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Many hotel and resort managers know they need to "manage service quality"
better, but who has the time? They rarely have 5 minutes at their desk,
let alone any down time to plan, manage and review any type of quality
improvement plan.
I hear this resigned attitude all too often. But, it is true! As GM,
you are the "man/woman" of the hour" on any given day, in the middle of
some crisis, some guest issue or dealing with your management or board.
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High End Resort/Hotel GM
Time Allocation
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So, what to do? Most managers treat managing service quality as their burden
alone. Given the day to day commitments they face, this approach is doomed
from the start. A more realistic approach creates a framework that is "self-managing."
Core Elements of A "Self Managing" Quality Assurance Program
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Inspect what you expect - regularly inspect staff across the board.
Some staff are naturals, providing first rate service innately. Others
see hospitality as a stepping stone to a "real" career and need to know
their performance is being watched, reviewed and the job demands it.
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Use multiple sources of input - comment cards are not enough, as
they generally show the extremes (very happy, very unhappy). However, they
are a valuable piece of the quality puzzle. Quarterly or monthly anonymous
inspections ("mystery shopping") has been utilized extensively in hospitality
and can provide good, balanced and regular feedback. User focus groups,
both in-person as well as those hosted on-line or on phone teleconferences
also provide a valuable way to "go-deep" with a smaller group of willing
guests.
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Peer review - have each of your staff observe the performance of
another staff member and report on it against a service points checklist.
Do this at least twice a year. Be sure staff inspect different members
each time, and mix it up, allowing staff to inspect their peers, their
management as well as their subordinates. This creates an atmosphere were
everyone is trying to do their best for each other, not just for you as
GM.
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Hire naturals - while training is important, hiring "naturals" can
go a long way toward creating self-sustaining service quality. Naturals
are people who, by their nature, want to please, to impress, to serve.
With a staff of several hundred, certainly you can't expect to hire all
naturals, but you don't need to. If 1 of every 10 hires is a natural, they
will both encourage and "train" others (on their own accord) and provide
a living example to the rest of your staff. Take the time to find these
gems.
Multiple Sources of Service
Quality Feedback
Sales Team Success Requirements
Building quality into an organization is a premeditated act, not a mere
coincidence. To increase your property's reputation and occupancy numbers,
build a self-sustaining service organization.
The Hotel and Resort Management Newsletter is a publication of Guest
Check LLC and is distributed 3-4 times per year. To subscribe, click
here. Founded in 2002 by experienced industry executives, Guest Check
is a privately held company based in Denver, Colorado. Focusing on high
end resorts and hotels worldwide, the company provides onsite inspection
services and training to many of the world�s leading properties. Clients
retain Guest Check to help them ensure quality of delivered services and
facilities, to achieve or retain AAA or Mobil ratings and to assist in
staff development using guest service feedback. For more information about
the company, visit www.theguestcheck.com
or contact [email protected].
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