Achieving Excellence in the Hotel Industry | My Assignment Tutor

Achieving Excellence in the HotelIndustryHow to Run a Great HotelFrom Mission to GoalsMissionWe recognise theimportance of ouremployees inachieving this andwe will create apositive workingenvironment whichencourages theirloyalty, commitmentand hard work.Goals• To reduce employeeturnover to 20% within threeyears• To achieve an average ratingof 75% from employeeengagement surveys• To introduce a bonusscheme for all employeeswithin three yearsFrom Mission to GoalsMissionWe strive to beexcellent leadersand will undertakeall our businessactivities in anhonest and ethicalmanner to provide afair return on ourinvestmentGoals• To increase net profit to 15%of sales within two years• To increase RevPar by 5%annually• To increase restaurantthroughput to 1500 covers perweek within two years• To reduce labour costs to 40%within two yearsLEAD TO SUCCEEDHow effective isLeadership at all levelswithin your hotel?Leadership Concerns. . .Dimensionsof WorkTheWhatTheHowTheWhoWhat you want to achieve Goals & Objectives Targets Plans OutcomesHow the work is done Processes ProceduresWho does the work EmployeesThe Human Equation The WhoEngagedEmployeesEmployees Leadto The HowProductivity,efficiency andqualityProcesses Resultsin The WhatOutcomesAchieved &SatisfiedStakeholdersResults Engaged employees deliver better results. Effectiveleadership engages employees!Lead and Manage EngageEngaging People to ensure theircommitment, competence and motivation(The Who)The‘leading’part AchieveFocusing on Process to ensure productivity,efficiency and quality, in order to achieve thePerformance and results required(The What and How)The‘managing’part Clarifying the ‘What’– Process Mapping Monitor & ReviewFood & BeverageServiceEffectivenessEnsure Full LegalCompliance Optimise useof IT ResourcesManageFacilitiesCompleteFinancialDutiesManage HRActivitiesManage the Qualityof the CustomerExperiencePrepare forService Support Marketing& PromotionEffortsFood & BeverageService Clarifying the ‘What’ – ProcessMappingGather Feedbackaccordingto agreedproceduresHandle Billing &PaymentDeliver high qualityservice(SOPs)Greeting &Seating(SOPs) HandlingReservationsManage the Qualityof the CustomerExperience Deal withcomplaints/problems(SOPs)Leadership Competence Model The WhatPossible TargetsExpectedResults – Whatthey mustAchieve Meet revenue targets Achieve cost percentages Increase customer satisfaction ratings fortheir area Lower employee turnover in their area Reduce number of accidents in their area Meet the requirements for training hoursprovided to staff Page 57Leadership Competence Model The HowPossible CriteriaExpectationsin relation tohow theworkload ismanaged Effectively plan and organise the workload intheir department Manage resources to achieve the objectivesagreed for their area Provide clear direction and guidance to theiremployees Ensure that work in their area is consistentlycarried out to the standard required Constantly strive to improve overall qualityand promote continuous improvement in theirarea Leadership Competence Model The WhoPossible CriteriaExpectationsregarding howthey lead(Engage) Demonstrate high levels of energy,enthusiasm and professionalism Show concern for their team members andinteract with them in a positive manner Treat all team members equally and fairly Apply flexible leadership styles and regularlyshow an ability to adjust their approach to dealwith different people and situations Communicate in a structured and effectivemanner with their team ENGAGE YOUREMPLOYEESAre your employees fullyengaged?Some Evidence Gallup Q 12 SurveyThe Three Types of EmployeesEngaged – employees work withpassion and feel a profound connectionto their companyNot Engaged – employees are essentially‘Checked Out’. Sleepwalking through theirworking dayActively Disengaged – employees aren’t justunhappy at work, they’re busy acting out theirunhappiness 29%55%16% Some Evidence CIPDEmployee Engagement SurveyActively EngagedModerately EngagedActively Disengaged 35%57%8% CIPD Survey Only 37% of employees had confidence in their seniormanagement team Only 34% trusted their senior managers 42% didn’t feel they were kept well informed aboutwhat’s going on in their organization 30% indicate that their manager rarely or never givesfeedback on their performance 25% felt completely undervalued Only 50% of employees feel that their senior managershave a clear vision of where the organisation is goingBenefits of Employee Engagement– Towers Martin ResearchResearch Organisations with highly engaged employees achieve twicethe annual net income of organisations whose employees lagon engagement. (Kenexa Research Institute – WorkTrendsReport, 2008) Organisations with high levels of employee engagement have2.6 times the earnings per share (EPS) growth rate comparedto organizations with lower engagement in the same industry.(Gallup – Engagement Study) Highly engaged employees miss 20 percent fewer days of workand are almost 80 percent more likely to be top performers.(Towers Watson)Framework for EmployeeEngagementCultureCompositionEffectiveLeadershipClarityCompetenceCooperationCommunication ControlChallengeConflictCompensationChangeCAPTIVATE YOURCUSTOMERSAre your truly customerfocused?Achieving Consistency (S)The Route to Service ExcellenceExpectations Experience EvaluationWhat are yourcustomers’common andspecificexpectations?How do you definethem?PhysicalProductsPeopleProceduresHow does theexperience youoffer rate againstthe qualitycontinuum?Are you exceedingyour customers’expectations?How do you know?Quality ContinuumBelowExpectationsMeetsExpectationsExceedsExpectationsS-1 S S+1Cultural Change InconsistentDeliveryResponsiveLow QualityReactive ServiceInternalFocusImpersonalInefficient ConsistentDeliveryAnticipativeHigh QualityProactive ServiceCustomerFocusPersonalEfficient S-1 S S+1Achieving S + 1 Adding value through providing +1s for customers. +1s may be relevant to physical, product, people orprocedural elements within the customer experience. They can be designed to meet specific customerexpectations identified from your interactions with your keycustomer groups. Most of the time though, the +1s are common sense andcan be very simply applied, such as the little things thatyour employees say or do to make your customers feelspecial.

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