Hotel maintenance and asset management is a comprehensive view of the
hotel’s present and future states with an eye on maintaining the hotel and
its assets to the desired level of quality and safety. We at
want to modernize hotel maintenance and asset management and after much
research, we feel this comprehensive guide and manual would dramatically
help in the way hotels manage these vital assets.
We created this manual & handbook with several uses in mind. Please use
this manual to:
· Train all your hotel staff about the practices for hotel asset
· Train your hotel maintenance personnel.
Click here to download the PDF version of the manual in English and Spanish.
· Guide hotel management and general managers in best practices.
· Print and have it at your hotel as a reference guidebook.
· Set up or organize your hotel maintenance practices.
· Set up or organize your hotel asset management practices.
· Recruit, interview, hire, and review hotel maintenance technicians.
We would like to promote best practices for hotel maintenance and asset
management, thus this manual & handbook’s goals are to:
· Explain how to perform & manage hotel maintenance.
· Communicate best practices for hotel maintenance and asset management.
· Communicate the benefits of digital hotel maintenance systems.
· Communicate the benefits of digital hotel asset management systems.
From a guest’s perspective, hotel maintenance may be viewed as just
repairs; however, for a hotel, its maintenance practices are a critical
part of ongoing operations. In this guide and manual, we review the best
practices, processes, and terminology for hotel maintenance. This will help
ensure all maintenance practices are standardized and that both new and old
hotel staff members are performing these activities in the best way
Hotels have many assets, from a mattress and TVs to the most complicated
hotel systems. These assets must be documented, accounted for, and
maintained. Practices like inventorying, accounting, tagging, tracking,
maintaining, and replacing hotel assets are discussed in this guide.
Understanding what areas are controlled by the hotel maintenance department
is important when hotel staff wants to determine who is responsible for a
A first step in maintaining a hotel is to build a common understanding of
core terminology across the hotel’s staff.
Hotel safety is an issue that could result in the injury of a guest or
From the common wet floors to broken handrails to more serious electrical
short circuits. Injuries to guests will result in liability and possible
legal actions. Any maintenance issues related to safety are of the highest
priority and must be immediately made safe, section 8.2 discusses this in
Hotel housekeeping will keep certain areas of the hotel (guest rooms, and
common areas) clean. Hotel maintenance may be responsible for cleaning
other areas. For example, properly removing grime from a pool deck will
require pressure washing and will require hotel maintenance to get
Repairs to any category of items or areas inside or outside the hotel are
the responsibility of the hotel maintenance department. Repairs are
something that needs attention and may be required to be repaired
immediately or can be delayed for a couple of weeks.
Routine and Preventative Maintenance
Maintenance that is performed to maintain the smooth operation of the
hotel’s assets is termed “routine and preventative maintenance.” This
ranges from repainting lines in the parking lot to cleaning coils in air
conditioners. These are tasks that are not immediately needed but will need
to be done to keep the hotel looking proper and operating well. Routine and
preventative maintenance tasks often need to be repeated many times over
the life of the hotel, thus these tasks repeat in a given routine.
Returning to New
As the hotel is used by guests it develops wear and tear. Returning the
different areas and assets in the hotel to a like-new condition is
considered to be part of the hotel maintenance department's
responsibilities. Examples include repainting scratched walls and replacing
heavily worn carpets, to replacing worn lampshades.
Certain things can be upgraded and replaced by the hotel maintenance team;
however, their abilities to perform these upgrades are limited by their
time, physical strength, and tools on hand. Replacing appliances, changing
wall colors by painting, and so on, maybe in their abilities and would be
considered a limited upgrade. Outside of those basic upgrades, things like
replacing large areas of carpets, repaving parking lots, installing new
vanities in bathrooms, and other tasks would require specialty vendors
Major upgrades to hotel facilities are outside of the scope of this manual
but maybe part of the hotel maintenance department as it depends on how the
hotel management structure is organized. Typical day-to-day hotel
maintenance staff are not part of a major upgrade. However, after those
upgrades are completed, the day-to-day maintenance staff must familiarize
themselves with these additions and create preventative and routine
Hotels have different areas and categories of maintenance. The hotel staff
and maintenance personnel should learn the terminology associated with
these so a common language is adopted across the hotel, and so that when a
staff member fills out a paper or digital maintenance request work order
the category of work is properly entered. Note that rooms or areas of the
hotel are not a category. A category is a system, so for example, a broken
table in the hotel’s restaurant would be considered in the category of
“furnishings”, while a broken stove in the same restaurant would be
considered “food preparation equipment”.
Hotel System Categories
are lighting, sound, and electrical outlets in or outside the hotel.
are the electrical fire alarm systems, fire alarm switches, fire or smoke
monitors, and life safety systems (for example wall-mounted
include regular door and window locks, guest room door locks, video
surveillance cameras, recording equipment, and monitors. Fire exit alarms
and door alarms would also be considered part of security systems.
Fire Safety Equipment
includes any system used to physically fight fires and would include fire
extinguishers and fire hoses. Automatically closing fire doors and
in-ceiling fire sprinklers are included in this category.
are broken up into fresh and wastewater. Fresh plumbing systems are the
faucets in the sink and water heaters, and showers. Wastewater systems
include drains, and the lower part of toilets, urinals, and septic systems.
are broken up into heating, ventilation (like exhaust vents in bathrooms),
air conditioners and thermostats, and refrigeration systems in the case of
walk-in coolers. Air conditioners can be further broken up into central ACs
that cool / heat many rooms, or unit ACs that only handle a small space and
can be placed on walls or in windows.
are broken up into furniture: (couches, chairs, desks, tables, nightstands,
dressers, bed frames, ottomans), mattresses, movable lighting (lamps), and
decorations (art or pictures on the walls).
are broken up into televisions, radios, microwaves, in-room refrigerators,
security safes, irons, dryers, coffee makers, and small kitchen equipment.
Office Equipment Systems
are used by the hotel’s staff and range from check-in computers or kiosks,
monitors, filing cabinets, credit card readers, RFID or magnetic door card
writers, laptops, and printers. If the hotel has a business office, the
electronics in that room would also be considered office equipment.
is a major functional system that includes elevators, escalators, and
is a major part of hotels and includes interior areas, outside areas,
stairways, and outside walkways, and can range from carpet, tile, gravel
paths, linoleum, rugs, and pavement.
Grounds and gardening
are the green plants, lawns, and other grounds-based areas of the hotel.
Sprinkler and plant watering systems would be included in this category.
Waste management systems
are trashcans, dumpers, trash compactors, grease traps, and in-sink garbage
are the physical structures of the hotel and include structures under the
flooring, windows, the walls, doors both manual and automatic, driveways,
parking, columns, beams, and roof.
are typically electronics in conference rooms and include projectors,
audio-video equipment, large screen TVs, wall TVs, stereo controls, and
Hotel support facilities
are backroom, utility areas, and other areas off-limits to guests that
support the hotel’s operations. This can include anything from electrical
breaker boxes, industrial washing machines, clothing dryers, water
softeners, air compressors, and so on.
are those amenities and equipment in areas like pools, guest lounges,
decks, and game rooms.
Food preparation equipment
is any piece of equipment used by hotel staff to prepare, transport, or
serve food. Industrial stoves, ovens, ranges, broilers, kitchen exhaust
vents, silver wear, utensils, pots, pans, glasses, plates, cups, warming
plates, serving platters, and so on.
It is vital that all hotel staff understand the types of hotel maintenance,
as they may be involved in or will be requesting one of the following
types: 1) immediate hotel maintenance, 2) preventative hotel maintenance,
and 3) identifying hotel maintenance needs. A broken faucet in a guest’s
room is an immediate critical request as it impacts guest comfort; whereas,
standard replacement of light bulbs in halls would be preventative hotel
maintenance. Lastly, inspecting the hotel’s systems and areas will help
identify maintenance needs, for example identifying a fire exit door that
These are maintenance tasks that are time-sensitive and are broken or will
need repair shortly. Time-sensitive hotel maintenance requests can be
categorized as 1) Critical Requests as they impact
immediate safety, guest comfort, or today’s revenues, 2) Priority Requests if they need to be done in a specific
time frame, for example before a guest returns to their room, and 3) Normal Requests that can be done when the maintenance has
a slot of time available. In terms of work planning, maintenance team
members would first handle critical requests, then priority requests. If
none of the former exist they would then process normal requests.
Things will always break or need maintenance in hotels but a best practice
is to preemptively predict hotel maintenance needs so the staff can plan
for routine and preventive maintenance. Wise preventative maintenance
procedures and practices will reduce the chances of emergencies and
critical maintenance calls. There is a section of this manual dedicated to
preventative maintenance see the outline.
Both small and large properties age and have usage-related wear. Wear and
aging can result in eventual breakdowns or dangerous situations. Physically
reviewing all the areas of the hotel by using a check and review guide is a
way to determine immediate maintenance needs and helps add tasks to the
preventive hotel maintenance task list. There is a section of this manual
dedicated to identifying maintenance needs.
Every hotel should have a written hotel maintenance process that is taught
to all hotel staff and hotel maintenance personnel. Having a clear process
that instructs personnel on the best way to handle maintenance issues is
ideal and reduces stress and improves communications with guests as to how
their maintenance requests will be fulfilled.
Hotel maintenance processes are broken up into 1)guest-initiated requests, 2) staff and vendor-initiated requests, and 3) maintenance
Guest Initiated Maintenance Requests
The following is a best practice for handling guest maintenance requests
and is broken down into the following steps:
1. Receiving the requests and details from the guest.
2. Identifying the request’s priority level.
3. Filling out a digital, paper-based, or email-based maintenance work
4. Assigning the work order to a staff member or group.
5. Communicating with maintenance to get an estimated time of completion.
6. Circling back and communicating a completion timeline with the guest.
7. Finally, validating that request was completed and communicating with
Hotel Staff & Vendors Maintenance Request
The following is a best practice for handling staff and vendor maintenance
requests and is broken down into the following steps:
1. Receiving the requests and details from the staff or vendors.
2. Identify the request’s priority level.
3. Filling out a digital, paper-based, email-based maintenance work order.
4. Assigning the work order to a staff member or group.
5. Communicate with maintenance to get an estimated time of completion.
6. Circling back and communicating timelines with staff and vendors.
The following is a best practice for identifying hotel maintenance needs
and is broken down into the following steps:
1. Scheduling preventative maintenance walkthrough.
2. Performing the walkthrough and recording the results of the walkthrough
on paper or in digital records.
3. Translate finding to immediate maintenance work orders.
4. Translate finding to preventative maintenance plan task list.
Correctly prioritizing maintenance requests is a vital part of the process
of filling a maintenance request. All hotel staff should understand the
following priorities of hotel maintenance. Front desk staff that often
receive a request from guests should especially take note because
incorrectly categorizing the priority of the request could impede the
maintenance team members or lead to extended wait time in the cases of
Immediate or critical hotel maintenance needs will impact the hotel
operations and guests immediately by 1) impacting guest safety, 2)
impacting guest comfort 3) impacting revenues for that day. Digital
maintenance softwares like
allow staff to categorize maintenance requests with this priority so they
are at the top of maintenance’s task list.
Impacting Guest Safety
Guest safety is paramount and will be the highest priority, a broken
railing on a second-floor balcony, an electrical short in an outlet, or a
broken fire alarm are all in this category. The response to this situation
is to: 1) make the area safe, 2) post the issue and or warn guests to stay
out or not to use, 3) schedule timely repairs, and 4) warn hotel staff
members. Documentation of these requests is critical, and digital
maintenance systems like
lets you enter service notes and take pictures of the issue and signage to
validate that you warned guests and validate that scheduled a high-priority
maintenance work order.
A maintenance request that impacts guests’ comfort in a room or on the
property is a high priority. Determining what impacts guest comfort is
tricky and requires some follow-up questions. For example, a guest who
reports a broken exhaust fan in a bathroom may respond “yes I need it fixed
so my hair can dry” or “no it can wait just wanted to let you know”. The
first answer affects guest comfort and the second does not. Always weigh
the guest’s immediate comfort against the intrusion of having maintenance
personnel enter and disturb a guest. It is a best practice to communicate
with the guest to schedule a maintenance call in a way that disturbs the
guest the least while solving the request, for example by having
maintenance personnel visit when the guest is out of their room.
Immediately Impacting Hotel Revenue
Current maintenance requests can render areas of the hotel and guest rooms
unusable and thus impact revenues. For example, having a high-end guest
suite out of commission due to a bad AC unit would immediately impact
revenues in cases where the supply of these rooms is limited and demand is
high. Knowledge of upcoming hotel events and high-demand dates would also
help maintenance and front desk staff make these determinations.
Priority requests are time-bounded, that is if they are done later than a
given time, they would then slip to the previous category of being a
critical maintenance request. For example, the catering department staff
noticed a broken office chair in a conference room that will not be
occupied for the next 5 hours would be a priority request with a deadline
of say 3 pm.
Priority requests must have a date and time deadline associated with them,
if there is no exact deadline then they are normal maintenance requests.
These often are the most common, a broken lightbulb, or a malfunctioning
guest room door lock in an unoccupied room are all normal maintenance
requests. Normal maintenance requests are not immediate or priority needs
for that day’s business, nor do they need to be time or date bounded.
Ad-hoc & Communication-Based Hotel Maintenance Requests
Small hotels especially rely on walkie-talkies to communicate with
maintenance directly, here they communicate the issue, and maintenance
directly replies with time frames for completion, although it may be simple
it has major downsides. The downside of this approach is maintenance
typically does not track time spent on each task or materials used and
their associated costs, hence there is no paper trail for accounting.
Further, it does not record services on individual assets, so a problem
refrigerator in the kitchen that repeatedly breaks down and should be
replaced instead is fixed over and over. Also, it does not carry over
normal maintenance requests, that is what cannot be completed that day
often goes into limbo and is quickly forgotten, this creates cases where
management said “to fix X” but the maintenance team forgot. Finally,
management and accounting do not have a forward-looking maintenance
schedule or forecasted maintenance costs. For its simplicity ad-hoc,
communication-based maintenance practices are poor and result in lower
quality maintenance results.
Small to medium hotels will have a paper-based, or email-based maintenance
work order method. Here the requestor fills out a work order which
typically is emailed to the director of maintenance. This has many
downsides. Firstly, the director or maintenance supervisor must approve and
route it to the appropriate maintenance personnel, then when the task is
complete the personnel must call back their supervisors. This is a lot of
back-and-forth paperwork to be filled out or emailed. When it comes to
compiling maintenance expenses the director must go back through hundreds
if not thousands of records, this alone could take several days. Secondly,
emails and paper work-order may be lost or ignored, this makes checking the
pending work orders and the productivity of each employee much more
difficult. On the asset management side, warranties expirations dates are
rarely tracked. Next, paper or email-based systems require the supervisors
to create routine maintenance schedules and then push those out daily. This
places a large amount of work to keep on top of the daily tasks as they
become due, and if they are sick or out of the office then work on routine
maintenance often stops. Finally, forecasting next quarter’s maintenance
expenses is very hard to impossible because there is no work order for work
Digital-biased hotel maintenance systems overcome all of the downsides of
ad-hoc, paper-based, and email-based systems.
hotel software provide traceability, productivity tracking, expense
totaling, receipt and warranty capturing, and issuing work orders. This
creates accountability for each maintenance employee, and notifies and
reminds them over email and SMS of when tasks are due, so work is not
missed. Work orders have all the details of the task and notify the creator
of the work order when the task is created capturing their labor time and
material expenses. Forward forecasting of next quarter’s maintenance
expenses is also easy.
When creating a maintenance request work order it is important to fill out
the work order correctly. Given hotel front desk staff, general managers,
hotel supervisors, and maintenance team members can create work orders
these individuals must read this section.
The first step in creating a work order is to write the summary title. For
example, a guest reports to the front desk that their microwave door is
broken in room 203 and will be back in their room at 1 pm for lunch. This
would be summarized as “Room 203 broken microwave door”
The next step is to associate the request with a property, as hotel
managers can be overseeing multiple properties. Digital hotel maintenance
request systems like
allow you to select properties from a drop-down list. This helps record
tasks and their associated costs and time with a given property.
The next step is to associate the request with an asset, as this will tie
the service record to the assets and is especially vital for high-value
assets like for example elevators. With the property selected
allows you to select from the list of inventoried assets in the hotel.
Commonly inventoried assets are appliances, electronics, major furniture,
and major equipment.
The next step is setting the priority level of the request, without this
the maintenance department would have trouble prioritizing the request and
may have to contact the requester or send it to the maintenance supervisor.
By not setting the priority level the maintenance request will be delayed,
for the quickest routing and fulfillment setting the priority level is
Assigning a due date helps keep maintenance teams on top of tasks. Tasks
associated with critical requests or priority requests will be assigned to
be due the same day and will have a due time. Work orders that are normal
priority can be assigned for a reasonable time frame, and work orders for
preventative maintenance should be assigned in the time frame determined.
Work orders are further categorized as being normal or preventative
maintenance as this further helps the maintenance teams prioritize their
The next step is setting the category of maintenance work order, this
section above has the list of categories and they are electrical systems,
safety systems, security systems, fire safety equipment, plumbing systems,
HVAC systems, furnishings, consumer electronics, office equipment systems,
vertical transport, grounds and gardening, waste management systems,
structures, infotainment systems, hotel support facilities, specialty
facilities, and food preparation equipment.
Writing a detailed work order description is an important part of the work
order as it explains the issue in enough detail to aid the maintenance team
member in resolving the issue. A poorly written description would be
“broken microwave door”, whereas a properly written description would be
“Jane at front desk received a call from Guest John Doe in room 203 cell
321-543-1234 states microwave door closes but the microwave does not turn
on, they will be back in their room at 2 pm.” Again, the format is 1) name
of work order creator, guest name if given, phone number, room or exact
location, detailed description of the issue, and a time frame for
As an option, work orders can have estimated time and cost to complete.
Maintenance directors and supervisors may want to fill this in as digital
maintenance software will help in forecasting maintenance expenses, and
give the ability to compare estimated time & costs verse actual time
& costs. These estimates give maintenance technicians a time frame and
cost to aim for thus improving their productivity.
Assigning a maintenance work order differs based on the size of the hotel,
the category of the work order, and the type of work order system in place
(paper-based, email-based, or digital software). The benefit of the digital
work order is it can be assigned by the creator of the work order, so if
the front desk receives a plumbing request, they can then assign it to both
the plumbing specialist and the maintenance supervisor, and if needed they
can be quickly reassigned to other team members. Again, ad-hoc
walkie-talk-based maintenance requests fail here because they do not have a
work-order documentation trail in place. Email and the paper-based system
also fail because it adds an extra step where the maintenance supervisors
must then assign a specific maintenance team member.
A vital part of the maintenance process for guests, and staff members is to
know when the work order will be completed. Digital work order systems like
allow the maintenance staff to put a time frame on the potential completion
times and then it automatically alerts everyone on that work order
communication chain. Email & paper-based work order systems require an
extra step where the maintenance team member who picks up that work order
replies over SMS, email, or phone with the work order originator with their
With the estimate of completion in hand, the front desk staff should again
communicate to the guests letting them know when their maintenance work
order will be processed. Digital work order systems like
will automatically inform a guest over SMS of when their work order will be
processed if the guest’s phone number is entered into the work order. It is
a best practice to have front desk staff always circle back to the guests
to let them know the hotel is concerned about their comfort and safety.
Knowing the status of your maintenance request work order is important to
guest satisfaction and the maintenance management team (directors and
supervisors). When guests request maintenance they almost always would want
to know when their maintenance requests are completed. For ad-hoc,
paper-based, or email-based work orders the front desk staff must circle
back to the guest to provide updates this is most often never done. Digital
maintenance management systems like
automatically send SMS to guests when the work order was completed.
Preventive and routine maintenance can preemptively solve many maintenance
problems. For example, AC units that have their filters and coils regularly
cleaned are less likely to ice up resulting in immediate maintenance
requests. All systems in the hotel can benefit from preventative and
The following section on maintenance needs identification describes how to
assess the hotel’s maintenance needs. All findings including damage,
excessive wear, and required maintenance should be noted in the notes
associated with each asset. Digital asset management systems like
record these details and link them to the asset and can even create a
maintenance request related to a particular asset in seconds.
With maintenance needs identified the maintenance calendar can be created.
In a paper-based system, this can be a large task as a physical calendar
needs to be created that lists all tasks which quickly can be overloaded
with writing and eventually never updated. In email or Microsoft
calendar-based systems maintenance calendar tasks can be created as
reoccurring tasks, however, capturing costs and projecting forward future
costs is not possible. Finally in digital maintenance calendars like
reoccurring tasks can be easily created and forward-based forecasting of
maintenance costs for the quarter can be accurately estimated. For example,
one would create a task to check the toilets & sinks on the 3 rd floor that would reoccur every 6 months.
Only digital maintenance-based software like Microsoft calendar or
software like Propertyhero can easily create reoccurring maintenance tasks
and issue work orders. To create a reoccurring maintenance task in
Microsoft calendar, create the event then select the box that says create a
reoccurring event. In
create a task then click the reoccurring box and type in the number of days
between occurrences, so every 6 months would be 365/2 or 182 days.
Generating work orders are a core aspect of a properly set up maintenance
process as they create an auditable paper trail for work performed. For
paper-based systems, a work order is filled out on a standard template. The
paper-based work orders are given directly to employees or placed in work
perform inboxes. Once complete the work order is placed in a completed box,
there the maintenance supervisor or director can review the work order and
entered its costs and labor time into the master maintenance log. A similar
process occurs for email-based work orders; however, the difference is work
orders are entered into an excel based master maintenance log. Digital
maintenance software like
always have the work order in the system, and thus one needs to assign it,
when complete, the master maintenance and task log is automatically
After a work order is created it must be given to a staff member a couple
of days before it is due. Here the work order is entered into the master
maintenance logbook and in the case of a paper-based or email system, it
must be given to the appropriate employee. Hotels with many maintenance
staff members must decide which employee to give the work order to based on
their work schedule, abilities, and immediate availability in the case of
priority or critical work orders. Then once assigned maintenance
supervisors or directors must often remind these individuals of task due
dates. This requires the supervisors or directors to look over the master
maintenance logbook and see what work orders were not completed and email
or call those responsible individuals to get an updated estimate. Digital
work order systems like
automatically remind staff and management of incomplete work orders thus
removing this hassle.
Setting a budget for preventative and routine maintenance is a critical
task for maintenance directors, as insufficient budgets can dramatically
limit the ability of the maintenance department. Justifying a budget to the
GM may be tricky. The best way is to make a line-item expense list of all
the costs of all upcoming preventative and routine maintenance tasks. This
is very difficult in the paper, email, and Microsoft calendar-based systems
as the master maintenance logbook must have pending work orders entered up
to a year out. Often maintenance directors look at last year’s budget and
provide a percentage increase, however, this may be hard to justify to a
digital software automatically can tally the estimated maintenance expenses
for a future period and print each line item in a PDF thus giving a sorted
list of maintenance items descending by cost. This makes negotiating future
budgets much easier.
Below are recommended schedules for preventative and routine maintenance
based on the system and subcategory. Newer hotels may need a bit less
maintenance; however, any middle-aged hotel should have the following
inspections, replacements, and services done on the following schedules as
they help avoid breakdowns, reduced possible liabilities, and increase
Hotel franchise agreements often give an outline of required maintenance
tasks and their frequencies; however, it is highly recommended that hotels
supplement those requirements with their own preventive and routine
- Five to ten-year bulb replacement schedule, checks of ballasts on
- Five-year checks of power and outlet faceplates.
Fuse & Breakers
- Quarterly checks for tripped fuses and shorts.
- Five to ten-year checks for shorts.
- Three-year checks for volume, crackling, & broken speakers.
Fire Alarm Systems
- Yearly maintenance by qualified contractors
- Bi-yearly check for the battery life.
Door & Room Locks
- Yearly check of room locks, oiling, and replacement of batteries.
Surveillance & Security
- Quarterly check of cameras, sector alarms, and recording works.
- Quarterly checks for fire extinguisher pressure.
Fire Hose Cabinets
- Quarterly to ensure no broken glass or debris.
- Yearly checks for clear aerators and to avoid leaks.
- Yearly checks & flushed yearly.
Waste Water drains
- Yearly checks for clogs.
- Six months checks of flappers and valves.
- Yearly checks of valves.
- Every two months replace or cleaning of air filters.
- Before the winter season check heating coils.
- Two-to-four-year cleaning of ducks, intakes, and exhaust vents.
- Six months to one year clean coils and flush the runoff condensation
drainage system. Every one or two-year review by an AC technician.
Window and Wall ACs
- Six months to one year of cleaning of coils and flushing of runoff
condensation drainage system. Every one or two-year review by an AC
- Yearly cleaning of coils, cleaning of water pans, replacement of water
Walking in Refrigerators
- Yearly service by a refrigeration technician.
- Yearly visual inspection of couches, chairs, tables, desks, nightstands,
dressers, and bed frames. Rotating hard furnishing to lower occupancy
- Six-month flipping of double-sided mattresses.
Decorations and Art
- Yearly visual inspections.
Televisions & Remotes
- Yearly checks for damage and missing parts.
Radios, Microwaves, Coffee Makers, Irons, Hairdryers,
- Yearly checks for damages.
- Yearly vacuuming of backside coils.
Computers, Printers, Keyboards, & Mice
- Yearly checks and replacements.
- Yearly laptop owners should be emailed to submit maintenance or
Elevators & Escalators
- Yearly checks & maintenance by qualified elevator technicians.
- Six-month checks for slippery areas, handrails, emergency light
batteries, and freely opening doors.
Flooring, Carpet, Rugs, & Mats
- Quarterly cleaning carpets rugs, and mats in heavily-trafficked areas.
Yearly visual inspection of all flooring for safety and potential trip
Ground & Gardens
- Six-month checks for damaged walkways and dead foliage.
- Broken lighting, broken watering systems, dead foliage.
-Checking pest control traps every 3 months.
- Quartley checks and routine maintenance performed.
Trashcans & Dumpsters
- Checked yearly.
- Ten-year qualified engineering inspector, or immediate inspection after a
- Five-year inspection, or immediately after natural disasters.
- Yearly inspection of manual and automatic doors, driveways, and parking
Audio Visual equipment
- Six-month inspections and replacement of batteries.
Back Office Areas
- Two-year inspection.
- One-year inspection and routine cleaning.
Tool or Maintenance Area
- One-year inspection, reorganization, and routine cleaning.
- One-year inspection, warning cleaning may be very dangerous.
Pools & Locker Rooms
- Weekly inspections, eye for slip prevention.
- Weekly inspections.
- Weekly inspection with furniture inspections.
- Weekly inspection with furniture inspections.
Food Preparation -
Weekly inspections for cleanliness and to prevent fires.
Maintenance needs identification is a vital part of hotel maintenance as it
helps prevent and solve current and future maintenance needs. Outside of
natural disasters and fires which are covered by insurance, large
maintenance expenses like major breakdowns or structural damage do occur.
However, these can be predicted if the maintenance needs identification
process is performed properly. The maintenance director and supervisors not
being aware their hotel’s roof needs replacing or basements beams need
reinforcing is not an excuse and can dramatically impact hotel revenues.
Proactiveness is the sign of a well-run maintenance department. Thus, all
maintenance departments should have maintenance needs identification
process in place to prevent these unforeseen expenses.
Qualified staff should perform the walkthroughs/inspections and should be
selected based on their attention to detail and knowledge of the different
systems. Lower-level maintenance personnel may not be suited for performing
these walkthroughs, consider senior maintenance and maintenance supervisors
for this job.
During the maintenance needs identification walkthrough general findings
should be recorded on paper and then transferred into a pending work order
list or entered directly into a digital maintenance software.
's digital software allows maintenance staff to take pictures of findings
and enter service notes into the related assets records. So, a central AC
with a leak can have a photo of the leak uploaded to the cloud and service
notes entered detailing the issue. This allows the maintenance manager,
with a single click, to issue a maintenance request complete with these
details so the AC service provider knows the issue before his site visit
ensuring he can bring the appropriate parts.
Capturing costs and labor times associated with maintenance is a highly
valuable activity, which if done correctly will help in estimating future
maintenance expense budgets and creating maintenance cost forecasts.
Costs for labor and materials should be captured for each work order and
task. Doing this would be the responsibility of the person completing the
work order. So, if an AC repair requires a $20 new filter and $80
compressor, these costs should be added and $100 for materials should be
entered. The cost of labor spent should be the hourly rate of the personnel
multiplied by the time spent so if John Doe gets $30 per hour and spends 45
minutes then it would be 0.75 x $30 = $22.50 in labor cost. Thus, the total
expense for the work order would be $100 in materials plus $22.50 totaling
$122.50. Paper & email-based work orders can have fields to capture
this data. Digital software like
will capture these costs and calculate labor costs automatically, as well
as, capture pictures of receipts so expenses can be verified.
Capturing the time spent on each work order is important as it helps in
estimating similar work orders and thus helps in forecasting. When
performing work orders personnel should be trained to record their times.
With the time for past work orders captured, maintenance supervisors and
directors can estimate future work which is vital for forecasting
maintenance schedules and budgets. For example, the maintenance supervisors
can look up past work orders on replacing AC filters on a single floor of
the hotel. From his research, he found it took John Doe 4 hours last month,
and Dave Gibson 5 hours the previous year. By averaging 4 & 5 hours it
takes 4.5 hours on average for this task.
If previous work orders captured cost and time, they can be used as a guide
to estimate similar future work orders. However, if these were not captured
some math may need to be done. Continuing the previous example, a floor has
30 rooms each with one AC and if filters cost $4.50 apiece, then the
material cost of replacing AC filters would be 30 multiplied by $4.50
totaling $135.00. If we estimated 4.5 hours of labor at $25 per hour we
expect labor to be $112.50. Thus, the total cost for labor and materials
would be $112.50 + $135.00 totaling $247.50.
If the maintenance calendar for a period is fully created then estimating
the maintenance expenses would be the act of estimating the labor and
materials for every preventive maintenance work order in that period, plus
the average cost of immediate maintenance expenses.
Estimating the time and cost of preventive maintenance work orders is very
difficult if the task is done via a paper-based or email-based system, thus
many maintenance departments do not perform that calculation and instead
prefer to give a rough number based on prior history. This approach is poor
and will often result in underestimating preventive maintenance costs.
’s digital software will easily tally the cost and time of preventative
maintenance work orders for a period if the maintenance work orders were
entered or are reoccurring in the system. Say for example the total
preventive maintenance cost for a 200-room hotel called “The Grand Budapest
Hotel” is $15,000 in materials with $25,000 in labor for one quarter.
Both papers based and email-based maintenance systems offer the ability to
go back and compile guest or staff requested maintenance costs for a given
period, it may be tedious but it is possible. Digital systems like
can, in seconds, compile previous maintenance costs for a period and even
sort those costs from largest to smallest. Based on the previous example
“The Grand Budapest Hotel” had in the first quarter immediate maintenance
expenses averaging $13,000 in materials and labor costs related to those
immediate maintenance requests averaging $17,000.
In the example of “The Grand Budapest Hotel,” we have preventative &
immediate maintenance materials expenses of $15K
and $13 totaling $28K. The total preventative & immediate labor expenses would be $25K and $17K totaling
$42K. Thus, materials plus labor the total maintenance budget would be $70K
for the first quarter.
The maintenance department often has tool kits for each maintenance
personnel and specialty maintenance tools for specific jobs like AC repair.
We feel protecting expensive tools is an important part of tool security
and thus would like to explain this topic in further detail.
Paper or excel based inventory tools are often used to log who had a
specialty tool and when they returned it, the problem with paper-based
systems is the log must be physically in a centralized location and
accessed by trusted maintenance supervisors and directors. Well-intentioned
paper-based inventory logs often fall out of use as time goes on.
Digital inventory systems like
can track tools with on tool QR codes, and log who it was loaned out to and
when it was returned, guarantying trackability. Further, if the tool is
damaged or needs repair service notes can be logged and service costs can
be tracked the same as any other hotel asset.
There are many types of hotel service providers i.e. contracts that the
hotel maintenance department may use to assist in repairs and preventative
maintenance. This can range from simple painting to complicated elevator
repair. Using these service providers efficiently is an important part of
Service provider contact information can be kept on business cards, on
paper, in excel, or a digital system like
. Most hotels have a stack of business cards in the maintenance office of
their preferred vendors, the downside here is if a business card is lost it
will take a while to locate that provider's contact details. More advanced
hotels keep providers' details in an excel or word document. This is a
better method of managing contacts but needs to be accessed from the
computer the files are located on. The most ideal software is with
where the contacts are stored in the cloud, can be rated, shared with other
users on the system, and selected for maintenance requests. If selected for
a maintenance request the service provider will get an SMS and email with
the details of the maintenance requests so they know to respond quickly.
This takes the act of calling the provider unnecessary and instead lets
them contact the maintenance director to schedule a service call or create
a quote. Further, it reminds them of the service request of the appointment
before and on the due date.
The best practice is to capture receipts of service and any documentation
from the service providers, including their service records. Too often
receipts for work performed are lost, and details of who performed work on
assets are misplaced. Digital software like
allow service providers to scan an asset QR code and enter their costs,
name, and service details on their smartphones ensuring those vital details
are captured. Most service providers guarantee their work and are bonded,
and in the event of a breakdown, you want to have proof they performed the
work so if damages occur you can hold them liable.
Hotel asset management is taking care of assets immediately after purchase
and is broken down into inventorying, tagging, tracking, maintaining,
replacing, identifying lost or stolen assets, donating assets, and
accounting for expenses related to assets.
Many hotels roughly know how many mattresses and TVs they have but they do
not go into the detail of knowing the model and serial number, age,
purchase price, and warranty details for each asset. A detailed inventory
has many benefits, it helps track where that asset is, when and how it was
damaged or broken if service was performed on it, its age, and associated
warranties. These expensive assets should be inventoried as they make up a
considerable value of the hotel's fixed assets.
Paper-based inventory lists are often lost or ignored as time goes on and
they become out of date. Excel-based inventory lists are better but they do
not provide alerts on replacement dates, or track service performed on
those particular assets, and also can go out of date. Digital asset
management software like
store hotel assets by id and even associates them with a scannable QR code
Tagging a hotel asset is placing a serialized tag number on the asset so
that hotel staff can read off the tag numbers. Tagging assets also serves
to discourage would-be thieves, especially if the tag says stolen items
will be noted and reported to the police. Tagging generally is a vinyl
printed tag, and in the case of
includes a digital QR code that allows staff and service providers to
access details, and perform actions with that item using their smartphone.
Every high-value fixed asset in a hotel should be tagged, in the guest
rooms, this includes the AC, mattress, TV, safes, radio, minifridge, desk,
desk chair, and couch. In the case of fabric furniture velcro tags or
magic, markers can be used to put tags for id numbers on the asset.
The ability to track the location of assets in a hotel is especially
important. For example, moveable items like conference tables, projectors,
laptops, podiums, and so on, can be moved around a property. Knowing
quickly where assets are located helps in saving valuable staff time. Some
hotels try to track asset locations on paper or excel based ledgers but
these often are not updated or inaccessible at the time an item is needed.
Properthero.ai digital software is smartphone accessible and can look up
items in a second. Further, when an item is moved, the QR code asset tag
can be scanned, and the new room is selected, only taking seconds. This
allows any staff members' to update movable asset locations.
All hotel assets need some form of maintenance. Many hotels for example
maintain their guest AC units, but very few hotels can tell you the exact
person, date, costs, and actions taken to maintain for example a specific
AC unit in room 201. Having maintenance records that are related to each
serialized asset proves that each asset was maintained. This is invaluable
as it is another check that proves maintenance was providing routine and
preventive maintenance for key assets, thus reducing the chances of
unexpected breakdowns. Records for maintenance of hotel assets should
include, who performed the maintenance, the date of maintenance, costs for
maintenance, and details about what was performed.
Replacing assets in a hotel may be decided by management to modernize the
hotel, or be required by some sort of hotel franchise agreement. Hotel
franchise agreements generally stipulate what assets need to be replaced
and their replacement frequency. For example, mattresses need to be
replaced every 10 years. Knowing the age of asset type, purchase costs, and
the number of assets helps in estimating the exact replacement costs. For
example, in a hotel with 60 rooms, knowing there are 20 king and 30 queen
mattresses older than nine years would allow the hotel to accurately
estimate the mattress purchase order quantity for replacement assets.
Digital asset management systems like
automatically can tally the cost of a category like mattresses and displays
the assets' age, thus giving forecasting on the size and date of large
It may happen, that housekeeping checks a conference room and finds a desk
chair missing. Now, it is unlikely that the chair was stolen, but most
likely misplaced. Without a centralized record for tracking the location,
the hotel relies on calling associated hotel staff to see who remembers
where that chair could be. This all takes time and can delay getting a room
ready. Digital asset management systems that allow staff to quickly update
the assets’ locations and avoid misplaced assets.
Occasionally, guests or staff can make poor choices, and assets are stolen.
When an asset is noticed as stolen hotels often rely on reporting to
management. Few hotels conduct yearly inventorying of assets to see their
state and location, especially those assets in storage. For example, an
inventory may turn up that 3 TVs in storage and 4 power drills were lost
during the year, and that the drills were all checked out to maintenance
staff member John Doe. This would allow hotel management to take corrective
’s digital software allows one to quickly create a report detailing those
lost assets, their costs, model and serial numbers, and last location, who
last touched them, and put them in a format that can be submitted to the
insurance company or police.
When assets reach end-of-life or are replaced with an upgrade asset, they
may still be disposed of, or if they are operational they can be donated to
charities. Tracking these disposals and donations is very useful for the
accounting department as they can save money on end-of-year taxes. Further
formally taking an asset out of inventory and placing it in disposal or
donations helps avoid incorrectly thinking an asset was misplaced or
Every asset has associated preventative and immediate maintenance expenses.
From cleaning coils in a mini-refrigerator to unplanned repairs to an air
conditioner. Accounting for the last quarter and year's asset-related
expenses helps dramatically in the budgeting of the hotel’s operations.
Digital asset management software like
allows for quick tallying of past maintenance expenses by asset class and
category. Forecasting asset-related expenses can also be performed through
a system like
, see the section on Forecasting Total Expense for Future Work Orders.
Improving the electrical efficiency of systems in the hotel has several
benefits from cost savings, to brand praise, to increased longevity of
systems. Although this may sound easy like changing light bulbs, achieving
improved electrical efficiency requires significant steps in both hotel
operations and asset management.
In the effort to improve electrical efficiency one must view any changes by
the overall impact they will have on the total electrical usage of the
hotel. The largest impact is from the HVAC systems, next is from the water
heaters, then the lighting systems, and lastly guest appliances.
The largest saving for electrical efficiency can be achieved by effectively
limiting guest occupancy to certain floors during periods of low guest
bookings. This would allow the hotel management to adjust the AC / Heating
temperatures on unoccupied floors to a more efficient setting and turn off
non-vital lighting. For example, a four-story business hotel located in
Houston Texas may have low periods on Saturdays and Sundays, effectively
closing the top two floors and adjusting thermostats upward, and turning
off all lighting would reduce the hotel’s electrical consumption to 60% of
normal. If the normal consumption of electricity per day in the summer is
$100, that would result in a bill of $60 per day. Before this adjustment, a
monthly bill in the summer would be $3,000 (30 days). After this
adjustment, the electrical consumption would be Monday to Friday $100,
Saturday & Sunday $60 total for one week to be $620, and over four
weeks to $2,480. Comparing the whole summer, we have unadjusted $9,000
verse an adjusted $7,440, resulting in a $1,560 saving or 18% electrical
Occupancy sensors on thermostats or centralized secondary control of
thermostats are a great way to adjust temperatures of unoccupied rooms to
more efficient levels. High-efficiency HVAC systems could cost more to
install but may pay back in saving over the first two to three years. Work
with your HVAC supplier to run the calculation on cost savings in your
particular case. Window AC units are a large source of energy consumption,
having housekeeping reset the thermostat to recommended temperatures as
part of their checklist would greatly help. Lastly, routine maintenance by
cleaning the coils of dust window AC units greatly helps save electricity.
High-efficiency boilers or large flow tankless water heaters are an
excellent way to reduce power consumption. Finally, setting the hot water
temperature to a reasonable level for guest comfort would save a little bit
on power consumption.
High-efficiency lighting, i.e., LED lighting in all areas of the hotel can
save some power over CFL, compact fluorescent lights, and incandescent. It
is worth the extra money to buy long-lasting branded LED lights to replace
those that are always on, like hallway lights, as they will need to be
replaced less often.
The control of guest areas is largely up to the guests and their desired
comfort levels, in other areas the hotel, conference rooms, dining rooms,
and so on the hotel has more control. Influencing the guests to save
electricity and go green can be accomplished in many ways. For example,
having the front desk staff say that “we are a green hotel and appreciate
any efforts you do to save electricity and water” does not cost the hotel
anything. Having signage in the guest rooms about tips to save electricity
and go green further reinforces this message.
Recruiting for the hotel maintenance department is similar to recruiting
for other positions in the hotel, start by creating a job description. The
following section only focuses on hiring hotel maintenance technicians and
does not describe the skills or knowledge needed for supervisors or
directors of maintenance as those roles vary greatly from property to
Indeed.com is an excellent location to find job descriptions for
maintenance directors, supervisors, and engineers. Search for the title and
review relevant job descriptions, then copy one that is close enough, and
then modify the description to fit its needs. After creating the job
description post it to a job board like indeed or a specialized job posting
board for hotel maintenance professionals.
When interviewing a maintenance professional, you will assess their
experience, education, training, personality traits, skills, credentials,
Experiences relevant to maintenance and engineering are highly relevant
because hotels are essentially buildings thus any experience in building or
system maintenance are highly relevant. Note, that years of experience do
not necessarily make a great maintenance professional.
Education and Training
Education and training relevant to engineering, building systems,
electronics, and construction are all relevant. Maintenance professionals
occasionally have engineering degrees as they help dramatically in
understanding the systems and how they may be optimized. Most maintenance
professionals have trade school education these are great as well because
they provided hands-on training for their different maintenance tasks. Both
education and training must be verified before hiring by contacting the
Certifications are often obtained by maintenance professionals and help
prove in a verifiable way they have undergone a rigorous examination by a
third party. Again, stated certifications must be verified before hiring.
Hotel maintenance staff must have the following four personality traits,
conscientiousness to their tasks, friendliness, organizational abilities,
and ability to learn. Because someone has the required education or years
of experience does not mean they will fit into a hospitality situation.
Conscientiousness is the ability to perform their assigned duties to their
full abilities in the timelines requested, friendliness is important
because of their interaction with guests, organizational abilities are
important maintaining systems can become very complicated with hundreds of
parts and tools, and being organized increase the total reliability of
systems. Finally, the ability to learn is important as their skill sets
must expand over time.
System Specific Knowledge
You can break up skillsets into installation, repair, routine maintenance,
and removal of any of the systems listed in section 14. Keep in mind that
having skillsets to maintain all systems is not required as
maintenance personnel can specialize in different systems, and can be
assigned based on the system category that requires maintenance.
Often reference checks are performed last, but we highly recommend they are
done early in the process, as their previous employers and references will
better be able to speak to their personality traits of consciousness to
their tasks, friendliness, and ability to learn.
Unfortunately, detractors exist for maintenance professionals, and they are
around lack of consciousness (i.e., doing the bare minimum), cunning or
undermining behaviors, and thievery. Again, reference checks with their
prior employers will help determine these, as the face-to-face interview
will not. Do not consider things like awkwardness, eloquence,
English abilities, and appearance in the interview as factors related to
the hiring decision. Although they may be important to the success of a
front desk employee, they are not relevant to a maintenance team member's
Formal and consistently applied interviews are best. Do not come up with
interview questions on-the-fly or pose ad-hoc follow-up questions, strictly
follow the interview format. Remember you are not hiring a maintenance
employee for their ability to eloquently speak, but for their hand-eye
coordination, knowledge of systems, and attentiveness to details. Try very
hard to formally score the interview without bias. Sample interview
questions that you can print are listed below. Remember, you can request
further details but do not change the questions from interview to interview
as you want to be consistent across prospective employees.
Education & training
1. What is your formal education, please highlight any education relevant
to hotel maintenance?
Rated 1 to 10 = Score & Notes ____
2. What is your formal training relevant to hotel maintenance?
Rated 1 to 10 = Score & Notes ____
3. What certifications do you have relevant to hotel maintenance?
Rated 1 to 10 = Score & Notes ____
System Specific Knowledge
4. Please rate your abilities to perform installation, and maintenance of
the following systems? Please keep in mind that we do not require you to be
an expert in all these systems as we believe in having specialization
across the maintenance team. Please be honest in your answers, if hired,
our maintenance supervisors will compare these answers against their
assessment of your knowledge and skill level for each system.
The possible answers to each question are as follows:
1) None – Having 0% Knowledge 2) Little - Having 10%-30% knowledge
3) Moderate - Having 40%-60% knowledge 4) High - Having 60%-80% knowledge
5) Full - Having 80%-100% knowledge
5. Electrical 1) None, 2) Little, 3) Moderate, 4) High, 5) Full
6. Safety System 1) None, 2) Little, 3) Moderate, 4) High, 5) Full
7. Security System 1) None, 2) Little, 3) Moderate, 4) High, 5) Full
8. Fire Safety Equipment 1) None, 2) Little, 3) Moderate, 4) High, 5) Full
9. Plumbing System Fresh 1) None, 2) Little, 3) Moderate, 4) High, 5) Full
10. Plumbing Systems Waste 1) None, 2) Little, 3) Moderate, 4) High, 5)
11. HVAC Centralized System 1) None, 2) Little, 3) Moderate, 4) High, 5)
12. AC window and Wall Units 1) None, 2) Little, 3) Moderate, 4) High, 5)
13. Furnishing 1) None, 2) Little, 3) Moderate, 4) High, 5) Full
14. Consumer Electronics 1) None, 2) Little, 3) Moderate, 4) High, 5) Full
15. Office Equipment 1) None, 2) Little, 3) Moderate, 4) High, 5) Full
16. Elevators, Escalators 1) None, 2) Little, 3) Moderate, 4) High, 5) Full
17. Flooring 1) None, 2) Little, 3) Moderate, 4) High, 5) Full
18. Gardening 1) None, 2) Little, 3) Moderate, 4) High, 5) Full
19. Waste Management Systems 1) None, 2) Little, 3) Moderate, 4) High, 5)
20. Structures 1) None, 2) Little, 3) Moderate, 4) High, 5) Full
21. Infotainment System 1) None, 2) Little, 3) Moderate, 4) High, 5) Full
22. Hotel Support Facilities 1) None, 2) Little, 3) Moderate, 4) High, 5)
23. Specialty Facilities, like Pools 1) None, 2) Little, 3) Moderate, 4)
High, 5) Full
24. Food Preparation Equipment 1) None, 2) Little, 3) Moderate, 4) High, 5)
25. Please provide a summary of a related work experience where you
performed a system installation? Please highlight the steps or knowledge
you obtained and how you ensured the installation was done correctly.
Rated 1 to 10 = Score & Notes ____
Look for actions like reading the installation guide, preparing the area,
obtaining proper installation tools, creating an installation or setup
checklist, checking all install parts were present, performing initial
testing, and documenting the installation.
26. Please provide a summary of a related work experience where you
performed preventative maintenance? Please highlight the steps or knowledge
you obtained and how you ensured the preventative maintenance was done
Rated 1 to 10 = Score & Notes ____
Look for actions like reading the maintenance guides or tables from the
manufacturer, performing maintenance on the required schedule, looking
online for typical maintenance timeline, customized maintenance timeline,
performing: oiling, cleaning, vacuuming, recharging, inspection, system
diagnostics, system checks, documented maintenance.
27. Please provide a summary of a related work experience where you
performed an immediate repair? Please highlight the steps or knowledge you
obtained and how you ensured the immediate repair was done correctly and
Rated 1 to 10 = Score & Notes ____
Looking for actions like performing root cause analysis, performing visual
inspections, checking all or core functions, reading diagnostic procedures,
performing diagnostics, checking components, checking systems with a tool,
and using diagnostic test equipment. Reviewing manual, reviewing diagrams,
reviewing troubleshooting guide. Unplugging or making the assets safe.
Identifying broken, damaged, or wear on components or parts, ordering or
obtaining replacement parts. Replacing or upgrading broken parts or
components. Reassembling the system. Testing the system, and performing
28. We believe that your personality is important to hotel maintenance,
please tell me about a time your conscientiousness, mindfulness, and
attention to completing your duties were important to your job success?
Rated 1 to 10 = Score & Notes ____
Look for actions or tools like creating checklists, timelines, schedules,
reviewing team goals, responsibilities, and success criteria.
29. Please tell me about how your friendliness with coworkers, clients, or
guests played an important part in your job success and why it is
Rated 1 to 10 = Score & Notes ____
Looking for actions like greeting, checking guest or customer comfort,
keeping areas clean, being respectful of noise, getting permission to
enter, smiling, being friendly, and updating guests on actions.
30. Please tell me about how your organizational abilities played an
important part in your success and why it is important?
Rated 1 to 10 = Score & Notes ____
Look for actions like organizing tools, organizing repair kits, keeping
parts separated, checking for parts and tools before visits, reading
manuals, and using checklists.
31. Please tell me about a time your ability to learn played an important
part in your success, and what you do to continue learning your trade?
Rated 1 to 10 = Score & Notes ____
Look for actions like reading manuals, reading troubleshooting guides,
watching YouTube videos, reading online forms, searching google for
troubleshooting, attending training, continuing certifications, shadowing
co-workers, and buying and reading books.
32. Please provide two to three coworkers or former managers at previous
positions that can be a reference for your abilities. Provide the company
name, email, and phone number, so we may contact them.
Rated 1 to 10 = Score & Notes ____
Background checks are vital to ensure the candidate is accurate and has a
reasonable history. This may include doing drug screening, criminal checks,
and reference checks.
The best predictor of future work performance is current work performance.
That is why reference checks with employers and trial/contract hiring
periods are so important. Although this may be a good approach for
lower-level maintenance professionals, higher-level supervisors or
directors may not be open to trial / contract-based hiring. If a potential
hire agrees to a trial/contract hiring period, then set out clear measures
by which they will be judged and a timeline for the trial period. For
example, a maintenance team member on trial/contract bases will be measured
based on maintenance work orders completed in the estimated time frame
(conscientiousness), quality of work (attention to detail), and skillsets
on the different systems over 2 months, new skillsets learned,
friendliness, and general value-added. It is acceptable to hire a couple of
several trial/contract maintenance professionals, then narrow down to the
ones you want to keep, although this is an added expense it will produce a
high-quality maintenance department team in the long run.
Training is a very important and often overlooked area of the hotel
maintenance department. If the interview is conducted properly, you will
have a list of their skills by functional systems area. This gives the
manager the ability to put maintenance staff on low-priority maintenance
requests on systems they have little or no knowledge of, thus allowing them
to learn. Methods of training hotel maintenance staff include reading this
manual, making them read equipment manuals, diagnosis or troubleshooting
guides, performing research on google, and watching online repair videos.
The manager may want to have staff perform job shadowing for systems they
are not familiar with. Finally, the company may want to sponsor the
maintenance staff to attend paid training, or attend online maintenance
training programs on company time.
Hotel maintenance supervisors and directors will be tasked with reviewing
the performance of maintenance staff. Reviews will be broken down into the
scoring of the following areas: timeliness, conscientiousness,
friendliness, organizational abilities, and new systems or skills learned.
Add notes to any exceptional or detracting activities into the relevant
sections quarterly or 6-month reviews are bests, and documenting the
written reviews is important.
With performance reviews in hand hotel maintenance directors and
supervisors can recommend promotions, demotions, pay increases, and laying
off given employees. Documentation is key, as hotel general managers would
like to see several quarters of performance reviews before making these
decisions. Recognizing star performers is important as that helps in
retention, and reduces turnover. Demoting maintenance team members is
difficult but if accompanied by clear quarterly review feedback it can
allow the employee to take corrective action. Finally, laying off employees
should be a last resort and performed in cases of breaking company policy
or a quarter or more of poor performance.
software offer digital methods to manage hotel maintenance and asset
management and avoid the downsides of ad-hoc, paper-based, and impromptu
maintenance. The benefits of digital management of these processes are
numerous and result in: increased guest satisfaction, increased revenues,
avoiding missed or delayed maintenance calls, increased responsiveness,
reduced maintenance calls, proper accounting of maintenance costs, forward
predictions of maintenance and asset costs, streamlining the asset and
maintenance processes, and easier quarterly meetings. With all these
benefits and minimal costs by implementing the best practice and tools
outlined in this guide, the argument for digital management of hotel
maintenance and assets is very strong. The first step in this journey is
reviewing this guide and manual to see where gaps in your hotel maintenance
and asset management processes exist.
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internal use of hotel owners, hotel operators, hotel groups, and hotel
consultants. Do not sell, or offer for sale this copyrighted manual.
Software providers and competitors to PropertyHero.ai are not permitted to
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questions pertaining to this manual please contact PropertyHero.ai.