conflict resolution and guest services...building a healthier guest services culture

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  • 1. L.E.A.R.N. :DAY TWO CULTURE STARTS AT THE TOPcreated by and property of christian alexander and lorenaperez gomez
  • 2. THE KEYS TO SUCCESS IF YOU TAKE A CLOSE LOOK AT ANY GREAT AND HIGHLY SUCCESSFUL COMPANY WHICH SELLS EITHER A PRODUCT, A SERVICE, OR BOTH,YOU WILL DISCOVER THREE KEY PRACTICES WHICH MAKE UP THEIR BUSINESS AND SERVICE CULTURE. THEY ARE;1. PRO-ACTIVE POLICIES IN SERVICE2. A CULTURE OF EMPLOYEE EMPOWERMENT3. PERSONAL ACCOUNTABILITY
  • 3. CREATING THE CULTURE FOR SUCCESS IN THIS SESSION, WHICH IS DESIGNED FOR MANAGERS AND SUPERVISORS, WE WILL TALK ABOUT CULTURE. AS LEADERS, WE ARE ACCOUNTABLE FOR INTRODUCING, CREATING, AND MAINTAINING AN ENVIRONMENT WHICH BENEFITS US AS DECISION MAKERS, THE HOTEL, THE FRONT- LINE STAFF, AND THE GUEST.
  • 4. WHAT IS CULTURE? IN ORDER TO CHANGE AND IMPROVE OUR GUEST SERVICES CULTURE, IT IS IMPORTANT TO RECOGNIZE HOW A CULTURE, GOOD OR BAD, COMES TO EXIST IN THE FIRST PLACE.
  • 5. THE GENESIS OF A CULTURE EXPERIENCES BELIEFS ACTIONS5
  • 6. THE GENESIS OF A CULTURE  ACCORDING TO ROGER CONNERS AND TOM SMITH,TWO REKNOWN AUTHORS AND CORPORATE TRAINERS, OUR EXPERIENCES SHAPE OUR BELIEFS. OUR BELIEFS IN TURN SHAPE OUR ACTIONS. THE CHAIN REACTION OF EXPERIENCE>BELIEF>ACTION CONSTITUTE WHAT IS THE CORE OF A CULTURE.6
  • 7. A WEAK SERVICE CULTURE- EXPERIENCE  THE FRONT DESK TEAM IS NOT ALLOWED TO MAKE IMPORTANT DECISIONS IN COMPLAINT SITUATIONS. THEY ARE EXPOSED TO AND MADE PART OF A LONG CHAIN OF CONFLICTS BETWEEN GUESTS AND THE HOTEL BECAUSE THE HOTEL DOES NOT WANT TO PROMOTE PRO-ACTIVE BEHAVIOR, EMPOWERMENT, AND THE SUCCESSFUL RESOLUTION OF COMPLAINTS .7
  • 8. A WEAK SERVICE CULTURE-BELIEFS  THE EMPLOYEES COME TO BELIEVE, BASED ON THEIR OBSERVATIONS AND FIRST-HAND EXPERIENCES, THAT GUEST SATISFACTION IS NOT A PRIORITY FOR THE HOTEL.  THEY ALSO COME TO BELIEVE THAT IT IS MORE IMPORTANT TO PROTECT HOTEL ASSETS AND EVEN TO BELIEVE THAT GUESTS WHO COMPLAIN ARE JUST TRYING TO ”GET SOMETHING FOR FREE”.  THESE BELIEFS CAN BE THE RESULT OF EXPERIENCES WITH CURRENT MANAGEMENT OR A LONG HISTORY OF EXPERIENCES WITH PREVIOUS MANAGEMENT TEAMS8
  • 9. A WEAK SERVICE CULTURE-ACTIONS  BASED ON THEIR PRIOR EXPERIENCES, WHICH HAVE NOW FORMED FIRMLY HELD BELIEFS, ACTIONS ARE MANIFESTED SUCH AS ARGUING WITH GUESTS, IGNORING THEM, FAILING TO ACT ON COMPLAINTS, OR INCORRECTLY COMPENSATING THE GUEST (TOO MUCH OR TOO LITTLE).  THE FRONT DESK REPEATEDLY DEFERS TO THE MANAGERS TO RESOLVE ISSUES BECAUSE THEY FEEL POWERLESS TO DO SO.  PEOPLE WAIT UNTIL SOMETHING HAPPENS BEFORE DECIDING WHAT TO DO9
  • 10. EXPERIENCE, BELIEF, ACTION… SERVICE CULTURE THANKS TO THIS NEGATIVE CHAIN REACTION OF EXPERIENCES, BELIEFS, AND ACTIONS, WE ARE NOW STUCK WITH A NEGATIVE AND WEAK SERVICE CULTURE. THE RESULTS (CONSEQUENCES) OF THIS SERVICE CULTURE ARE POOR GUEST SATISFACTION RATINGS AND TERRIBLE REVIEWS ON SITES SUCH AS TripAdvisor AND FACEBOOK, JUST TO NAME A FEW.  NO WAY OUT..OR IS THERE?10
  • 11. STAGE 1  DETERMINE DESIRED RESULTS  FOR EXAMPLE, IN THREE MONTHS RESULTS WILL SHOW A JUMP FROM 80% TO 90% IN GUEST SATISFACTION RATINGS INVOLVING COMPLAINT RESOLUTION  HOW WILL THIS BE ACHIEVED?11
  • 12. STAGE 2  DETERMINE WHAT CHANGES NEED TO BE MADE. IMPROVED RESULTS IN WHAT AREAS WILL PRODUCE IMPROVED RESULTS IN GUEST SATISFACTION  PRO-ACTIVE BEHAVIOR  EMPLOYEE EMPOWERMENT  DEEP UNDERSTANDING OF L.E.A.R.N. TECHNIQUES12
  • 13. STAGE 3: MAKING YOUR CASE  IT IS IMPORTANT TO STATE YOUR OBJECTIVES BEFORE PUTTING THEM INTO ACTION.* PEOPLE NEED TO HAVE A FULL AWARENESS AND UNDERSTANDING OF THE CHANGES IN ACTIONS AND BEHAVIORS WHICH ARE GOING TO HAPPEN. FURTHERMORE, PEOPLE NEED TO BE CONVINCED THAT THIS IS AN ACHIEVABLE AND WORTHWHILE ENDEAVOR  *TOM SMITH & ROGER CONNERS13
  • 14. MAKE IT REAL FOR THE HOTEL… MAKE SURE EVERYBODY UNDERSTANDS HOW THESE CHANGES RELATE TO TODAY`S (AND TOMORROW’S) BUSINESS ENVIRONMENT. IN THIS CASE…STAYING COMPETITIVE IN EXTREMELY DIFFICULT TIMES FOR TOURISM IN MEXICO. MAINTAINING AND INCREASING REPEAT GUEST VISITS
  • 15. CHANGING THE GUEST SERVICES CULTURE: INTRODUCING THE FRONT DESK & GUEST SERVICES TEAM THE IMPORTANCE OF THE FRONT DESK/GUEST SERVICES STAFF ETC THEIR JOB RESPONSIBILITIES EACH TEAM AS A MARKETING TOOL  A POSITIVE FIRST IMPRESSION  A NEGATIVE FIRST IMPRESSION  THE WAY THE FRONT DESK/GUEST SERVICES TEAM HANDLES ANY SITUATION AND HOW THE RESULTS TRAVEL FAR BEYOND THE LOBBY AND THE HOTEL.16
  • 16. MANAGEMENT AND THE FRONT DESK MANAGEMENT PLAYS AN EXTREMELY IMPORTANT ROLE IN THE SERVICE CULTURE OF THE FRONT DESK AND GUEST SERVICES BECAUSE IT SETS THE TONE, EITHER POSITIVE OR NEGATIVE, OF THE QUALITY OF SERVICE THE HOTEL’S GUESTS CAN EXPECT TO RECEIVE AND FOR THE SUPPORT AND STRUCTURE ITS EMPLOYEES CAN COUNT ON. MANAGEMENT`S RESPONSIBILITIES:  PROVIDE NEW-HIRE AND ON-GOING TRAINING THAT SETS THE TONE FOR A POSITIVE ENVIRONMENT AND WELL-TRAINED STAFF  CREATE AND SUPPORT PROCEDURES WHICH CONTRIBUTE TO A SMOOTH OPERATION AND WHOSE QUANTITY AND QUALITY ENHANCE, RATHER THAN INHIBIT, ATTENTION GIVEN TO THE GUEST  CREATE AND SUPPORT AN ENVIRONMENT OF EMPOWERMENT AMONG THE AGENTS THAT CREATES AN ENVIRONMENT OF BOTH TRUST AND SUPPORT17
  • 17. CHANGING THE GUEST SERVICES CULTURE: TRAINING OUR FRONT DESK AGENTS TRAINING NEW HIRES WHAT TO AVOID  SHADOWING EMPLOYEES NOT TRAINED IN HOW TO TRAIN  LACK OF INVOLVEMENT BY MANAGER  TASK-HEAVY CONCENTRATION DURING TRAINING  THE VICIOUS CIRCLE: 1. THERE`S NO TIME TO TRAIN DUE TO CONSTANT LACK OF PERSONNEL 2. EMPLOYEE DOES NOT GET PROPER TRAINING 3. EMPLOYEE EITHER LEAVES OR GETS FIRED 4. A NEW PERSON GETS HIRED AND HISTORY REPEATS ITSELF WHAT TO EMPHASIZE  A POSITIVE FRONT DESK TRAINING PROGRAM  A WELL-DEFINED TRAINING SCHEDULE AND NEW-HIRE CHECKLIST  WELL COMMUNICATED ORIENTATION PROGRAM DELIVERED FORMALLY, OR INFORMALLY, BY EXPERIENCED GUEST SERVICE MANAGER REGARDING POSITIVE GUEST SERVICES SKILLS AND CULTURE.18
  • 18. BRAINSTORM  WHAT PROCEDURES AND ACTIVITIES CURRENTLY EXIST THAT MIGHT DISTRACT US FROM GIVING OUR ATTENTION TO THE GUESTS?  WHAT PROCEDURES AND ACTIVITIES MIGHT BE ADDED TO THE DAILY PROCEDURES TO ENHANCE THE SERVICE ATMOSPHERE?  WHAT CHANGES DO YOU THINK COULD BE MADE IN THE NEW-HIRE AND ON-GOING TRAINING ROUTINES THAT COULD PRODUCE MORE EFFECTIVE EMPLOYEES?19
  • 19. KEYS TO EMPLOYEE EMPOWERMENT IF HOTELS REKNOWN FOR GREAT SERVICE HAVE ONE THING IN COMMON, IT IS A HIGHLY-TRAINED AND WELL-EMPOWERED GUEST SERVICES STAFF, PARTICULARLY AT THE FRONT DESK AND GUEST SERVICES LEVEL. AMONG THE KEYS NECESSARY TO ACHIEVING THIS LEVEL OF SERVICE THROUGH EMPOWERMENT ARE THE FOLLOWING:  CLEARLY STATED GUIDELINES AS TO ACCEPTABLE DECISIONS AND ACTIONS AS SET BY MANAGEMENT WITH FRONTLINE EMPLOYEE INPUT INVOLVED  A “NO-REPROACH” POLICY ABOUT EMPLOYEE DECISION-MAKING  CONSISTENT MANAGEMENT PRESENCE IN ORDER TO CREATE AN ATMOSPHERE THAT LETS EMPLOYEE KNOW THERE IS SOMEBODY PRESENT AND AVAILABLE SHOULD A SITUATION BE MORE DIFFICULT THAN HE OR SHE CAN HANDLE  A STRONG EMPLOYEE RECOGNITION PROGRAM THAT RECOGNIZES EXCELLENT SERVICE  A GUEST SERVICES ENVIRONMENT WHICH RE-ENFORCES THE IDEA THAT EXCELLENT SERVICE AND COMPLAINT RESOLUTION IS THE RULE, NOT THE EXCEPTION20
  • 20. BRAINSTORM NEEDS  WHAT DO THE MANAGERS AND SUPERVISORS NEED FROM THE FRONT LINE STAFF?  WHAT DOES THE FRONT LINE STAFF NEED FROM THE SUPERVISORS AND MANAGERS IN ORDER TO DO THEIR JOB BETTER?  HOW CAN WE GET BETTER RESULTS AND INCREASE COOPERATION AND COMMUNICATION?  HOW CAN WE DEVELOP “EMPLOYEE EMPOWERMENT” IN OUR GUEST SERVICES/FRONT DESK DEPARTMENT?21