• Monthly payroll us signed by HR leader on property

  • Is the offer letter template being used on property approved by Marriott or locally appointed legal counsel and signed by the hotel signatory / POA holder

  • Is the talent acquisition process being followed in accordance with EMP-01 for non management and EMP-17 for Management?

  • Annual payslip audit is conducted for all associates at least once per annum

  • Are salary revisions approved before they are implemented?

  • Payment is made to associate stipulated bank accounts

  • Payroll changes and changes report is reviewed by GM/DOF/DHR monthly

  • Time Clocks are used for daily working hours and overtime processing for all associates

  • Tip policy is in place aligned to Marriott Policy

  • Cash Handling and Revenue Handling job descriptions are updated and signed

  • Vehicle drivers for associate transportation are fully licensed and insured (including outsource drivers) with copies kept in HR

  • Fully Compliant with with Marriott training Programs and achieved 100%

  • HR Self Review

  • Personnel files are kept in good order

  • Work permits

  • Are all internal online applicants responded to within 7 working days from date of application ?

  • Do the job adverts posted online comply with Brand Standards ?

  • Does hotel have a tracking system in place for all government requirements (work visas, health certificates, etc.) ?

  • Does offer letter contain recruitment/relocation charge payback clauses (if permissible in terms of local law) ?

  • Does the property have a probationary clause in contracts for all new associates ?

  • Does the property have an interview area to accommodate applicants with disabilities ?

  • Does the property have links with schools/colleges/universities for recruitment purposes ?

  • For internal transfers only (including those from other continents and properties), probationary clause should not be in the contract (if permissible in terms of local law).

  • Has the receiving property received associate files for all internal transfers hired at the property ?

  • If the property has roll up banners, advertising paraphernalia, ensure that this is in good order, and in line with brand standards.

  • Is a home country police check being completed for all new Internal and External hires for "at risk" positions (if permissible in terms of local law) ?

  • Refreshed and on-brand on boarding program is in place, including In the beginning / MI History.

  • Air ticket entitlements (where applicable)

  • All non-management associates are paid normal time for attending meetings or training (or time in lieu in line with local law).

  • All retirement and pension plans are approved Marriott plans, or local in-country approved plans.

  • Any time sheet adjustments are supported by back up documentation.

  • Are all hired associates on the minimum of the hotel salary scale ? If not, is there written justification and approval available signed by DHR, DOF and GM ?

  • Do leave policies (Annual, Sick, Maternity, Unpaid etc.) adhere to Marriott policy and at minimum local labor law ?

  • Do the accommodation facilities align to our core values and policy (where applicable) ?

  • Do associate locker rooms align to our core values?

  • Does the associate lounge at accommodation facilities align to our core values (where applicable) ?

  • Does the property issue a summary of all benefits to all employees, including how to sign up / receive benefits (incl. benefits applicable to expatriates) ?

  • For non-management associates, are meal breaks are recorded in the time management system ?

  • Is the AON Hewitt Salary Survey for the current year (or other survey / data from Continent Compensation team) used to create and approve on property salary scales for all positions?

  • Is the associate dining room / cafeteria aligned to our core values ?

  • IT Accesses

  • Are merit increases applied in terms of continent office guidelines, trade union agreement or local law regulations ?

  • Are new hire and separation checklists in place ?

  • Is service charge paid in line with MEA Continent Guidelines, trade union agreement or local law ?

  • Are tips are reported in line with local law and payroll taxes are deducted as per local law ?

  • Are vacation accruals are tracked and monitored, including carry over ?

  • When a change in benefits occurs, does the HR leader communicate this to all associates through multiple communication channels ?

  • All mandatory government insurance is in place and Hotel is registered, necessary deductions are made from salaries and contributions paid to local authorities, i.e. Social Security, Worker's Comp, National Pension Fund, etc.

  • Associate entrance is clean, fresh, branded, controlled by security, has access control and time clock 24/7.

  • EID and Passwords

  • Hand sanitizers and anti-bacterial soap are available in heart of house areas.

  • Handwashing signage is posted and visible in associate locker rooms.

  • Incident management system is in place and managed centrally

  • Policy on locker inspection is posted in all locker rooms

  • Procedure is in place regarding employee return to hotel at times outside of working hours.

  • Workplace safety and security standards are reveiwed and in place in the hotel

  • Peoplesoft Audit

  • Business Integrity Line (BIL) & Guarantee of Fair Treatment (GFT) awareness amongts associates.

  • Celebrations are held on property

  • Engagement survey is administered annually

  • Are all expatriate associates enrolled for Metlife international medical insurance or Marriott approved local alternative.

  • Townhall/General meetings are held at least every 6 months.

  • HR department general appearance

  • Takecare hotel certification

  • Takecare/ LOCV

  • "All brand trainings and service training are completed for 80% of the hotel team members. All new associates receive an orientation program within 30 days of hire.

  • All food handlers attend the property's assigned Global Food Safety and/or Food Safety/HACCP training.

  • All relevant associates have completed Loyalty Program training

  • Anti- harassment

  • Cross Training

  • Each hotel has certified Departmental Trainers (TOPPS, ETS or Master Train the Trainer). There is a departmental training plan in place. Each department has a certified trainer/coach/champion. A monthly departmental trainers meeting is conducted and minuted.

  • Hotel Orientation program includes presentation from all property leadership team covering all hotel divisions

  • Human capital review process in place for Red ban and above

  • Internal Development Program Careers is in place in the hotel

  • LPA System

  • Off-line non-management forms are used for performance management purposes.

  • Operational training

  • Targeted Interviewer Certification is completed by all managers who interview others.

  • There is at least one Certified Brand Service Culture Champion (SideKick)

  • There is at least one Certified MyLearning Administrator at the property.

  • Training budget is available and in place

  • Training Delivery

  • Training plan

  • Training room is fit for purpose and designed with innovative learning in mind

  • Discipline documentation

  • Key company information is communicated to entire property

  • Performance management and disciplinary training

  • Employee Handbook

  • Personnel files are kept in good order

  • Timely and accurate monthly HR reporting to continent office

  • Does the property have an interview area to accommodate applicants with disabilities ?

  • Do the job adverts posted online comply with Brand Standards?

  • Is the talent acquisition process being followed in accordance with EMP-01 for non management and EMP-17 for Management?

  • Refreshed onboarding programme is in place, including In the beginning / MI History

  • Are all internal online applicants responded to within 7 working days from date of application?

  • Has each member of an interview panel completed Interview Certification Training?

  • All Global employment opportunities are advertised to associates.

  • When a change in benefits occurs, does the HR leader communicate this to all associates through multiple communication channels?

  • Minimum of 5 different discount schemes are available for associates in the local area, and are published in accommodation

  • Explore rate details are published and communicated to associates

  • Associate entrance is clean, fresh, branded, controlled by security, has access control and time clock 24/7

  • Vehicle drivers for associate transportation are fully licensed and insured (including outsource drivers) with copies kept in HR

  • Policy on locker inspection is posted in all locker rooms

  • Celebrations are held on property

  • Takecare/ LOCV

  • Engagement survey is administered annually

  • Associates Relation Committee (ARC) is in place and active.

  • GM Meetings / HR Leader Meetings

  • New hires attend orientation within 15 days of date of hire

  • Hotel Orientation program includes presentation from all property leadership team covering all hotel divisions

  • Trainee / Internship programmes are in place in the hotel across heart of house and front of house functions

  • Management trainee programme is in place in the hotel

  • Careers Executive Track Participation

  • Management and non-management training captured in MyLearning system

  • 360 degree feedback

  • MEA Learning Catalogue is printed/downloaded and a copy sent to each Executive and/or Head of Department.

  • Build a Learning Plan Tool is being utilized for all new hires and the HODs/HR provide the new-comer with their individual plan.

  • Reporting of key HR statistics to leadership team

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