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From the Founder & CEO

Foundations — Where You Sit and Who You Serve

From the Founder & CEO A short talking head on why this course matters and what to watch for.

To add it, drop an MP4 named Course 01 — Founder.mp4 in this same folder. Nothing else to change.

This is the first course in the program, and it is the only one that is not about money. It is about the ground the money moves across. Learn the hill before you learn the ledger, because every control that follows assumes you know where the cash starts.

On the schedule this runs 1 day (Day 1).

What I want you to take from each part

The course already teaches you the standard and the steps, so I am not going to repeat them here. What follows is what I have learned watching people do this work in real properties. It is the part that is hard to put in a procedure, and it is usually the part that decides whether somebody holds the post or just occupies it.

The estate, Princeton Hotel and where Human Resources sits

What this is really aboutYou have now seen the estate the way the people you administer see it, and that is worth more than any list I could hand you. When a roster looks wrong six months from now, you will picture the venue and the shift, and your question will be the right one. So keep the map alive, and update it the day a venue opens.

What I watch for

On the walk, watch who answers when you ask about the roster. The supervisor who answers without looking around has one. The one who checks with somebody else first has just told you where to look later.

This check is about the estate you have just walked, so trust what you saw. If a question feels unfamiliar, take the walk again in your head and stop at the venue it is asking about.

Enable Hospitality and the managed-property model — who employs whom

What this is really aboutThree employers on one hill is the shape of this property, and it will not be tidied away. Your value here starts with holding that shape straight in your head. So ask which employer before you act, every time, and you save somebody a wasted week.

What I watch for

When somebody hands you a form and you feel unsure, ask one question before anything else: who employs this person? The answer settles the route almost every time.

Nobody holds this map instantly and you are not expected to. Read each question slowly and ask who holds the contract. The rest of the answer follows from there.

The HR Associate role — what you prepare, what the HR Officer decides

What this is really aboutThe strongest people in an execution post know exactly where their authority stops, and they say so out loud. That habit is what makes your work trustworthy. So hold the line, and the HR Officer will sign what you prepare without checking it twice.

What I watch for

When the queue is long and the HR Officer is out, that is the moment the line matters most. Prepare it fully, route it, and tell the person when they will hear. Your speed belongs in the preparation, never in the approval.

Do not overthink these. For each one, ask whether the question involves an approval, a signature, money or a judgment about a person. If it does, the right answer is the one that routes it up.

The three workforces you administer — EHI Assignees, agency fixed, agency on-call

What this is really aboutThree workforces make this desk harder than any HR desk you will read about in a textbook. Once volume arrives you will be sorting under pressure, with no time left to reason it out. So learn the split now, while the property is quiet.

What I watch for

The on-call roster is the one that will catch you. Check it against what actually happened yesterday, rather than against what was planned. Plans are written the night before, and people change their minds by morning.

Take these one population at a time. Ask who employs them, how their time is captured and where their record lives. Each question then falls into place.

You are agency-hired — your status, your guardrails and the line you never cross

What this is really aboutThis is the most important thing you will learn in your first week, and I want you clear about why. The line protects the property, the agency and you. The person standing where you stand is the one a complaint reaches first. So hold it in both directions, and nobody has anything to defend.

What I watch for

The test at the counter is simple. If you are about to tell an agency worker what to do, stop. Record it, route it, then record what comes back. Your authority here is the accuracy of the record, and that is real authority.

This one deserves your full attention, so read each scenario twice. Ask who is being instructed and by whom. The correct answer will be the one that keeps the instruction inside the agency.

HR as an internal service — the service standards you are measured on

What this is really aboutThree numbers carry this whole chapter. Three days for a certificate, counted on the calendar, twenty-four hours for an applicant, the same day for a records request. Meet them and the whole property learns that HR does what it says it will do. That is the only reputation this department needs.

What I watch for

Write the promised date on the log in front of the person, and let them watch you write it. It changes how they wait, and it changes how you work.

You already know these three numbers. Read each scenario for what the person in front of you actually needs, and the standard will tell you the rest.

When you finish

The associate names every venue and the department that runs it. For any person on the property she states who employs them and where their form goes. She separates what she prepares from what the HR Officer decides in any transaction. She holds both directions of the co-employment line without prompting, and works every request to the published service standards.

Finish this one properly before you move on. The next course assumes it.

Thank you and God bless.

Pat Favoreal
Founder & Chief Executive Officer

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