AHLEI CHM cheat sheet

Turnover rate = (number of separations in a period ÷ average number of employees in that period) × 100.

Cost per hire = total recruiting and hiring costs ÷ number of hires made in the period.

FTE = total scheduled hours ÷ standard full-time hours per week (commonly 40); part-time hours are summed before dividing.

Under the FLSA, non-exempt employees must receive overtime at 1.5× regular rate for hours over 40 in a workweek; exempt salaried employees generally are not owed overtime.

Progressive discipline sequence: verbal warning, written warning, suspension, termination; documentation at each step supports just-cause termination.

Behaviorally anchored rating scales (BARS) and critical-incident logs reduce rater subjectivity versus simple trait rating scales.

Orientation covers organizational (mission, policies, benefits) content; onboarding/training covers job-specific skills and standards.

Job analysis produces the job description (duties, responsibilities) and job specification (required knowledge, skills, abilities).

Working capital = current assets − current liabilities; it measures short-term liquidity available to fund operations.

Current ratio = current assets ÷ current liabilities; quick ratio = (current assets − inventory) ÷ current liabilities.

Cost of goods sold = beginning inventory + purchases − ending inventory.

Gross operating profit = revenue − cost of goods sold; net operating income = gross operating profit − undistributed operating expenses.

Average daily rate (ADR) = rooms revenue ÷ rooms sold; revenue per available room (RevPAR) = rooms revenue ÷ rooms available = ADR × occupancy.

Payback period = initial investment ÷ annual net cash inflow; shorter payback means faster recovery of capital.

A flexible (variable) budget adjusts for actual volume, isolating spending variances from volume variances; a static budget does not.

Departmental income = departmental revenue − departmental expenses (direct costs); undistributed expenses are not allocated at the departmental level.

Occupancy percentage = rooms sold ÷ rooms available; rooms available = total rooms − out-of-order rooms.

Preventive maintenance is scheduled work that extends asset life and reduces emergency repairs; corrective maintenance responds to reported failures.

A work order should capture location, description, requester, priority, assigned technician, labor/material cost, and completion sign-off.

Energy cost control: submetering major systems and benchmarking energy use per occupied room identify savings; kWh per occupied room is a common metric.

Safety programs follow a hierarchy of controls: elimination, substitution, engineering controls, administrative controls, then PPE.

Life-safety systems (sprinklers, alarms, extinguishers, exit signage) require documented inspection intervals and logged tests.

PAR (par stock) level = (average daily usage × lead time in days) + safety stock; used to set housekeeping and supply reorder points.

Out-of-order rooms are excluded from inventory; out-of-service rooms remain sellable inventory but are temporarily unavailable.

RevPAR = occupancy % × ADR; equivalently rooms revenue ÷ rooms available.

Total revenue per available room (TRevPAR) = total revenue ÷ rooms available; captures non-rooms income such as F&B and ancillary sales.

Yield management sets price by segment and demand forecast so that high-demand dates are protected for higher-rated business.

Booking pace compares reservations on hand for a future date against the same booking date in prior periods to forecast demand.

Overbooking level is set to offset expected no-shows and cancellations: net room gain = overbooked rooms − (no-shows + cancellations + early departures).

Rate fences (advance purchase, length-of-stay, cancellation restrictions) let a property charge different prices for similar rooms.

Contribution margin per room = room rate − variable cost per occupied room; accept a rate only if contribution is positive and displaces no higher-value demand.

Group displacement analysis compares the revenue of a prospective group against the transient revenue the group would replace.

Situational leadership matches style to follower readiness: directing (low readiness), coaching, supporting, delegating (high readiness).

Maslow's hierarchy order: physiological, safety, social, esteem, self-actualization; lower needs generally must be met first.

Herzberg's two-factor theory separates hygiene factors (pay, conditions, policy) that prevent dissatisfaction from motivators (achievement, recognition, growth) that drive satisfaction.

SMART goals are specific, measurable, achievable, relevant, and time-bound.

The management cycle: plan, organize, staff, direct, control; controlling compares actual performance to standards and takes corrective action.

Span of control is the number of subordinates reporting to one manager; wider spans suit routine work, narrower spans suit complex work.

Delegation transfers authority and task accountability but the manager retains overall accountability for results.

Conflict modes (Thomas-Kilmann): competing, collaborating, compromising, avoiding, accommodating; collaborating seeks a win-win when both concerns matter.