AHLEI CRDE cheat sheet

Rooms division revenue = room revenue + other operated departments (F&B, telephone, misc.) attributable to rooms guests.

Occupancy percentage = rooms sold ÷ rooms available × 100; rooms available excludes out-of-order rooms but includes out-of-service rooms.

Double occupancy percentage = (guests − rooms sold) ÷ rooms sold × 100.

Average daily rate (ADR) = room revenue ÷ rooms sold.

Revenue per available room (RevPAR) = room revenue ÷ rooms available = ADR × occupancy percentage.

Rooms division cost centers: rooms (front office + housekeeping) and food and beverage; rooms department typically carries the highest profit margin.

Multiple occupancy counts a room once for occupancy but counts all guests for guest-based ratios such as average rate per guest.

Out-of-order rooms reduce rooms available; out-of-service rooms remain in rooms available.

Registration: verify identity, confirm rate and departure date, obtain payment guarantee, assign room, issue key; walk-in vs. reservation check.

Room status codes: VR (vacant ready), VD (vacant dirty), OD (occupied dirty), OOO (out of order), OOS (out of service), DND, EA (early arrival), due out.

Folio: guest account record; charges posted to guest ledger; city ledger holds accounts of departed guests billed to companies or credit cards.

Night audit sequence: post room and tax, balance departments, run trial balance, roll the date, produce management reports.

Overbooking formula: acceptable overbooking = expected no-shows + expected early departures − expected stayovers beyond original departure.

Check-out: settle folio, update room status to VD, return key, close account; express check-out requires pre-authorized settlement.

Yield/rate fences: restrict discounts by length of stay, advance purchase, day of week, or cancellation policy.

Cleaning productivity standard: minutes per room vary by occupancy status (checkout vs. stayover) and room type; stayover rooms take less time than checkout rooms.

Room status report reconciles housekeeping status against front office system; discrepancies (e.g., skip, sleep-out) must be resolved before rooms are released.

Par stock = average daily usage × order lead time + safety stock; linen par typically 3–5 sets per room depending on laundry cycle.

Lost-and-found log records item, date found, room, finder, and disposition; retention period set by policy.

Deep cleaning and preventive maintenance rotate by room; public area cleaning schedules separate from guestroom schedules.

Safety: bloodborne pathogen cleanup requires PPE; chemical SDS sheets must be accessible; wet-floor signage is mandatory.

Room inspection checklist covers bed, bathroom, dust, amenities, and maintenance defects; defects routed to engineering via work order.

RevPAR = ADR × occupancy; RevPAR growth can come from rate, occupancy, or mix shift.

TRevPAR = total revenue ÷ rooms available; GOPPAR = gross operating profit ÷ rooms available.

Yield management: allocate fixed capacity across market segments to maximize total revenue given price elasticity and demand forecasts.

Forecast accuracy metrics: MAPE (mean absolute percentage error) and forecast bias (systematic over/under-forecast).

Booking pace compares reservations on hand for a future date against the same point in prior periods (same-time-last-year).

Rate fencing and length-of-stay controls protect high-demand dates; close-to-arrival and minimum-stay restrictions are common.

Displacement analysis: compare group revenue (rooms + F&B + ancillary) against transient revenue displaced before accepting a group.

Best available rate (BAR) structure: rate tiers tied to demand; reservation systems enforce rate parity across channels.

Labor cost percentage = labor cost ÷ revenue × 100; labor hours per occupied room (HPOR) = labor hours ÷ rooms occupied.

Turnover rate = separations ÷ average headcount × 100; voluntary vs. involuntary separations tracked separately.

FTE = total weekly hours ÷ standard full-time hours (often 40); used for scheduling and budgeted positions.

Progressive discipline: verbal warning, written warning, suspension, termination, documented at each step.

Training ROI assessed via pre/post knowledge checks and on-the-job performance metrics; onboarding reduces early turnover.

FLSA: exempt vs. non-exempt classification affects overtime eligibility; tipped employees subject to tip credit rules where applicable.

Situational leadership: match style (directing, coaching, supporting, delegating) to follower readiness/maturity.

Performance appraisal should use behaviorally anchored or objective criteria; feedback should be specific, timely, and documented.

Rooms division revenue = room revenue + other operated departments (F&B, telephone, misc.) attributable to rooms guests.

Occupancy percentage = rooms sold ÷ rooms available × 100; rooms available excludes out-of-order rooms but includes out-of-service rooms.

Double occupancy percentage = (guests − rooms sold) ÷ rooms sold × 100.

Average daily rate (ADR) = room revenue ÷ rooms sold.

Revenue per available room (RevPAR) = room revenue ÷ rooms available = ADR × occupancy percentage.

Rooms division cost centers: rooms (front office + housekeeping) and food and beverage; rooms department typically carries the highest profit margin.

Multiple occupancy counts a room once for occupancy but counts all guests for guest-based ratios such as average rate per guest.

Out-of-order rooms reduce rooms available; out-of-service rooms remain in rooms available.

Registration: verify identity, confirm rate and departure date, obtain payment guarantee, assign room, issue key; walk-in vs. reservation check.

Room status codes: VR (vacant ready), VD (vacant dirty), OD (occupied dirty), OOO (out of order), OOS (out of service), DND, EA (early arrival), due out.

Folio: guest account record; charges posted to guest ledger; city ledger holds accounts of departed guests billed to companies or credit cards.

Night audit sequence: post room and tax, balance departments, run trial balance, roll the date, produce management reports.

Overbooking formula: acceptable overbooking = expected no-shows + expected early departures − expected stayovers beyond original departure.

Check-out: settle folio, update room status to VD, return key, close account; express check-out requires pre-authorized settlement.

Yield/rate fences: restrict discounts by length of stay, advance purchase, day of week, or cancellation policy.

Cleaning productivity standard: minutes per room vary by occupancy status (checkout vs. stayover) and room type; stayover rooms take less time than checkout rooms.

Room status report reconciles housekeeping status against front office system; discrepancies (e.g., skip, sleep-out) must be resolved before rooms are released.

Par stock = average daily usage × order lead time + safety stock; linen par typically 3–5 sets per room depending on laundry cycle.

Lost-and-found log records item, date found, room, finder, and disposition; retention period set by policy.

Deep cleaning and preventive maintenance rotate by room; public area cleaning schedules separate from guestroom schedules.

Safety: bloodborne pathogen cleanup requires PPE; chemical SDS sheets must be accessible; wet-floor signage is mandatory.

Room inspection checklist covers bed, bathroom, dust, amenities, and maintenance defects; defects routed to engineering via work order.

RevPAR = ADR × occupancy; RevPAR growth can come from rate, occupancy, or mix shift.

TRevPAR = total revenue ÷ rooms available; GOPPAR = gross operating profit ÷ rooms available.

Yield management: allocate fixed capacity across market segments to maximize total revenue given price elasticity and demand forecasts.

Forecast accuracy metrics: MAPE (mean absolute percentage error) and forecast bias (systematic over/under-forecast).

Booking pace compares reservations on hand for a future date against the same point in prior periods (same-time-last-year).

Rate fencing and length-of-stay controls protect high-demand dates; close-to-arrival and minimum-stay restrictions are common.

Displacement analysis: compare group revenue (rooms + F&B + ancillary) against transient revenue displaced before accepting a group.

Best available rate (BAR) structure: rate tiers tied to demand; reservation systems enforce rate parity across channels.

Labor cost percentage = labor cost ÷ revenue × 100; labor hours per occupied room (HPOR) = labor hours ÷ rooms occupied.

Turnover rate = separations ÷ average headcount × 100; voluntary vs. involuntary separations tracked separately.

FTE = total weekly hours ÷ standard full-time hours (often 40); used for scheduling and budgeted positions.

Progressive discipline: verbal warning, written warning, suspension, termination, documented at each step.

Training ROI assessed via pre/post knowledge checks and on-the-job performance metrics; onboarding reduces early turnover.

FLSA: exempt vs. non-exempt classification affects overtime eligibility; tipped employees subject to tip credit rules where applicable.

Situational leadership: match style (directing, coaching, supporting, delegating) to follower readiness/maturity.

Performance appraisal should use behaviorally anchored or objective criteria; feedback should be specific, timely, and documented.