How to Create a 5-Day Hotel General Manager Onboarding Training Plan

Date modified: 21st July 2025 | This article has been written by Pilla Founder, Liam Jones, click to email Liam directly, he reads every email.

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Day 1: Property Orientation and Team Introduction

The first day focuses on comprehensive orientation to the physical property, meeting key staff members, and understanding operational systems that form the foundation of hotel management.

This foundation day ensures your new GM understands the property layout, team structure, and operational systems before diving into strategic responsibilities.

Property Tour and Physical Asset Overview

Why it's essential: The GM must intimately know every aspect of the property to effectively manage the guest experience, staff operations, and physical asset maintenance.

Key activities:

ElementInstructionsNotes
Comprehensive Property TourTour all public areas, guestrooms (all categories), back-of-house, maintenance areas, and groundsHighlight recent renovations, maintenance concerns, and future capital projects
Safety and Security SystemsReview emergency protocols, access control, CCTV systems, and safety equipment locationsEnsure familiarity with emergency response procedures
Facilities Management OverviewIntroduce building systems, preventative maintenance schedules, and vendor relationshipsReview critical equipment and systems requiring regular attention
Room Inventory Walk-throughVisit each room type, suites, and specialty accommodationsNote unique selling points and common maintenance issues

Team Introduction and Organisational Structure

Building relationships with the leadership team and understanding reporting structures is crucial for management effectiveness.

Key activities:

ElementInstructionsNotes
Department Head MeetingsOne-on-one meetings with each department head (F&B, Rooms, Sales, HR, Finance, Maintenance)Discuss department challenges, goals, and team dynamics
Staff IntroductionWalk through each department during shift changes to meet staffLearn names and roles of key personnel
Organisational Chart ReviewExamine reporting structures, span of control, and key responsibilitiesIdentify any structural challenges or open positions
Communication ChannelsReview staff communication methods, meeting schedules, and information flowEstablish preferred communication styles with direct reports

Hotel Systems and Brand Standards

Introduce the operational systems and brand requirements that govern hotel operations.

Training focus:

  • Property Management System (PMS) overview and access
  • Revenue Management System functionality and reporting
  • Brand standard documentation and compliance requirements
  • Quality assurance measurement systems and recent scores
  • Internal audit processes and compliance tracking

Day 1 Assessment Questions:

  • Can they navigate the property confidently and identify all key areas?
  • Have they met all department heads and understood their primary concerns?
  • Do they understand the hotel's operational systems and brand requirements?
  • Have they identified any immediate physical plant or safety concerns?

Day 1 Success Indicators:

  • Demonstrates understanding of property layout and unique features
  • Shows comfort level interacting with staff at all levels
  • Asks relevant questions about systems and procedures
  • Takes note of potential improvement areas during property tour

Day 2: Financial Management and Performance Metrics

Day two focuses on financial management responsibilities, which form the core of a GM's accountability. Understanding the hotel's financial performance, budgeting processes, and revenue strategies is essential for success.

This financial immersion day ensures your new GM can effectively manage the property's financial health and make data-driven decisions.

P&L Management and Budgeting Processes

Why it's essential: Financial management is the primary accountability for any GM, requiring thorough understanding of revenue streams, expense controls, and budgeting processes.

Key activities:

ElementInstructionsNotes
Current P&L ReviewDetailed review of year-to-date performance against budget with Finance DirectorHighlight variances, trends, and areas of concern
Budget Structure AnalysisExamine department budgets, allocation methodologies, and forecasting processesClarify approval authorities and adjustment procedures
Capital Expenditure PlanningReview CapEx planning process, current projects, and future prioritiesUnderstand approval thresholds and ROI requirements
Expense Control SystemsExamine purchasing procedures, approval workflows, and cost control measuresReview recent cost-saving initiatives and results

Revenue Management and Distribution Strategy

Understanding revenue optimization strategies and distribution channels is critical for maximizing financial performance.

Key activities:

ElementInstructionsNotes
Revenue Strategy ReviewAnalyze current pricing strategies, market segmentation, and demand patternsDiscuss competitive positioning and rate parity issues
Channel Distribution AnalysisReview all booking channels, costs of acquisition, and channel mixExamine OTA relationships and direct booking initiatives
Group Business StrategyUnderstand group pricing, displacement analysis, and function space optimizationReview major accounts and booking patterns
Revenue Meeting ParticipationAttend revenue strategy meeting to observe decision-making processesNote forecasting methodology and pricing adjustments

Key Performance Indicators and Reporting Systems

Introduce the metrics that drive decision-making and performance evaluation.

Training focus:

  • Daily, weekly and monthly reporting requirements and distribution
  • RevPAR, ADR, and occupancy trend analysis
  • Department productivity metrics and labor cost management
  • Guest satisfaction score measurement and benchmarking
  • Competitive set performance and market penetration analysis

Day 2 Assessment Questions:

  • Can they interpret the P&L statement and identify key financial drivers?
  • Do they understand the revenue management strategy and distribution landscape?
  • Are they familiar with the budgeting and forecasting processes?
  • Can they identify the most critical financial performance metrics?

Day 2 Success Indicators:

  • Asks insightful questions about financial performance trends
  • Identifies potential revenue opportunities or expense concerns
  • Shows understanding of competitive positioning and pricing strategy
  • Demonstrates comfort with financial terminology and analysis

Day 3: Guest Experience and Service Standards

Day three concentrates on the guest experience – the heart of hospitality management. Understanding service standards, quality assurance processes, and guest feedback systems is crucial for maintaining and improving the hotel's reputation.

This guest-focused day ensures your new GM can effectively lead the team in delivering exceptional experiences while managing service recovery when needed.

Service Philosophy and Brand Standards

Why it's essential: The GM must embody and champion the service culture, ensuring consistent delivery of the brand promise across all departments.

Key activities:

ElementInstructionsNotes
Service Philosophy ReviewDiscuss brand service values, guest journey mapping, and experience differentiationConnect philosophy to practical service delivery
Standard Operating ProceduresReview SOPs for key guest touchpoints across all departmentsIdentify areas where standards may need updating
Brand Audit RequirementsExamine most recent brand audit results and required action itemsPrioritize compliance requirements and timelines
Service Recognition ProgramsReview staff recognition systems for service excellenceDiscuss how GM can reinforce service culture daily

Quality Assurance and Guest Feedback Systems

Understanding how guest feedback is collected, analyzed, and acted upon is essential for continuous improvement.

Key activities:

ElementInstructionsNotes
Guest Satisfaction SystemReview survey methodology, response rates, and benchmark comparisonsAnalyze recent trends and recurring themes
Online Reputation ManagementExamine review platforms, response protocols, and sentiment trackingReview recent negative reviews and response strategies
Mystery Shopping ProgramReview most recent mystery shop reports and scoring methodologyDiscuss action plans for identified deficiencies
Internal Quality ChecksObserve departmental quality check processes (room inspections, F&B checks)Evaluate effectiveness of internal quality control

Service Recovery and Guest Relations

Develop skills for managing service failures and building guest loyalty through effective recovery.

Training focus:

  • Empowerment guidelines for service recovery across departments
  • Escalation procedures for guest complaints and VIP concerns
  • Compensation authority levels and documentation requirements
  • Regular guest communication touchpoints during stay
  • VIP and repeat guest recognition programs

Day 3 Assessment Questions:

  • Can they articulate the hotel's service philosophy and standards?
  • Do they understand the guest feedback systems and quality metrics?
  • Are they comfortable with service recovery protocols and empowerment guidelines?
  • Can they identify current guest experience strengths and weaknesses?

Day 3 Success Indicators:

  • Demonstrates genuine interest in guest experiences
  • Proactively engages with guests during property walkthrough
  • Shows understanding of service recovery principles
  • Identifies opportunities to enhance guest touchpoints

Day 4: Sales, Marketing and Revenue Management

Day four focuses on the commercial strategy of the hotel – how the property attracts, converts, and retains business through sales, marketing, and revenue optimization tactics.

This commercial strategy day ensures your new GM understands market positioning, distribution channels, account management, and marketing initiatives that drive business to the property.

Market Positioning and Competitive Landscape

Why it's essential: The GM must thoroughly understand the hotel's market position, competitive set, and unique selling propositions to effectively lead commercial strategy.

Key activities:

ElementInstructionsNotes
Competitive Set AnalysisReview STAR reports, competitive pricing, and market penetration indicesIdentify strengths and weaknesses versus competition
Market Segmentation ReviewAnalyze business mix, segment profitability, and growth opportunitiesDiscuss optimal business mix and segment strategies
Unique Selling PropositionClarify property differentiators and value proposition by segmentConnect USPs to sales and marketing messaging
Local Market TourVisit key competitors and demand generators in the areaUnderstand geographical advantages and challenges

Sales Strategy and Account Management

Understanding the sales organization, account relationships, and business development strategies is crucial for revenue growth.

Key activities:

ElementInstructionsNotes
Sales Team StructureReview sales organization, account assignments, and performance metricsMeet key sales personnel and understand their focus areas
Key Account ReviewExamine top 20 accounts, contract terms, and relationship historySchedule introductory calls with strategic accounts
Group Booking PaceAnalyze group booking pace, definite business, and tentative pipelineIdentify need periods and targeted sales strategies
Sales Process ReviewUnderstand lead management, site inspection protocols, and conversion tacticsObserve a site inspection if possible

Marketing and Distribution Channels

Develop understanding of marketing initiatives, channel management, and digital presence.

Training focus:

  • Marketing plan and budget allocation across channels
  • Digital marketing strategies and performance metrics
  • Social media presence and content strategy
  • Public relations initiatives and media relationships
  • OTA extranet management and rate parity compliance
  • Website performance and direct booking initiatives

Day 4 Assessment Questions:

  • Can they identify the hotel's key market segments and competitive position?
  • Do they understand the sales organization and account management approach?
  • Are they familiar with the marketing strategies and distribution channels?
  • Can they articulate the hotel's unique selling propositions by segment?

Day 4 Success Indicators:

  • Demonstrates understanding of competitive landscape
  • Asks insightful questions about business mix and profitability
  • Shows interest in key account relationships
  • Identifies potential new business opportunities

Day 5: Leadership, Strategy and Business Planning

The final day focuses on leadership development, strategic planning, and establishing clear action plans for the coming months. This day transitions from learning about the operation to planning how to lead it effectively.

This leadership and planning day ensures your new GM concludes onboarding with clear priorities, action plans, and leadership strategies to drive success.

Leadership Philosophy and Team Development

Why it's essential: Effective leadership is the foundation of operational excellence, requiring a clear approach to team development, communication, and performance management.

Key activities:

ElementInstructionsNotes
Leadership Style DiscussionDiscuss leadership philosophy, communication preferences, and management approachAlign expectations with company culture
Team AssessmentReview department head performance evaluations and development needsIdentify team strengths and growth opportunities
Meeting StructureEstablish regular meeting cadence, formats, and participation expectationsSet expectations for preparation and follow-up
Performance ManagementReview performance evaluation systems, goal setting processes, and accountability measuresClarify expectations for coaching and development

Strategic Priorities and Business Planning

Establishing clear priorities and action plans is essential for focused leadership and measurable progress.

Key activities:

ElementInstructionsNotes
Strategic Plan ReviewExamine current year strategic plan, key initiatives, and progress to dateIdentify priorities requiring immediate attention
SWOT AnalysisFacilitate SWOT exercise to identify strengths, weaknesses, opportunities, and threatsUse as foundation for action planning
Goal AlignmentConnect property goals to company objectives and department targetsEnsure cascading alignment of priorities
30/60/90 Day PlanningDevelop specific action plans for first three monthsInclude measurable outcomes and milestone dates

Stakeholder Management and Communication

Develop strategies for managing relationships with key stakeholders inside and outside the organization.

Training focus:

  • Owner relations and reporting requirements
  • Corporate office communication protocols and expectations
  • Community relations and local business engagement
  • Media interaction guidelines and approval processes
  • Industry association involvement and networking opportunities
  • Crisis communication procedures and spokesperson responsibilities

Day 5 Assessment Questions:

  • Can they articulate their leadership approach and team development philosophy?
  • Have they identified clear strategic priorities for their first three months?
  • Do they understand stakeholder expectations and communication requirements?
  • Are they prepared to transition from learning to leading the operation?

Day 5 Success Indicators:

  • Presents thoughtful 30/60/90 day action plan
  • Demonstrates understanding of team dynamics and development needs
  • Shows clarity about strategic priorities and performance expectations
  • Exhibits confidence in assuming leadership role

Final Onboarding Assessment

Before concluding the 5-day onboarding program, conduct a comprehensive review with the new GM to:

  • Confirm understanding of all critical areas covered
  • Address any remaining questions or concerns
  • Establish ongoing support mechanisms and resources
  • Schedule follow-up checkpoints at 30, 60, and 90 days
  • Set expectations for first independent week

Must-Have vs. Nice-to-Have Elements

Must-Have Elements:

  • Complete property tour including all areas and room types
  • One-on-one meetings with all department heads
  • Thorough review of financial performance and budgeting processes
  • Understanding of key performance indicators and reporting requirements
  • Clear grasp of service standards and guest experience expectations
  • Knowledge of sales strategies and key account relationships
  • Developed 30/60/90 day action plan with specific priorities

Nice-to-Have Elements:

  • Competitive property tours
  • Overnight stay as a guest in own property
  • Shadowing in operational departments
  • Meeting with key clients or accounts
  • Community stakeholder introductions
  • Participation in industry events or associations
  • Extended time with corporate support teams

Remember that this 5-day plan provides a foundation, but ongoing development should continue well beyond this initial period. The most successful hotel general managers continue learning about their property, team, and market long after formal onboarding concludes.