The General Manager and Human Resources Director should determine the best option for your hotel. Some suggestions include:

− Purchase shirts for committee members to wear to events, etc.

− Have a raffle at each meeting, so members attending meetings have the opportunity to win a small prize each month.

− Organize a team-building event periodically (may be tied to achieving a goal), such as bowling, movies, lunch, local attraction, etc.

− Provide quarterly incentive-based points; a member may earn dinner, a hotel stay, or other reward if they attend and actively participate in committee activities that are assigned points for participation.


Your First CARE Committee Meeting• Welcome team members and introduce everyone by General Manager

• Icebreaker/energizer activity

• Overview of Program delivered by Human Resources Director or designate:

− Purpose of Committee – brand culture overview − Committee organization and member roles and responsibilities

− Guest Relations Activities / Social Media

− Team member Relations Activities

− Community Activities / Sustainability

• Review CARE elements, tools and resources

− CARE Scoreboard

− Newsletter

− CARE Service Audits

− DT CARE Community

− Quarterly CARE Packet

− CARE Awards

• Discuss expectations including attendance

• Select Committee members to fill the roles of:

− CARE Committee Chairperson (General Manager)

− CARE President (department head or by a line level supervisor)

− Secretary (any department head, supervisor or line level team member)

− Vice President of guest Relations (department head or by a line level supervisor)

− Vice President of team members and Community (Director of Human Resources or Human Resources Manager)

− DT CARE Community Manager (any department head, supervisor or line level team member)

• Identify any subcommittees and their members

• Decide when your regular monthly meetings will be held and have the newly appointed Secretary create a calendar of meetings for the next six months or year

• Outline next month’s meeting activities, assign responsibilities, assignments and deadlines to committee members

• Watch the DARE to CARE video available on the DT CARE Community

• Hand out CARE Committee gifts to members along with a thank you for participation

Tip: In closing be sure to express your excitement about the group, what they can accomplish, how important their role is, and what a great contribution they will make to the overall success of the hotel.


a d d e n d u m 1 care PacKet uPload stePs


QuarterlY care PacKets

For more than 25 years, CARE has been and continues to be the core of our brand essence, helping us to promote and foster improvements in our products and services. CARE impacts our entire operation, including how we engage with our guests, how we build trust and respect with co-workers, and in how we reach out to our local communities.

As DoubleTree by Hilton continues to expand and develop into new countries around the world, our CARE culture is more essential than ever. Whether a guest walks through the doors of a DoubleTree by Hilton in St. Louis or Bangkok, our warm culture of CARE is reflected in each and every team member they come to meet. CARE is what unites team members from all over the world and allows us to leave a lasting impression on our Guests and our Communities alike.

A fundamental element of our CARE culture is the submission of Quarterly CARE Packets. We recognize and appreciate the commitment required to complete your CARE packet each quarter.

Below you will find detailed step-by-step instructions outlining the process to submit the Quarterly CARE packets from start to finish. We look forward to reading your CARE packets!

getting started

Before submitting your annual CARE Packet, meet with your General Manager, leadership team and CARE Committee to set your property’s annual objectives and target scores for the upcoming year. Carefully read through this document to assist in developing your current year targets and objectives. You will note that several areas of your Quarterly CARE Packet update require your team to establish a metric or target for your current year’s objectives.

Because our CARE Culture is built upon Caring, Attentive, Responsive and Empowered teams, we want to ensure that your CARE Committee focuses on Continuous Improvement at your hotel, while at the same time offering your team the flexibility to make choices about strengthening your CARE Culture and hotel operations.


QUARTERLY CARE PACKET OVERVIEW | 3

OVERVIEW OF CARE PACKET ELEMENTS AND RELATED POINT BREAK-DOWN

Below is a brief description of each category that requires quarterly reporting and the related points that may be earned for each area that is completed.

MAXIMUM OF 52 POINTS:

There is a maximum point value of 52 points for the Guest Relations section. There are 40 points in the first section of the 52 points attributed to Guest Relations that focus on 4 SALT attributes: Overall Service, Delivery of HHonors Benefits, Problem Free, and Delivery of the Cookie. The Social Media sub-section of Guest Relations has a point value that can be earned up to 12 points. Together, these two areas of the Guest Relations component provide an opportunity to earn up to a maximum of 52 points.


The Team Member Relations section of each quarterly CARE Packet submission has a maximum point value that can be earned of 20 points.


The Community Relations & Sustainability sections of each quarterly CARE Packet submission have a combined maximum point value that can be earned of 28 points. There are 18 points in the first section of the 28 points attributed to Teaching Kids to CARE and additional community service activities. The Sustainability sub-section has a point value that can be earned up to 10 points.

MAXIMUM 100 POINTS:

The CARE Culture criteria listed above represents 50% of the total CARE Packet Score. Each hotel can earn a maximum of 100 Points for the Quarterly CARE Packet (Culture component) Update.

MAXIMUM 100 POINTS:

The Brand Promise Report score represents the other 50% of total CARE Packet Score. Each quarter, the brand will combine your Quarter To Date BPR score with the score you have earned on your CARE Packet update. The Maximum score a hotel can achieve is 200 Points, combining your CARE Packet & Brand Promise Scores.

• Guest Relations

• Guest Relations – Social Media

• Team Member Relations

• Community Relations

• Sustainability Impact

• Summary

BRAND PROMISE SCORE CARDAmericas Region

The Emily Morgan San Antonio – a DoubleTree by Hilton Hotel

AMERICAS REGION 2013 WEIGHT TARGET (25%)

LOYALTY

Property Loyalty 10% 58.4

WELCOME & DEPARTURE

Overall Pre-Arrival/Arrival 5% 72.8

Cookie offered at Check-in 10% 95.6

Cookie warm when received 5% 95.0

Delivery of HHonors VIP benefits 5% 65.0

Overall Departure 5% 73.0

GUEST ROOM

Cleanliness of Guestroom/Suite 10% 75.8

Cleanliness of Bathroom 10% 76.0

FOOD & BEVERAGE

Helpfulness of Restaurant Staff at Breakfast 5% 72.9

Quality of Breakfast Items Served 5% 61.5

HOSPITALITY

Helpfullness of Hotel Staff 10% 74.9

Problem Free Stays 10% 78.0

Overall Service 10% 71.0

BRAND PROMISE SCORE (WEIGHTED AVERAGE) 75.0

DOUBLETREE BY HILTON BRAND PROMISE SCORE CARD2013 Delivering our

Brand Promise: Providing the special comforts and acts of kindness that make the traveler feel human again has been critical to differentiating our brand and positioning strategy. To ensure our continued success, the 2013 Brand Promise Scorecard is similar to the attributes from past years. This will enable DoubleTree to be consistent with the 2012 attributes which are closely associated with the J.D. Power & Associates Satisfaction Index Study.™

The CARE Packet has 6 areas of input. They include:

overview of care PacKet elements and related Point breaK-down

The CARE Packet has 6 areas of input. They include:

• Guest Relations• Guest Relations – Social Media• Team Member Relations• Community Relations• Sustainability Impact• Summary

Below is a brief description of each category that requires quarterly reporting and the related points that may be earned for each area that is completed.

maximum of 52 Points:

There is a maximum point value of 52 points for the Guest Relations section. There are 40 points in the first section of the 52 points attributed to Guest Relations that focus on 4 SALT attributes: Overall Service, Delivery of HHonors Members Overall Service, Problem Resolution Rate (Met + Exceeded Expectations), and Delivery of the Cookie. The Social Media sub-section of Guest Relations has a point value that can be earned up to 12 points. Together, these two areas of the Guest Relations component provide an opportunity to earn up to a maximum of 52 points.


The Team Member Relations section of each quarterly CARE Packet submission has a maximum point value that can be earned of 20 points.


The Community Relations & Sustainability sections of each quarterly CARE Packet submission have a combined maximum point value that can be earned of 28 points. There are 18 points in the first section of the 28 points attributed to Teaching Kids to CARE and additional community service activities. The Sustainability sub-section has a point value that can be earned up to 10 points.

maximum 100 Points:

The CARE Culture criteria listed above represents 50% of the total CARE Packet Score. Each hotel can earn a maximum of 100 Points for the Quarterly CARE Packet (Culture component) Update.

maximum 100 Points:

The Brand Promise Report score represents the other 50% of total CARE Packet Score. Each quarter, the brand will combine your Quarter To Date BPR score with the score you have earned on your CARE Packet update. The Maximum score a hotel can achieve is 200 Points, combining your CARE Packet & Brand Promise Scores.


overview of care PacKet elements and related Point breaK-down (continued)

QUARTERLY CARE PACKET OVERVIEW | 4

OVERVIEW OF CARE PACKET ELEMENTS AND RELATED POINT BREAK-DOWN (continued)

Guest Component

Team Member Component

Community Service

Brand Promise Scorecard

Points of CARE Packet Score52 Points of CARE

Packet Score20 Points of CARE Packet Score28 Points of CARE

Packet Score100

GUEST RELATIONS:

• Overall Service• Delivery of HHonors Benefits• Problem Free• Delivery of Cookie

SOCIAL MEDIA:

• TripAdvisor• Flexible SALT Objective• Flexible choice: (select 1)

− Facebook Likes − Twitter Followers − Positive Sentiment Rating on

Revinate − Weibo Followers (China Only)

TEAM MEMBER RELATIONS:

• DT CARE Community engagement

• Flexible choice: (select 1) − Average Number of Team

Members Participating in Activities/Events

− Number of Team Member Activities/Events conducted (annually)

− Number of CARE Rallies Held − Team Member Retention Rate − Team Member

Engagement Survey

COMMUNITY RELATIONS:

• Teaching Kids to CARE• Additional Community Service

SUSTAINABILITY:

• Flexible Sustainability Objective

BRAND PROMISE SCORECARD:

T O TA L Q U A R T E R LY P O I N T P O T E N T I A L : 2 0 0 P O I N T S

AMERICAS REGION 2013 WEIGHT TARGET (25%)

LOYALTY

Property Loyalty 10% 58.4

WELCOME & DEPARTURE

Overall Pre-Arrival/Arrival 5% 72.8

Cookie offered at Check-in 10% 95.6

Cookie warm when received 5% 95.0

Delivery of HHonors VIP benefits 5% 65.0

Overall Departure 5% 73.0

GUEST ROOM

Cleanliness of Guestroom/Suite 10% 75.8

Cleanliness of Bathroom 10% 76.0

FOOD & BEVERAGE

Helpfulness of Restaurant Staff at Breakfast 5% 72.9

Quality of Breakfast Items Served 5% 61.5

HOSPITALITY

Helpfullness of Hotel Staff 10% 74.9

Problem Free Stays 10% 78.0

Overall Service 10% 71.0

BRAND PROMISE SCORE (WEIGHTED AVERAGE) 75.0

DOUBLETREE BY HILTON BRAND PROMISE SCORE CARD2013 Delivering our

Brand Promise: Providing the special comforts and acts of kindness that make the traveler feel human again has been critical to differentiating our brand and positioning strategy. To ensure our continued success, the 2013 Brand Promise Scorecard is similar to the attributes from past years. This will enable DoubleTree to be consistent with the 2012 attributes which are closely associated with the J.D. Power & Associates Satisfaction Index Study.™

BRAND PROMISE SCORE CARDAmericas Region

The Emily Morgan San Antonio – a DoubleTree by Hilton Hotel

Guest Component

Team Member Component

Community Service

Brand Promise Scorecard

Points of CARE Packet Score52 Points of CARE

Packet Score20 Points of CARE Packet Score28 Points of CARE

Packet Score100

guest relations: • Overall Service• HHonors Members

Overall Service• Problem Resolution

Rate (Met+Exceeded Expectations)

• Deliver of the Cookie

social media: • TripAdvisor• Flexible SALT Objective• Flexible choice: (select 1)

− Facebook Likes − Twitter Followers − Positive Sentiment

Rating on Revinate − Weibo Followers

(China Only)

team member relations:• DT CARE Community

engagement• Flexible choice: (select 1)

− Average Number of Team Members Participating in Activities/Events

− Number of Team Member Activities/Events conducted (annually)

− Number of CARE Rallies Held

− Team Member Retention Rate

− Team Member Engagement Survey

communitY relations:• Teaching Kids to CARE• Additional Community

Service

sustainabilitY:• Flexible Sustainability

Objective

brand Promise scorecard:

t o ta l Q ua r t e r lY P o i n t P o t e n t i a l : 2 0 0 P o i n t s


steP 1Guest Relations (Maximum - 40 points):We have identified 4 key SALT attributes to help all DoubleTree by Hilton Hotels elevate the Guest Experience. These four (4) attributes are found within the SALT and Brand Promise Reports: Overall Service, HHonors Members Overall Service, Problem Resolution Rate (Met+Exceeded Expectations), and Delivery of The Cookie.

Annually, your CARE Committee and General Manager will identify goals for each of these four attributes. Once you have done so, then follow these steps below: Note: If your previous year annual SALT and Brand Promise Report score does NOT meet the current brand target for an attribute within the Guest relations component, your current year target MUST be equal to the brand target or greater. If your hotel is exceeding the brand target you are to identify another target score to achieve.

1. Input your desired annual target score in the section provided for each of the SALT attributes.

2. Input your prior year’s score.

Note: Steps 1 & 2 will only need to be completed annually during the first CARE packet submission.

entering QuarterlY uPdates:

1. Input your “YTD” score as of the end of the Quarter (3/31; 6/30; 9/30 and 12/31) (required for scoring)

2. List the action steps/activities/events/promotions etc. that you implemented to support your progress toward your goal for each attribute (required for maximum scoring)

3. Share the URL links to best practices or stories you uploaded onto the DT CARE Community related to your ongoing efforts to enhance Guest relations and continuously improve metrics. (Optional: We want to see what you are doing around the globe. We genuinely value your ideas and creativity!)

guest relations targets

current Year target

Previous Year score

overall service

hhonors members overall service

Problem resolution rate (met+exceeded exPectations)

deliverY of cooKie

Quarter 1 – 4 overall service action stePs

(Please include links to any related stories, photos, or videos that your hotel submitted to the DT CARE Community this quarter):

Ytd score

Quarter 1 – 4 hhonors members overall service action stePs


Ytd score

Quarter 1 – 4 Problem resolution rate (met+exceeded exPectations)


Ytd score

Quarter 1 – 4 deliverY of cooKie action stePs


Ytd score

comPleting Your QuarterlY care PacKets

Note: This section is worth a maximum of 40 points each quarter. You will earn 5 points for maintaining or showing positive progress towards your target and up to 5 points for including action steps/activities implemented per attribute.


steP 2 Guest Relations – Social Media Component (Maximum - 12 Points)The Social Media component of your Guest Relations criteria centers on how your hotel leverages Social Media to enhance the Guest’s experience.

We have identified TripAdvisor as the main channel of Social Media that impacts Guest Relations for our Brand. We ask that your team monitor TripAdvisor and create and maintain other social media platforms such as Facebook, Twitter and Weibo (China only), so that you may continuously improve Guest Relations and anticipate Guest needs at your hotel.

Annually, your CARE Committee, Social Media Champion, DOS, and General Manager will identify your property’s objectives and targets. Once you have done so, follow these steps below:

1. Input your desired annual TripAdvisor rating target score in the section provided.

2. Input your prior year’s score3. Define a SALT attribute that your team will strive to

improve by means of social media.4. Input your desired target score for the SALT attribute

and input your property’s prior year’s score.5. Select the additional Social Media objective from the

drop-down options and input your target.6. Input your prior year’s total/score for the additional

objective.

Note: Steps 1 – 6 will only need to be completed during the first CARE packet submission of the year.


1. Input your YTD TripAdvisor Rating as of the end of the Quarter (3/31; 6/30; 9/30 and 12/31) (required for scoring)

2. Input your YTD SALT Score as of the end of the Quarter for your selected SALT attribute. (required for scoring)

3. Input your YTD scores as of the end of the Quarter for the additional Social Media objective selected. (required for scoring)

4. List the action steps/activities/events/promotions etc. that you implemented to support your progress toward your goal for each objective (required for maximum scoring)

5. Tell us what social media platforms you are currently using by checking the appropriate boxes.

social media obJectives

current Year target

Previous Year score

triPadvisor rating (1-5)

salt obJective

oPtion 1: facebooK liKes

oPtion 2: twitter followers

oPtion 3: Positive sentiment rating on revinate

oPtion 4: weibo followers (china onlY)

Quarter 1 – triPadvisor action stePs

(i.e. key strategies, initiatives, approach to responses – include # of reviews received and responded to within the quarter ) (Please include links to any related stories, photos, or videos that your hotel submitted to the DT CARE Community this quarter)

Ytd score

Quarter 1-4 salt obJective action stePs:

(Tell us how you used CARE through your social media efforts to support your progress)

Ytd score

Quarter 1-4 selected oPtion action stePs:

(Please include links to any related stories, photos, or videos that your hotel submitted to the DT CARE Community this quarter)

Ytd score

What Social Media Platforms are you currently using?

Facebook Twitter Instagram Pinterest

Foursquare Weibo YouTube Other

Is your hotel utilizing Expion as a social media content management planning platforms?

Y N

6. Answer the questions that are identified in this section of your CARE Packet upload. Please answer candidly yes or no

7. Share the URL links to best practices or stories you uploaded onto the DT CARE Community related to social media. (Optional: We want to see what you are doing around the globe. We genuinely value your ideas and creativity!)

Note: This section is worth a maximum of 12 points each quarter. You will earn 2 points for maintaining or showing positive progress towards your required targets, and up to 2 points for including action steps/activities implemented per objective.


steP 3 Team Member Relations (Maximum - 20 Points)We believe the DT CARE Community is a vital tool that can be used to elevate service and team member engagement, as well as a resource to share and explore best practices. For these reasons, the core element of the Team Member Relations section is your engagement on the DT CARE Community. We require a minimum of 12 shared posts annually, or one post per month onto the DT CARE Community, although we encourage you to strive to engage more on the site.

To round out your Team Member Relations component of the Quarterly CARE Packet, we ask that you select one (1) additional team member related objective from the options provided.

1. Input your desired annual target in the section provided for the number of posts you will share on the DT CARE Community in the upcoming year.

2. Input your prior year’s total.

3. Select the additional team member objective you will focus on from the drop down options on the CARE Packet upload site and input your annual target.

4. Input your prior year’s total/score for this objective.

Note: Steps 1 - 4 will only need to be completed during the first CARE packet submission of the year.


Input the total number of DT CARE Community posts YTD as of the end of the Quarter (3/31; 6/30; 9/30 and 12/31) (required for scoring)

1. Input the total number of DT CARE Community posts YTD as of the end of the Quarter (3/31; 6/30; 9/30 and 12/31) (required for scoring)

2. Input the total number or score YTD for the additional objective selected. (required for scoring)

3. List the action steps/activities/events/promotions etc. that you implemented to support your progress toward your goal for each objective (required for maximum scoring)

4. Answer the questions that are identified in this section of your CARE Packet upload. Please answer candidly yes or no

team member relations targets

current Year target

Previous Year score

dt care communitY engagement

(Minimum annual brand target requirement of 12 – 1 shared post per month)

oPtion 1: average number of team members ParticiPating at activities/events

oPtion 2: number of team member activities /events conducted (annuallY)

oPtion 3: team member retention rate

oPtion 4: team member engagement surveY

oPtion 5: team member acts of recognition

Quarter 1 – 4 dt care communitY engagement


Ytd score

Quarter 1 – 4 selected oPtion


Ytd score

Did your hotel submit at least one Spirit of CARE nomination this quarter?

Y N

Did your CARE Committee update your CARE Scoreboard(s) monthly?

Y N

Did your CARE Committee distribute monthly CARE Newsletters (at a minimum) this quarter?

Y N

Number of Team Members/Associates at your hotel

Full-Time

Part-Time

5. Share the URL links to best practices or stories you uploaded onto the DT CARE Community related to team member relations. (Optional: We want to see what you are doing around the globe. We genuinely value your ideas and creativity!)

Note: This section is worth a maximum of 20 points each quarter. You will earn 5 points for showing progress towards your targets, and up to 5 points for including action steps/activities implemented per objective.


steP 4 Community Service (Maximum 18 points)Celebrating over a decade of success, DoubleTree by Hilton is proud of our heritage in helping thousands of young people across the globe learn about CARE! Teaching Kids to CARE is our global brand community service platform, and we urge participation in the bi-annual programs. In addition, you have the flexibility to participate in additional community service outreach per quarter. Please write in your additional community service activities in the space provided on the CARE Packet upload site.


1. Inform us of your property’s participation in Teaching Kids to CARE activities/events for the quarter. (required for scoring)

2. If your property participated in Teaching Kids to CARE, share your activities related to youth enrichment completed in the quarter. (required for scoring)

3. List the additional community service activities/events that your property conducted in the quarter. (required for scoring)

4. Answer the question whether or not your property registered your property’s community service activities in the Purpose Portal. Please answer candidly yes or no (required for scoring)

5. Share the URL links to best practices or stories you uploaded onto the DT CARE Community related to community service. (Optional: We want to see what you are doing around the globe. We genuinely value your ideas and creativity!)

Note: This section is worth a maximum of 18 points each quarter. You will earn 5 points for TKTC participation, up to 5 points for activities conducted for TKTC and up to 5 points for additional community service activities conducted. You will also earn 3 points for registering your community service events in the purpose portal.

communitY relations action stePs

Is your hotel participating in Teaching Kids to CARE? Y N

Quarter 1 – 4 teaching Kids to care activities


Quarter 1 – 4 additional communitY service activitY


Did your hotel register your community service activity(s) in the Purpose Portal this quarter?

Y N


steP 5 Sustainability (Maximum 10 points)Identify an objective for Sustainability (examples include: kilos/pounds of recycling, amount of water, energy or waste reduction, # of Team Member sustainability activities/initiatives, etc.). Your priority should be measurable (numeric) and aligned with your hotel objectives.

1. Input your property’s annual target for each defined Sustainability Objective

2. Input your prior year’s score

Note: Steps 1 & 2 will only need to be completed during the first CARE packet submission of the year.


1. Input your property’s Lightstay progress for each objective YTD (3/31; 6/30; 9/30 and 12/31) (required for scoring)

2. List the action steps/activities etc. that you implemented to support your progress toward your goal for your LightStay objective (required for maximum scoring)

3. Share the URL links to best practices or stories you uploaded onto the DT CARE Community related to sustainability/Lightstay. (Optional: We want to see what you are doing around the globe. We genuinely value your ideas and creativity!)

Note: This section is worth a maximum of 10 points each quarter. You will earn 5 points for maintaining or showing positive progress towards your LightStay targets and up to 5 points for including action steps/activities implemented for your objective

sustainabiltY target

current Year target

Previous Year score

sustainabilitY obJective

Quarter 1 – 4 sustainabilitY action stePs


Ytd score

Is your hotel using the LightStay Sales Report to drive business to your hotel?

Y N

Is your Sustainabilty Objective listed as a project in LightStay? Y N

Have you ‘neighbored’ other hotels to learn from their sustainability work in LightStay?

Y N


steP 6 CARE Culture SummaryThere is one final step before you submit your Quarterly CARE Packet. Please answer the following statements candidly with yes or no. Supporting documentation is not required. However, please keep any original documents in your CARE binder or CARE records, as your answers may be audited during Brand Performance Consultations, CARE Culture visits, and/or Quality Assurance Audits.

1. Our CARE Committee conducted monthly CARE meetings. Y N

2. Our CARE Committee shared the meeting minutes on our CARE Scoreboard.

Y N

3. Our CARE Committee conducted monthly departmental service audits. Y N

4. Our CARE Committee shared the results of our monthly departmental service audits on our CARE Scoreboard.

Y N

5. Our CARE Scoreboard / Communications center is updated monthly to inform Team Members about important topics that affect them and our operation.

Y N

6. All departments conducted monthly Learning CAREversations. Y N

7. Our hotel has implemented the TellmeTree Y N

8. Our team members captured #____ guest preferences this quarter.

Enter your hotel contact information and submit your CARE Packet.

name e-mail

director of brand Performance:

general manager:

care committee President:

dt care communitY manager:

social media chamPion:

human resources Professional:


a d d e n d u m 2 care service audit sheets

Help For Hotels With an Existing Committee

Are you incorporating the CARE committee into an already existing team member committee? Does your hotel have an existing CARE committee that needs revitalization? If yes, please follow the plan below. If no, please skip to page __ for an implementation plan.

The General Manager and Director of Human Resources review the CARE Committee Guidelines and make note of differences between the current committee(s) and CARE committee.

Introduce the CARE program to your leaders:

• The General Manager introduces the concept to department heads and managers, explains the benefits, and asks for their support and commitment.

hotel location: month of audit:

submitted bY: todaY’s date:

comPliance score:

List the departmental scores of the Service Audits that have been completed during the quarter in the column to the right. If you do not have a department that is listed, place N/A in the score box i.e. Recreation Center (All department audits must be completed within the quarter). Submit this score sheet summarizing results for each month audited during the quarter with your CARE Packet. Retain actual audit forms for your QA auditor to review.

dePartment score

1. Accounting

2. Airport Shuttle

3. Banquets

4. Bar/Lounge

5. Bellman

6. Concierge

7. Convention Services

8. Engineering

9. Executive Office

10. Front Desk

11. Gift Shop

12. Hotel Operator

13. Housekeeping

14. Human Resources

15. Kitchen

16. Landscaping

17. Laundry

18. Mini Bar

19. Purchasing

20. Recreation

21. Restaurant

22. Room Service

23. Sales

24. Security

results score

Add lines 1 through 24 and enter here

Enter the number of completed audits

Divide line 25 by line 26 to get your Total Score

careAudit Scorecard

Date:

PerformeD By:

Please place a check under the “Yes” column if the service is occurring and a check under the “No” column if it is not. Place a check under the “N/A” column if the item does not apply.

Questions Yes no n/a

Do team members make immediate eye contact, greet every guest by saying either “Hello”, “Welcome”, or “Good morning/afternoon/evening” with a smile, and follow the 5-10 rule to acknowledge guests?

When team members encounter arriving guests do they say, ”Welcome to the DoubleTree by Hilton [Name of Hotel]”?

Do team members recognize HHonors members and extend a “Welcome back” greeting?

Do team members maintain a professional appearance and wear a nametag?

Do team members respond to inquiries by saying something like, “Of course” or “I’ll be happy to,” instead of “OK,” “No problem,” etc.?

When team members provide guests with directions to destinations within the hotel, do they offer to escort them instead of pointing?

Do team members provide guests with accurate and timely information about their hotel, their community, weather, etc.?

Do team members take whatever steps are necessary to exceed guest’s expectations by always demonstrating a “Can Do Attitude”?

Do team members look for ways to surprise and delight guests?

Do team members ask every guest they encounter how their experience has been - and if the guest is not fully satisfied, take whatever steps are necessary to remedy the situation?

When guests complain, do team members demonstrate empathy and thank the guest for letting the hotel know so their problem can be solved?

Do all team members demonstrate a thorough and accurate knowledge of the hotel’s CARE Action Plan - and know the correct answer when asked what the current SALT goals are?

Do team members go out of their way to anticipate guests’ needs and Create A Rewarding Experience (CARE) for guests?

Do team members assist guests and team members who need help?

Are team members being recognized for their efforts - especially when practicing CARE and delivering The Traveler’s Reward?

Do team members answer the phone within three rings with a welcoming greeting and a smile in their voice?

Do team members ensure that all CAREline requests are met within 15 minutes and follow-up with the team member who received the call about the status of the response?

Do team members thank the guest and say how much they appreciate the guest for choosing their hotel?

Do team members tell departing guests, “Thank you for joining us. We hope to see you again soon!”?

Do team members take every measure to ensure the accuracy of the guest’s Folio?

Do team members offer to either e-mail or mail a copy of the Folio - which ever better meets the guest’s needs?

Do team members understand the importance of our Brand Promise and know the Brand Promise value of the day?

Do team members use creative ways to uncover guests name and use it when they come in contact with the guest?

Add Your own…

results score

Count the check marks in the “Yes” column to determine the total

Add total number of “Yes/No” responses excluding “N/A.”

Divide line “YES” by “TOTAL” for a percentage (%) score

careAccounting Service Audit

Date:

PerformeD By:












Do team members ask every guest they encounter how their experience has been - and if the guest is not fully satisfied; take whatever steps are necessary to remedy the situation?







Do team members ensure that all CareLine requests are met within 15 minutes and follow-up with the team member who received the call about the status of the response?



Do team members make sure they always know the latest traffic conditions, directions to popular destinations, etc.?

Do team members offer to either e-mail or mail a copy of the Folio - which ever better meets the guest’s needs?

Are team members prepared to offer accurate recommendations for dining, sightseeing, etc.?



Are team members attentive to guest preferences and communicate them so they are added to the CRM?

Do team members take ownership of resolving problems when they occur and follow the Empowerment Guidelines to satisfy our guests?

Add Your own…

results score




careAirport Shuttle Service Audit

Date:

PerformeD By:






















Do team members proactively provide guests with water, coffee, tea, and related items without being asked?

Are team members prepared to answer guest’s questions about how beverages and dishes are prepared, seasoned, etc.?

Do team members maintain a current knowledge of all daily specials?

Do team members conclude every interaction by asking “Is there anything else I can do for you?”

Do team members answer internal calls with “[Name of Department] [Your Name], at your service”?

Do team members deliver and clear courses with a sincere smile





Add Your own…

results score




careBanquets Service Audit

Date:

PerformeD By:






















Do team members refresh water, coffee, tea, and related supplies throughout each event?

Do team members monitor the room and respond without being asked to dropped napkins, utensils, or other problems?

Are team members prepared to answer guest’s questions about how dishes are prepared, seasoned, etc.?

Are team members prepared to provide guests with accurate directions to rest rooms and other hotel facilities?

Do team members answer internal calls with “[Name of Department] [Your Name], at your service”?





Add Your own…

results score




careBar/Lounge Service Audit

Date:

PerformeD By:






Do team members maintain a professional appearance and wear a name tag?




















Add Your own…

results score




careBellman Service Audit

Date:

PerformeD By:






















Are team members creative and persistent in determining the guest’s name and using it?

Do team members look for clues to unspoken guest needs and respond proactively to meet them?

Do team members provide guests with accurate and up-to-date maps, brochures, and any items such as sewing kits or phone chargers they might need?

Do team members always tell guests about local theatrical and musical events, offer to book event and restaurant reservations, offer printed directions to popular destinations, etc.?

Are team members prepared to tailor recommendations for dining, sightseeing, etc., to individual guest circumstances, tastes, needs, etc?





Add Your own…

results score




careConcierge Service Audit





















Do team members take every measure to ensure the accuracy of the guest’s Folio and offer to e-mail or mail a copy – whichever best meets the guest’s needs?

Do team members ensure that every detail of every order is fulfilled and meets or exceeds expectations?

Do team members follow up to ensure that every guest and customer was

completely satisfied with their experience?

Do team members provide guests and customers with accurate information about all aspects of their hotel including dining, banquet, conference, and related facilities?

Do team members offer suggestions regarding facilities and dining options tailored to potential or upcoming visits or events?

Do team members ensure that every guest is informed about all features and capabilities of the hotel that might enhance their event or visit?





Add Your own…

results score




careConvention Services Service Audit

date:

Performed bY:

Date:

PerformeD By:






















Do team members ensure that all guest room and public facilities and amenities are well maintained and in good working order?

Do team members promptly inform Housekeeping and all other affected departments when and where major maintenance is being performed?

Can team members answer all guest questions about room amenities?

Do team members know where to quickly locate any supplies or equipment that a guest may need?

Do team members utilize the “Because We CARE” Card after a guest has informed them of a maintenance issue?





Add Your own…

results score




careEngineering Service Audit

Date:

PerformeD By:























Do team members provide personal greetings and messages to regular guests that reflect knowledge of their special preferences, needs, etc.?





Add Your own…

results score




careExecutive Office Service Audit

Date:

PerformeD By:






















Do Front Office team members offer the Cookie at the point of the guest’s arrival?

Is the Cookie warm when offered?


Do team members know all amenities, upgrades, etc., that should be offered or given to HHonors guests at every level?





Add Your own…

results score




careFront Desk Service Audit

Date:

PerformeD By:





















Do team members greet every guest by asking, “How may I be of service?” or “Is there anything special I can help you find?”

Do team members ensure that every guest’s selection meets their needs and expectations?

Do team members proactively provide appropriate boxes, tissue wraps, or other packaging materials appropriate to each purchase?

Do team members know everything about their gift shop’s inventory, including descriptions and locations of every item, prices, applicable discounts, etc.?

Where applicable, do team members demonstrate a thorough understanding of all current procedures regarding receiving payments, processing credit purchases, maintaining a current inventory report, reordering merchandise, etc.?

Do team members ensure that every guest is able to find everything they need - and, if an item isn’t available in the gift shop, recommend another resource?





Add Your own…

results score




careGift Shop Service Audit

Date:

PerformeD By:



















When team members recognize HHonors members calling from outside the hotel, do they extend a “We’re glad to hear from you again” greeting?

Do team members answer internal calls with “[Name of Department], [Your Name]” and a friendly greeting?

Do team members promptly forward all guest requests or complaints to the appropriate department?

Do team members demonstrate a thorough knowledge of all DoubleTree CAREline protocols?

Do team members demonstrate a thorough familiarity with all call routing, forwarding, and other technical procedures?

Are team members able to answer guest questions about their hotel’s facilities, hours, etc.?

Do team members offer to place an order for coffee and/or juice with room service when guests call to request a wake-up call?

Do team members provide the temperature and weather forecast for the next day when a guest calls for a wake-up call to the Hotel Operator?




Add Your own…

results score




careHotel Operators Service Audit

Date:

PerformeD By:




















Do team members who are vacuuming in a hallway pause the machine and smile when a guest passes by?

Do team members recognize when extra room supplies are needed including coffee, towels, and/or bathroom amenities?

When team members have left a guest room does it look and smell clean and fresh?

Do team members test to make certain that guest room TVs, remote controls, and phones are all in working order - and that the CAREline tent display is on the desk or nightstand?

Do team members demonstrate a thorough knowledge of DoubleTree guest Room cleaning procedures?

Do team members demonstrate a thorough knowledge of vacuuming procedures in hallways and public spaces?

Do team members demonstrate a thorough knowledge of how to report items in the hotel in need of repair or replacement?





Add Your own…

results score




careHousekeeping Service Audit

Date:

PerformeD By:






















Do all team members demonstrate a thorough and accurate knowledge of the latest DoubleTree by Hilton Human Resources guidelines and procedures?

Do team members answer internal calls with “[Name of Department], [Your Name]” and a CARING greeting?



Add Your own…

results score




careHuman Resources Service Audit

Date:

PerformeD By:






















Do team members respond quickly and effectively to meet special requests?

Do team members ensure that they provide appropriate help to fellow kitchen and F & B staff and team members?

Do team members work together to ensure every order is perfectly prepared and plated?

Do team members ensure that the kitchen is - and looks - clean and well-organized?

Are team members able to answer question about ingredients and preparation of dishes?

Do team members demonstrate a thorough knowledge of all kitchen food handling and sanitation procedures?

Do team members demonstrate a thorough knowledge of all kitchen safety procedures?



Add Your own…

results score




careKitchen Service Audit

Date:

PerformeD By:






















Do team members immediately remove trash and misplaced items from the hotel grounds?

Do team members demonstrate a thorough knowledge of their hotel’s landscaping procedures, timetables, etc.?



Add Your own…

results score




careLandscaping Service Audit

Date:

PerformeD By:






















Do all team members ensure that all worn or torn items are removed from service and properly disposed of?

Do team members demonstrate a thorough knowledge of their hotel’s laundry procedures?

Can team members answer guest questions about the location and hours of restaurants, fitness and business centers, etc.?



Add Your own…

results score




careLaundry Service Audit

Date:

PerformeD By:






















Do team members inspect every mini bar for signs of wear and tear or needed repairs?

Do team members report any problems they notice in the condition of guest rooms to the appropriate department?

Do team members demonstrate a thorough knowledge of their hotel’s mini bar stocking and maintenance procedures?





Add Your own…

results score




careMini Bar Service Audit

Date:

PerformeD By:






















Do team members pay attention to spot any clues to unspoken guest needs and respond proactively to meet them?

Do all team members demonstrate a thorough and accurate knowledge of the latest DoubleTree purchasing guidelines and procedures?



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carePurchasing Service Audit

Date:

PerformeD By:






















Are team members well informed about local recreational resources of potential interest to guests?

Do team members offer to explain Spa products and services (where applicable) to guests?





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careRecreation Service Audit

Date:

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Do team members greet arriving guests by saying, ”Welcome to the [Name of the Restaurant]”?

















Do team members ensure every dish coming out of the kitchen is perfectly prepared and presented?

Is the quality of food and beverage in the restaurant of consistently good quality?

Does the menu offer a variety of dishes?

Do team members deliver and clear courses with a sincere smile?

Are team members thoroughly familiar with every menu item, including ingredients, preparation, seasonings, etc.?

Do team members make certain every guest knows about daily specials, buffet service, and other unique offerings of their restaurant?

Can team members answer guest questions about other aspects of their hotel?

Do team members ask every party “Is there anything else I can do for you?” before presenting the check?





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careRestaurant Service Audit

Date:

PerformeD By:


















When delivering an order, do team members knock and say, “Good (Morning/Afternoon/Evening), Room Service - may I enter?”

Do team members inform the guest before leaving, ”When you are done with your meal you can call us or leave the tray outside the door”?

Do team members ensure that every item that leaves the kitchen is perfectly prepared and presented - and reaches its destination in the same condition?

Do team members ensure that the guest is completely satisfied with the meal they have received before leaving the room?

Are team members thoroughly familiar with every menu item, including ingredients, preparation, seasonings, etc.?

Do team members make certain every guest calling Room Service knows about daily specials?

Do team members provide accurate information about when orders will be delivered?

Do team members suggest appropriate beverages and other items to accompany Room Service orders?

When delivering orders, do team members remove all dish coverings, arrange plates, silverware, etc., and open and pour bottled/canned beverages?

Do team members tell guests, “Thank you for allowing us to serve you. Please let us know if there’s anything else we can do for you”?




Do team members take ownership of resolving problems when they occur and follow the Empowerment Guidelines to satisfy our guests.

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careRoom Service Service Audit

Date:

PerformeD By:




















Do team members ensure that every detail of every order is fulfilled and meets or exceeds expectations?

Do team members follow up to ensure that every guest and customer was completely satisfied with their experience?

Do team members provide guests and customers with accurate information about all aspects of their hotel including dining, banquet, conference, and related facilities?

Do team members offer suggestions regarding facilities and dining options tailored to potential or upcoming visits or events?

Does the Sales Team monitor Social Media Channels to engage with hotel guests and to learn about guest comments conveying feedback their experience?

Do team members ensure that every customer is informed about all features and capabilities of the hotel that might enhance their event or visit?

Do team members ensure in a timely fashion that all departments affected by any sale are fully informed about its relevant details?

Do team members tell departing guests and customers, “Thank you for allowing us to serve you." Please let us know if there’s anything else we can do for you”?





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careSales Service Audit

Date:

PerformeD By:





















Do team members tell departing guests, “Thank you for joining us.”? We hope to see you again soon!”?

Is there a member of the Security Team on the Safety Committee?

Do team members demonstrate a thorough knowledge of their hotel’s security procedures?

Do team members ensure that all areas of the hotel are safe around the clock for every guest and visitor?

Do team members escort guests and team members who need help?

Do team members inform the appropriate Department of any area of the hotel in need of maintenance or other attention?

Do team members tell departing guests and customers, “Thank you for allowing us to serve you."? Please let us know if there’s anything else we can do for you”?




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careSecurity Service Audit

Date post:	11-May-2018
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