2008

HUMAN RESOURCES
CORE
STANDARDS

Definition of the minimum level of service that

every employee will receive. These are the nonnegotiable Human Resources elements that
maintain and enhance our unique service culture.

Reinforce the competencies required for an

effective Human Resources function.

Align our people resources to the Strategic Goal

of Four Seasons.

IDENTIFY TALENT DEVELOP FOR THE FUTURE RETAIN EXCELLENCE

TABLE OF CONTENTS
Talent Acquisition.......................................................2
Transfers & Promotions.............................................3
Compensation & Benefits..........................................4
Learning....................................................................5
Performance..............................................................6
Development.............................................................7
Employee Experience................................................8
Employee Communications.......................................9

Human Resources Core Standards

22-Dec-15

IDENTIFY TALENT DEVELOP FOR THE FUTURE RETAIN EXCELLENCE

TALENT ACQUISITION
OUR COMMITMENT.
..
Identifying, assessing and acquiring the highest qualified people in the
marketplace will sustain our overall position as the undisputed leader
in luxury lodging and support our future growth and development.
1. Annual recruitment plans, using visionary and creative recruitment resources, will ensure a readily available pool of
candidates at all times.
2. Planning Committee will lead in the identification and attraction of potential recruits in the marketplace, with a focus
on global company needs through local recruitment means.
3. E-Talent Suite will be used to share and track potential candidates and to manage the job requisition process.
4. Hotel based Manager in Training (MIT) programs will be used to cultivate and develop a new pool of managerial
candidates each year.
5. Active internship programs will be used to develop early relationships with students that will provide a rich source
of future candidates.
6. Internal candidates will always be given first consideration for vacant positions. The Career Watch and the Four
Seasons Website will in most cases serve as the primary recruitment tools to advertise for hotel vacancies.
7. All applicants will have a positive first impression of the Company and Hotel (efficient, friendly interactions, and
timely responses on the status of an application).
8. Candidates selected for interviews will have a clear understanding of the interview process. Visits for multiple
interviews will be kept to a minimum.
9. Individuals who have completed any portion of an interview process will be responded to in a timely fashion, not to
exceed three weeks from date when an application was first received.
10. The Behavior Based Interview (BBI), including functional questions, multi- level interviews and approvals will be
the foundation for the selection process.
11. All managers responsible for interviewing will be BBI certified, having completed the full Management
Development Program Interviewing for Success.
12. Newly hired employees will have the legally approved and necessary background, reference, criminal and drug
checks, where applicable and legally allowable.
13. All new employees will participate in the Four Seasons Introductory Training Program (FSITP) in a time frame
that corresponds with their introductory period.
14. Destination and cultural awareness guides will be developed and provided for any new employee that is
transferring or transitioning to a new location.

Human Resources Core Standards

22-Dec-15

IDENTIFY TALENT DEVELOP FOR THE FUTURE RETAIN EXCELLENCE

TRANSFERS & PROMOTIONS

OUR COMMITMENT.
..
Encourage an atmosphere wherein all employees have an equal
opportunity for career progression both internally and externally so
that individual and company growth plans are fulfilled.

1. At least 10% of the hotel management population will transfer per year to another Four Seasons property.
2. Fifty percent of hotel management vacancies will be filled through internal transfers and/or promotions.
3. All management vacancies below Planning Committee/Executive level will be posted in the Career Watch
database for ten days, unless there is an identified and pre-determined successor based on the Career
Development Program.
4. All requests for transfer must include one-up and/or two-up manager discussions as well as Human Resources on
both the sending and receiving hotel side.
5. Candidates approved for a transfer in a new functional area (internally or externally) will be interviewed using
Behavior Based Interview format questions.
6. Safety Net provisions will be provided for management positions below the Planning Committee and Executive
Chef level for all transfers, so long as the employee has put forth their best effort to make the new position work.

Human Resources Core Standards

22-Dec-15

IDENTIFY TALENT DEVELOP FOR THE FUTURE RETAIN EXCELLENCE

COMPENSATION & BENEFITS

OUR COMMITMENT.
..
A total compensation strategy which is equitable for the work
performed and competitive within the local marketplace, will attract,
motivate and retain highly qualified and highly performing employees.

1. Total compensation levels will aim to target the 90th percentile (where feasible) based on an established
competitive group for those individuals who are experienced and established in their position.
2. The minimum total compensation competitive benchmark will strive for the 75th percentile for employees new to a
position or still developing in their role.
3. Benefit plans will be competitive and in the upper quartile for the local marketplace.
4. Annual surveys within the established competitive groups will be conducted to assess competitiveness for both
compensation and benefits packages.
5. All local laws shall be followed with regards to compensation practices. (e.g. wages, overtime, service charges, tip
distribution, maximum hours worked, breaks etc.)
6. Pay for performance (such as high-performing pay rates for non managers and performance based incentive plans
for managers) initiatives to be implemented so long as it is not in contradiction with either local practices or union
contracts.
7. Every year, employees will receive thorough and professional communication explaining their compensation and
benefit programs.

Human Resources Core Standards

22-Dec-15

IDENTIFY TALENT DEVELOP FOR THE FUTURE RETAIN EXCELLENCE

LEARNING
OUR COMMITMENT.
..
Encouraging and facilitating employee learning opportunities will
impact the business results by improving employee performance and
reducing errors.

1. Hotels will nurture a continuous learning environment, providing ample (target of at least 25 hours per manager
per year) time and support for employees and managers to participate in various learning and development
functions.
2. Planning Committee and Senior Managers will be regular facilitators for Management Development Programs and
FSITP.
3. Training programs and initiatives offered will be based on a strategic plan and business needs analysis conducted
on an annual basis.
4. Key Development Needs from the individual Development Plans will be a driving factor in the development of
annual training programs.
5. New Hires will complete 1.1 and 1.2 of FSITP prior to the commencement of their first day in their respective
department.
6. Communication methods (e.g. training calendars) will inform employees of the training initiatives and activities
available to them.
7. Designated Trainers will be the primary tool by which to introduce and reinforce standards.
8. All Designated Trainers will complete the Designated Trainer workshop and receive remuneration for training
results.
9. Each newly promoted supervisor or manager will complete a New Manager Orientation and the Supervisor
Development Program within 90 days of promotion or hire.
10. Learning Manager and/or Director of HR will assist in determining action plans as a result of the standards audits.
11. Learning Manager will have a formal reporting relationship with Hotel Manager.
12. Learning Manager will actively participate in Planning Committee at least on a monthly basis, providing outcomes
on training initiatives and development needs.
13. Formal training programs shall include occupational safety. All employees will be regularly trained on occupational
safety for their job function.
14. Hotel will have self-access center or designated private area dedicated to e-knowledge learning.
15. Operations meetings will include an element of training / learning.

Core Human Resources Standards

22-Dec-15

IDENTIFY TALENT DEVELOP FOR THE FUTURE RETAIN EXCELLENCE

PERFORMANCE

OUR COMMITMENT.
..
A clear and thorough understanding of expected standards of
performance gives an employee the confidence to consistently
perform at exceptional levels.

1. We will foster and embrace a culture wherein every effort is made to exceed our guests/customer/colleagues
expectations.
2. Newly hired employees will be given written formal performance reviews during their introductory period of
employment.
3. Employees will receive clear and honest feedback each year about their performance against expected standards.
4. Managers will be provided with annual training to be effective coaches for the management of underperformance
and an advocate and champion to high performing employees.
5. Managers will receive a comprehensive managerial development review each year.
6. Substandard performing employees will be guided through a process of progressive coaching and discipline
7. Managers not performing up to expectation will be placed on a Performance Improvement Plan with regular and
timely feedback.
8. Hotels will have local programs to recognize exceptional performance (e.g. Employee of the Month and Manager
of the Quarter).

Core Human Resources Standards

22-Dec-15

IDENTIFY TALENT DEVELOP FOR THE FUTURE RETAIN EXCELLENCE

DEVELOPMENT

OUR COMMITMENT.
..
Developing our internal talent pool preserves the culture of the
company and ensures that we are able to attract talented individuals
to our organization.

1. Every Manager will have an individual career development plan based on their key development areas and future
career progression. This will be updated every six months.
2. Development Action plans will be created for each manager with clear milestones for achievement.
3. Mentors and Coaches will attend training sessions so they may appropriately coach and guide the managers in
meeting their personal and professional development objectives.
4. Each property will have formal succession plan meetings, at least twice a year, based on the individual Career
Development Plans.

Core Human Resources Standards

22-Dec-15

IDENTIFY TALENT DEVELOP FOR THE FUTURE RETAIN EXCELLENCE

EMPLOYEE EXPERIENCE

OUR COMMITMENT.
..
An environment based upon the Golden Rule: treating others, as you
want to be treated, makes employees feel welcome, comfortable,
recognized and encourages intuitive, exceptional service.

1. The Golden Rule will be applied in every employee and guest interaction.
2. Formal and locally driven Employee Recognition Programs will acknowledge individual employees and/or
departments based on either guest feedback or exceptional service to fellow colleagues.
3. At least two annual events for all employees will be held that are both social and informal gatherings.
4. At least one managerial outing or social activity will be held per year.
5. Every hotel will annually benchmark with the top three competitors in each location on a full range of Human
Resources practices to ensure we are an Employer of Choice.
6. Director of Human Resources to be actively involved in local professional associations and community affairs
7. Employee restaurant will be fresh and innovative, regularly utilized by all levels of employees and managers and
include regular theme concepts.
8. Director of Engineering, Director of Housekeeping with Human Resources Division will ensure that all employee
common areas (e.g. Locker Room(s)) are of a quality and cleanliness comparable to that of guest facilities.
9. Employee privacy is respected and maintained in accordance with local policy, law, and customs.
10. Local gifts (e.g. for weddings, marriage, babies, illness retirement) are a part of the employee relations activities
and are culturally appropriate and consistently applied.
11. Employees will be personally recognized for milestone career achievements (e.g. service awards, promotions).
12. Open door concept will create a climate of openness through the active participation of Planning Committee
allowing employees to openly address concerns.
13. We will all work to have active work-life balance programs in place.
14. We will have an active Safety Program with regular Safety Committee meetings, which includes the support and
involvement of Planning Committee / Senior Management.

Core Human Resources Standards

22-Dec-15

IDENTIFY TALENT DEVELOP FOR THE FUTURE RETAIN EXCELLENCE

EMPLOYEE COMMUNICATION

OUR COMMITMENT.
..
Continuous, transparent communication with all employees will
cultivate a sense of ownership, share a common vision, and invoke a
spirit of teamwork and support.

1. Communication will be in the dominant language of the workforce.

2. Departments will hold meetings at least quarterly to share pertinent business and operational information.
3. General Managers / Senior Management will hold monthly Direct Line Meetings with employees, following up on
suggestions and comments.
4. Planning Committee to host quarterly gatherings with overnight staff.
5. Human Resources office hours to accommodate the hotels 24-hour operation.
6. Management Opinion Surveys in the hotels will be conducted every 12 months and action plans developed within
45 days of survey conclusion.
7. Employee Opinion Survey will be conducted every 18-24 months with appropriate action plans developed and in
place within 45 days of survey being conducted.
8. Every employee will have an employee handbook, based on the global template, which is customized locally. All
employees must acknowledge receipt of and adherence to the handbook content.
9. Innovative, effective and regular communication vehicles (e.g. employee newsletters) will be used to share local
and company business and employee news.
10. All locations will have an Emergency Preparedness plan in place (i.e. a Hotel Crisis Management Plan) which is
readily accessible to all employees.
11. Exit interviews conducted with all voluntarily departing employees with appropriate analysis of trends reviewed by
Planning Committee/Senior Management.
12. Hotels to have written guidelines and workplace rules and regulations in place for casual / contract employees,
with a signed acknowledgement of receipt.

Core Human Resources Standards

22-Dec-15