24 Mar This week, you are put in the position of being assigned to a ‘task force’ of people who are sent to a poor-performing hotel to a
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This week, you are put in the position of being assigned to a "task force" of people who are sent to a poor-performing hotel to assist the managers of that hotel in improving their performance. This is a very typical occurrence in multi-unit companies.First, read the background information and assignment requirements in the attached document. Second, review the grading rubric for this case.Then, using the data in the attached Excel file, calculate the value of each of the items if the hotel improved from where they are (Year 4) to the company benchmark. You will then prioritize your actions starting with the five items that impact profitability the most.Note:
- You must calculate the financial impact of improving productivity to the benchmark BY JOB.
- You must calculate the financial impact of improving cost per room sold for direct expenses BY LINE ITEM.
For each of the 5 items you focus on improving, you will need to develop SMART goals for each item.This assignment will take you considerable time to complete. You should start working EARLY in the week!
Assignment Rubric
|
Criteria (Weight) |
Professional (100%) |
Thorough (80%) |
Not Fully Developed (50%) |
Does Not Meet Requirements (0%) |
|
Professional Format (30%) |
Paper was generally well formatted, although not all specifications were met and/or data included was not properly formatted. Paper is approaching a professional standard. |
Paper had significant formatting issues and/or was missing required information. |
Paper had major formatting issues and/or none of the required specifications were met. |
|
|
Consideration of the Case Facts (30%) |
All relevant facts in the case were considered in the affiliation decision |
Most relevant facts in the case were considered in the affiliation decision |
Few relevant facts in the case were considered in the affiliation decision |
Did not complete, or missing significant analytical points which were in the case data. |
|
Decision Rationale (30%) |
The decision rationale was well supported based on the facts in the case. |
The decision rationale was partially supported based on the facts in the case. |
The decision rationale was only barely supported based on the facts in the case. |
No recommendations or incorrect, superficial and not measurable. |
|
Format (10%) |
Format to given standard, professional language used, no grammatical or spelling errors. |
Format to given standard, professional language used, few grammatical or spelling errors. |
Format not to given standard, unprofessional language used, grammatical or spelling errors. |
JWU1001
College of Online Education
Johnson & Wales University
,
Hotel Benchmarking Case Study
Background
You are a Front Office Manager working for a major global hotel company. The company has 10 separate brands and over 1,700 hotel units in operation. The company owns none of these hotels, but manages about 20% of the hotels. Third party management companies manage the remainder on behalf of the franchise owners.
You have been promoted to a “task force” team of managers to travel to a hotel unit the company is managing that is struggling; to help the on-site managers diagnose problems and implement corrective action. Your team serves as “internal consultants” to the managers of this troubled unit. Your team has one week to diagnose the problems and recommend solutions to the hotel unit managers. They then are responsible for implementing those solutions. The company has specified that all goals from task force recommendations must be equal to the upper quartile benchmark.
Each manager on your team will focus on an operational area of the hotel. You have been assigned to the rooms division. You will analyze the front office (front desk, bell service, guest transportation and valet parking service), housekeeping, and the laundry operations.
Prior to departing for the unit, the company provides your team with access to the various financial statements, guest satisfaction scores and employee satisfaction scores, along with a brief overview of the hotel. You study this information carefully, and begin to formulate a plan based on what you see in these reports.
Assignment
The company has developed a very specific sequence they use to diagnose problems. Using this sequence:
1. Review all of the information you have, and list all of the items you see which appear to be problems. Your list should be categorized in the same manner as the data tabs on the Excel file, ie Income Statement, Labor Cost, Market Share, Guest satisfaction.
2. From your list, determine which 5 problems should be addressed first, based on your estimate of their likely financial impact. You need to calculate the impact of each item on the benchmark tab. Those items with the greatest impact should be attacked first.
3. For the 5 items you select, you will need to determine the financial impact (increased profitability) based on the hotel’s current performance and their distance from the company benchmark, using Year 4 revenue and volume. The Benchmark tab is the best place to start. Then, use the Calculations tab as a guide to calculate the financial impact, depending on the items you select.
4. For each item on the list, recommend 4 specific action steps the management team must take to correct the problem and reach the benchmark.
5. Submit a written report “addressed to” the unit managers. In this report, for each of the 5 items identify, you need to:
a. Identify what information you used to draw your conclusion for that item. Which report(s) you used in your review.
b. Show the calculation you made to determine the financial impact.
c. List the 4 action steps you are recommending they take. These can be bullet points, but must be specific.
JWU1001
College of Online Education
Johnson & Wales University
,
Income Statement
| Hotel Dionysus Unit 267 | |||||||||
| Comparative Income Statement | |||||||||
| For the Years Ending December 31 | |||||||||
| Year 1 | % | Year 2 | % | Year 3 | % | Year 4 | % | ||
| Revenue | |||||||||
| Transient | $ 5,052,454 | 44.0% | $ 4,847,383 | 42.1% | $ 5,234,698 | 45.3% | $ 5,256,472 | 50.2% | |
| Group | 6,423,343 | 56.0% | 6,679,599 | 57.9% | 6,320,083 | 54.7% | 5,204,731 | 49.8% | |
| Total Room Revenue | $ 11,475,797 | 100.0% | $ 11,526,982 | 100.0% | $ 11,554,781 | 100.0% | $ 10,461,202 | 100.0% | |
| Room Nights/ADR | |||||||||
| Transient | 32,305 | $ 156.40 | 30,072 | $ 161.20 | 31,557 | $ 165.88 | 34,002 | $ 154.59 | |
| Group | 48,457 | $ 132.56 | 49,064 | $ 136.14 | 45,411 | $ 139.18 | 39,915 | $ 130.39 | |
| Total Room Nights/ADR | 80,762 | $ 142.09 | 80,762 | $ 145.66 | 80,762 | $ 150.13 | 80,762 | $ 141.53 | |
| Payroll and Payroll Benefit Expense | |||||||||
| Front Office | $ 429,159 | 3.7% | $ 437,743 | 3.8% | $ 446,498 | 3.9% | $ 415,632 | 4.0% | |
| Housekeeping | $ 617,503 | 5.4% | $ 629,853 | 5.5% | $ 642,450 | 5.6% | $ 655,299 | 6.3% | |
| Guest Services | $ 331,631 | 2.9% | $ 338,264 | 2.9% | $ 345,029 | 3.0% | $ 351,930 | 3.4% | |
| Payroll Taxes and Employee Benefits | $ 652,622 | 5.7% | $ 712,068 | 6.2% | $ 769,328 | 6.7% | $ 868,087 | 8.3% | |
| Payroll Taxes and Employee Benefits | $ 2,030,915 | 17.7% | $ 2,117,927 | 18.4% | $ 2,203,305 | 19.1% | $ 2,290,948 | 21.9% | |
| Direct Expenses | CPOR | CPOR | CPOR | CPOR | |||||
| Amenity Expense | $ 149,409 | $ 1.85 | $ 150,793 | $ 1.91 | $ 151,062 | $ 1.96 | $ 149,427 | $ 2.02 | |
| Cleaning Supplies | $ 52,495 | $ 0.65 | $ 52,981 | $ 0.67 | $ 50,029 | $ 0.65 | $ 57,656 | $ 0.78 | |
| Decorations | $ 60,000 | $ 0.74 | $ 62,500 | $ 0.79 | $ 59,000 | $ 0.77 | $ 45,000 | $ 0.61 | |
| Glassware Expense | $ 29,074 | $ 0.36 | $ 28,489 | $ 0.36 | $ 27,708 | $ 0.36 | $ 26,610 | $ 0.36 | |
| Guest Transportation | $ 185,000 | $ 2.29 | $ 205,000 | $ 2.59 | $ 215,000 | $ 2.79 | $ 245,000 | $ 3.31 | |
| Linen Expense | $ 169,600 | $ 2.10 | $ 174,098 | $ 2.20 | $ 167,789 | $ 2.18 | $ 190,707 | $ 2.58 | |
| Miscellaneous Expense | $ 36,343 | $ 0.45 | $ 35,611 | $ 0.45 | $ 34,635 | $ 0.45 | $ 33,263 | $ 0.45 | |
| Paper Supplies | $ 68,647 | $ 0.85 | $ 64,891 | $ 0.82 | $ 70,810 | $ 0.92 | $ 65,786 | $ 0.89 | |
| Terry Expense | $ 130,834 | $ 1.62 | $ 135,322 | $ 1.71 | $ 140,081 | $ 1.82 | $ 149,313 | $ 2.02 | |
| Uniform Expense | $ 40,381 | $ 0.50 | $ 41,151 | $ 0.52 | $ 39,253 | $ 0.51 | $ 48,046 | $ 0.65 | |
| Total Direct Expenses | $ 921,783 | $ 11.41 | 950,836 | $ 12.02 | 955,368 | $ 12.41 | 1,010,808 | $ 13.67 | |
| Departmental Profit | $ 8,523,099 | 74.3% | $ 8,458,219 | 73.4% | $ 8,396,109 | 72.7% | $ 7,159,446 | 68.4% | |
Inventory Analysis
| Hotel Dionysus Unit 267 | |||||
| Inventory Analysis | |||||
| For the Years Ending December 31 | |||||
| Year 1 | Year 2 | Year 3 | Year 4 | ||
| Rooms Available | 285 | 285 | 285 | 285 | |
| Room Nights Occupied | 80,762 | 79,136 | 76,968 | 73,917 | |
| Guest Amenities | |||||
| Soap | $ 5,048 | $ 5,149 | $ 5,663 | $ 5,149 | |
| Shampoo | $ 10,095 | $ 10,297 | $ 11,327 | $ 10,297 | |
| Conditioner | $ 11,105 | $ 11,327 | $ 12,460 | $ 12,460 | |
| Total Guest Amenities Inventory | $ 26,248 | $ 26,773 | $ 29,450 | $ 27,905 | |
| Linen | |||||
| Top Sheets | $ 8,550 | $ 8,721 | $ 9,593 | $ 10,073 | |
| Bottom Sheets | $ 10,260 | $ 10,465 | $ 11,512 | $ 12,087 | |
| Duvet Covers | $ 12,312 | $ 12,558 | $ 16,326 | $ 17,142 | |
| Pillow Cases | $ 8,123 | $ 8,285 | $ 8,451 | $ 8,873 | |
| Total Linen Inventory | $ 39,245 | $ 40,029 | $ 45,881 | $ 48,175 | |
| Terry | |||||
| Wash Cloths | $ 7,909 | $ 8,067 | $ 8,874 | $ 9,317 | |
| Hand Towels | $ 10,677 | $ 10,890 | $ 11,979 | $ 12,578 | |
| Bath Towels | $ 11,744 | $ 11,979 | $ 15,573 | $ 16,352 | |
| Bath Mats | $ 8,221 | $ 8,386 | $ 8,553 | $ 8,981 | |
| Total Terry Inventory | $ 38,551 | $ 39,322 | $ 44,979 | $ 47,228 | |
Market Share
| Hotel Dionysus Unit 267 | Hotel Dionysus Unit 267 | ||||||||||
| Market Share Report – Occupancy | Market Share Report – Average Rate | ||||||||||
| For the Years Ending December 31 | For the Years Ending December 31 | ||||||||||
| Year 1 | Year 2 | Year 3 | Year 4 | Year 1 | Year 2 | Year 3 | Year 4 | ||||
| Market Occupancy | 72.5% | 72.1% | 71.0% | 73.0% | Market ADR | $ 140.00 | $ 141.23 | $ 145.62 | $ 138.00 | ||
| Hotel Occupancy | 74.5% | 73.0% | 71.0% | 68.0% | Hotel ADR | $ 142.09 | $ 145.66 | $ 150.13 | $ 141.53 | ||
| 103% | 101% | 100% | 93% | 101% | 103% | 103% | 103% |
Market Occupancy Year 1 Year 2 Year 3 Year 4 0.72499999999999998 0.72099999999999997 0.71 0.73 Hotel Occupancy Year 1 Year 2 Year 3 Year 4 0.74500000000000011 0.73 0.71000000000000008 0.68 Hotel ADR 142.09449999999998 145.661055 150.12536185499999 141.52564582960002 Market ADR 140 141.22999999999999 145.62 138
Calculations
| To Calculate the Impact of changes in Market Share Index for Occupancy | |||
| Benchmark Index | A | Enter the benchmark index | |
| Current Index | B | Enter the Current Hotel Index | |
| Current Hotel Occupancy | C | Enter the Current Hotel Occupancy | |
| Hotel Occupancy at Benchmark | D | DIVIDE C by B and multiply that result by A. | |
| Difference in Occupancy | E | Subtract C from D | |
| Availalble Room Nights | F | From the Room Revenue Report | |
| Difference in Occupancy | E | From E Above | |
| Difference in Occupied Rooms | G | F X E | |
| Current Hotel ADR | H | From the Room Revenue Report | |
| Difference in Hotel Room Revenue | I | G X H | |
| Current Year Rooms Profit Margin | J | From the Income Statement | |
| Improved Departmental Profit | K | I X J | |
| To Calculate the Impact of changes in Market Share Index for ADR | |||
| Benchmark Index | A | Enter the benchmark index | |
| Current Index | B | Enter the Current Hotel Index | |
| Current Hotel ADR | C | Enter the Current Hotel ADR | |
| Hotel ADR at Benchmark | D | DIVIDE C by B and multiply that result by A. | |
| Difference in ADR | E | Subtract C from D | |
| Current Year Occupied Rooms | F | From the Room Revenue Report | |
| Difference in ADR | E | From E Above | |
| Difference in Hotel Revenue | G | F X E | |
| Difference in Hotel Profit | G | Note that improvements in ADR flow to profit at 100% | |
| To calculate the impact of changes in Direct Expenses | |||
| Benchmark CPOR | A | Enter the benchmark CPOR for the specific Direct Expense | |
| Hotel Current CPOR | B | Enter the current hotel CPOR for the specific Direct Expense | |
| Variance | C | Subtract B from A | |
| Current Year Occupied Rooms | D | From the Room Revenue Report | |
| Cost Savings | E | D X C | |
| To calculate the impact of changes in Labor Productivity | |||
| Benchmark MHPOR | A | Enter the benchmnark for the SPECIFIC JOB | |
| Current Year Hotel MHPOR | B | Enter the hotel MHPOR for the SPECIFIC JOB from the Labor Cost Report | |
| Variance | C | A – B | |
| Current Year hotel occupied rooms | D | From the Room Revenue Report | |
| Man Hours Saved | E | C X D | |
| Payroll rate per hour | F | 16.65 | From the Labor Cost report for the specific job |
| PTEB % overall | G | 61.1% | From the Labor Cost report for the overall hotel |
| Total Rate Per Hour | H | $ 26.82 | F X (1+G) |
| Payroll and Benefit Savings | I | $ – 0 | E X H |
Guest Satisfaction
| Hotel Dionysus Unit 267 | ||||||
| Guest Satisfaction Index – Rooms Division | ||||||
| For the Years Ending December 31 | ||||||
| Year 1 | Year 2 | Year 3 | Year 4 | Year 4 System Benchmark | ||
| I was greeted upon arrival in the driveway | 9.8 | 9.6 | 9.4 | 8.5 | 9.8 | |
| I was greeted by the doorman by name | 9.9 | 9.7 | 9.5 | 8.6 | 9.9 | |
| I was greeted at the front desk by name | 9.2 | 9.0 | 8.8 | 9.1 | 9.2 | |
| Check-in Speed | 9.5 | 9.3 | 9.1 | 7.2 | 9.5 | |
| Accuracy of Reservation | 9.8 | 9.6 | 9.4 | 9.5 | 9.8 | |
| Guest room cleanliness upon arrival | 9.7 | 9.5 | 9.3 | 8.5 | 9.3 | |
| Guest room temperature | 9.6 | 9.4 | 9.2 | 9.7 | 9.6 | |
| Guest room lighting | 9.7 | 9.5 | 9.3 | 9.0 | 9.7 | |
| Everything in working order | 9.8 | 9.6 | 9.4 | 6.2 | 9.8 | |
| The concierge was knowlegable | 9.7 | 9.5 | 9.3 | 7.0 | 9.7 | |
| Check-out speed | 9.7 | 9.5 | 9.3 | 6.5 | 9.7 | |
| Accuracy of billing | 9.2 | 9.0 | 8.8 | 5.0 | 9.2 | |
| I was thanked upon departure and asked to return | 9.1 | 8.9 | 8.7 | 8.2 | 9.1 | |
| Value for price paid | 9.5 | 9.3 | 9.1 | 8.2 | 9.5 | |
| Value compared to competition | 9.0 | 8.8 | 8.6 | 6.5 | 9.0 | |
| I plan to return | 9.4 | 9.2 | 9.0 | 8.2 | 9.4 | |
| I would recommend this hotel to my friends | 9.8 | 9.6 | 9.4 | 8.0 | 9.8 |
Benchmark Report
| Hotel Dionysus Unit 267 | ||||||||||||||
| Benchmark Metrics Report | ||||||||||||||
| For the Years ending December 31 | ||||||||||||||
| Unit 267 | Systemwide | Variance | ||||||||||||
| Year 3 | Year 4 | YoY Change | Upper Quartile Benchmark Year 4 | Unit to System Benchmark | Profit Calcluations | Hotel | ||||||||
| Market Share | Hotel | Difference | Revenue | Profit | Occupancy | 68.0% | ||||||||
| Occupancy | 100% | 93% | -7.0% | 103% | -10% | ADR | $ 141.53 | |||||||
| ADR | 103% | 103% | 0.0% | 105% | -2% | Available | 104,025 | |||||||
| Occupied | 80,762 | |||||||||||||
| Productivity (Man Hours Per Occupied Room) | Room Profit Margin | 68.40% | ||||||||||||
| Front Office Supervisor | 0.09 | 0.10 | 11.1% | 0.08 | 25.0% | |||||||||
| Front Desk Guest Agent | 0.19 | 0.17 | -10.5% | 0.16 | 6.3% | |||||||||
| Housekeeping Floor Supervisor | 0.09 | 0.10 | 11.1% | 0.09 | 11.1% | |||||||||
| Guest Room Attendant | 0.55 | 0.59 | 7.3% | 0.48 | 22.9% | |||||||||
| Public Space Attendant | 0.08 | 0.08 | 0.0% | 0.08 | 0.0% | |||||||||
| Runners | 0.10 | 0.13 | 30.0% | 0.10 | 30.0% | |||||||||
| Concierge | 0.06 | 0.07 | 16.7% | 0.07 | 0.0% | |||||||||
| Bellmen | 0.15 | 0.15 | 0.0% | 0.15 | 3.4% | |||||||||
| Doorman | 0.17 | 0.19 | 11.8% | 0.17 | 11.8% | |||||||||
| Drivers | 0.08 | 0.09 | 12.5% | – 0 | ||||||||||
| Payroll Taxes and Employee Benefits | ||||||||||||||
| FICA | 7.65% | 7.65% | 0.0% | 7.65% | 0.0% | |||||||||
| FUTA | 2.30% | 2.31% | 0.4% | 2.31% | 0.0% | |||||||||
| SUTA | 2.80% | 3.00% | 7.1% | 3.00% | 0.0% | |||||||||
| Medicare | 1.45% | 1.45% | 0.0% | 1.45% | 0.0% | |||||||||
| Workers Compensation | 9.00% | 9.50% | 5.6% | 7.50% | 26.7% | |||||||||
| 401k Match | 2.00% | 2.00% | 0.0% | 2.10% | -4.8% | |||||||||
| Employee Meals | 5.45% | 6.10% | 11.9% | 5.00% | 22.0% | |||||||||
| Health Care | 19.00% | 25.00% | 31.6% | 19.10% | 30.9% | |||||||||
| Paid Time Off | 4.00% | 4.00% | 0.0% | 3.90% | 2.6% | |||||||||
| Total Taxes and Payroll Benefits | 53.65% | 61.01% | 13.7% | 52.01% | 17.3% | |||||||||
| Direct Expenses | ||||||||||||||
| Amenity Expense | $ 1.96 | $ 2.02 | 3.1% | $ 1.85 | 9.2% | |||||||||
| Cleaning Supplies | $ 0.65 | $ 0.78 | 20.0% | $ 0.65 | 20.0% | |||||||||
| Decorations | $ 0.77 | $ 0.61 | -20.8% | $ 0.74 | -17.6% | |||||||||
| Glassware Expense | $ 0.36 | $ 0.36 | 0.0% | $ 0.36 | 0.0% | |||||||||
| Guest Transportation | $ 2.79 | $ 3.31 | 18.6% | $ – 0 | ||||||||||
| Linen Expense | $ 2.18 | $ 2.58 | 18.3% | $ 2.10 | 22.9% | |||||||||
| Miscellaneous Expense | $ 0.45 | $ 0.45 | 0.0% | $ 0.45 | 0.0% | |||||||||
| Paper Supplies | $ 0.92 | $ 0.89 | -3.3% | $ 0.85 | 4.7% | |||||||||
| Terry Expense | $ 1.82 | $ 2.02 | 11.0% | $ 1.62 | 24.7% | |||||||||
| Uniform Expense | $ 0.51 | $ 0.65 | 27.5% | $ 0.50 | 30.0% | |||||||||
| Total Direct Expenses | 12.41 | 13.67 | 10.2% | 9.12 | 49.9% | |||||||||
Labor Cost
| Hotel Dionysus Unit 267 | |||||||||
| Labor Cost Analyisis | |||||||||
| For the Years Ending December 31 | |||||||||
| Year 1 | MHPOR | Year 2 | MHPOR | Year 3 | MHPOR | Year 4 | MHPOR | ||
| Rooms Occupied | 80,762 | 79,136 | 76,968 | 73,917 | |||||
| Room Revenue | $ 11,475,797 | $ 11,526,982 | $ 11,554,781 | $ 10,461,202 | |||||
| Man Hours | |||||||||
| Rooms Division Manager | 2,040 | 0.03 | 2,040 | 0.03 | 2,040 | 0.03 | 1,024 | 0.01 | |
| Front Desk | |||||||||
| Management | 4,080 | 0.05 | 4,080 | 0.05 | 4,080 | 0.05 | 4,096 | 0.06 | |
| Supervisors | 5,840 | 0.07 | 5,840 | 0.07 | 6,570 | 0.09 | 7,320 | 0.10 | |
| Front Desk Agents | 14,280 | 0.18 | 14,280 | 0.18 | 14,280 | 0.19 | 12,288 | 0.17 | |
| Total Front Desk | 24,200 | 0.30 | 24,200 | 0.31 | 24,930 | 0.32 | 23,704 | 0.32 | |
| Housekeeping | |||||||||
| Management | 2,040 | 0.03 | 2,040 | 0.03 | 2,040 | 0.03 | 2,048 | 0.03 | |
| Floor Supervisors | 5,840 | 0.07 | 5,840 | 0.07 | 6,570 | 0.09 | 7,320 | 0.10 | |
| Guest Room Attendants | 40,381 | 0.50 | 41,151 | 0.52 | 42,332 | 0.55 | 43,611 | 0.59 | |
| Public Space Attendants | 5,840 | 0.07 | 5,840 | 0.07 | 5,840 | 0.08 | 5,840 | 0.08 | |
| Runners | 8,076 | 0.10 | 7,914 | 0.10 | 7,697 | 0.10 | 9,609 | 0.13 | |
| Total Housekeeping | 62,177 | 0.77 | 62,784 | 0.79 | 64,479 | 0.84 | 68,428 | 0.93 | |
| Guest Services | |||||||||
| Concierge | 4,080 | 0.05 | 4,080 | 0.05 | 4,896 | 0.06 | 5,100 | 0.07 | |
| Bell Service | 12,114 | 0.15 | 11,870 | 0.15 | 11,545 | 0.15 | 11,088 | 0.15 | |
| Door Service | 11,680 | 0.14 | 11,680 | 0.15 | 13,140 | 0.17 | 13,870 | 0.19 | |
| Transportation Drivers | 5,840 | 0.07 | 5,840 | 0.07 | 6,059 | 0.08 | 6,570 | 0.09 | |
| Total Guest Services | 33,714 | 0.42 | 33,470 | 0.42 | 35,640 | 0.46 | 36,628 | 0.50 | |
| Wage Rates Per Hour/Overtime Hours | Base Rate | OT Hrs | Base Rate | OT Hrs | Base Rate | OT Hrs | Base Rate | OT Hrs | |
| Front Desk | |||||||||
| Management | $ 19.61 | $ 20.00 | $ 20.40 | $ 20.81 | |||||
| Supervisors | $ 15.69 | 58 | $ 16.00 | 70 | $ 16.32 | 197 | $ 16.65 | 220 | |
| Front Desk Agents | $ 12.50 | 143 | $ 12.75 | 171 | $ 13.01 | 571 | $ 13.27 | 737 | |
| Total Front Desk | |||||||||
| Housekeeping | |||||||||
| Management | $ 19.75 | $ 20.15 | $ 20.55 | $ 20.96 | |||||
| Floor Supervisors | $ 15.69 | 58 | $ 16.00 | 70 | $ 16.32 | 329 | $ 16.65 | 732 | |
| Guest Room Attendants | $ 8.95 | 404 | $ 9.13 | 494 | $ 9.31 | 2,540 | $ 9.50 | 5,233 | |
| Public Space Attendants | $ 8.95 | 58 | $ 9.13 | 70 | $ 9.31 | 409 | $ 9.50 | 584 | |
| Runners | $ 7.85 | 81 | $ 8.01 | 95 | $ 8.17 | 616 | $ 8.33 | 769 | |
| Total Housekeeping | |||||||||
| Guest Services | |||||||||
| Concierge | $ 14.50 | 41 | $ 14.79 | 49 | $ 15.09 | 59 | $ 15.39 | 61 |