CONCLUSIONS & RECOMMENDATIONS
HILTON LUXOR QUALITY OF SERVICE COUNSEL:
A- Conclusions Consensus of Hotel Guests & Mystery Guests:
Service Quality:
- The Hilton Luxor Staff’s “Quality of Service”, poor Criteria level, reflects the management attitude “It filters from the top “. Management is neither sufficiently aggressive nor assertive about the issue. It left to chance.
- Some of the staff’s, Poor attitude / Presentations, is another significant alarm of the Hotel Client’s mediocre “QUALITY OF SERVICE” perception, at the Hilton Luxor.
- Management does not listen, nor adequately react to the Hotel guest’s input / need / complaints / concerns.
- Hospitality and feeling welcomed, is a tour & travel Market guests’interest / concern, that is in addition to the Staff efficiency.
- Quality of Service is one of the Major element that influences the tour and travel Market’s preference and selection of Resorts / Hotels, thus guarantee their repeat business. Hilton Luxor is in jeopardy.
- The Hilton Luxor Staff gives a Government, impression like, in Red Tape attitude and lack of teamwork.
- The S & M Department, failed in capturing business, no focused efforts at all.In addition, the “QUALITY OF SERVICE” Disorder threatens the Hilton Luxor and repeat business continuity.
- “Iman” (Palms Restaurant) and “Medhat” (Front Desk) , are the only exception, they were hospitable and always smiling.
- The Hilton Luxor submerges in the lower 10% of “Service Quality” expectation, when compared to the Interviewed guest experiences at 5 star Hotels / Resorts, and to its major Luxor competitors.
- The overall unfavorable images of Hilton Luxor “Service Quality “ Criteria, is due to Inconsistent Criteria Performance, from most of Hotel staff.Leadership defect.
- Even if the Product Quality level is at its best at the Hilton Luxor. The existing “Service Quality” Criteria conditions represent a threat of business loss. Management Must Surmount the “QUALITY OF SERVICE” deficiency
- In the event that “Service & Product Quality” level of excellence are achieved; the favorably perceived Primary Supporting Attributes (Location & Hotel surroundings) accentuates the Opportunity of Hilton Luxor to be one of the Resorts to Dominate the five-Star Market in Luxor. Hence, impress and persuade the capture factor, when properly marketed.
- The Luxor five-Star Resorts are the most threatening competitors. Subsequently, the four-Star Resorts (dismissing their High Price Value) and the Three Stars Resorts (dismissing its law Supporting Attributes).
- The Hotel staff is clearly de-motivated, they lack interest in making an effort and advancing.It filters from the top down.
Standards and Product (Quality Assurance):
- Reservation Systems and Procedures (at the property) need to be evaluated and properly applied, in addition to their hospitality skills.
- The Management Must Rectify the Staff Presentation (Professionalism & Pride: Clean & Ironed Uniforms, Nametags and Hygiene)
- Loss Prevention is not enforced, the property and owners liabilities are evident at various areas, such as lack of Guest Privacy ( guest names and room numbers are easily obtained – pooland health club security measurements, liability signage, and professional attendants… …. Etc.).
- The staff is not well oriented with the property (Facilities, outlets, hours of operations, menu items …etc.) and the local area facilities, as will as Guest expectations and needs (Guest Relations). Awareness and inconsistency.
- The up selling skills are not exerted through out the Food and Beverage outlets (lost revenue).
- Preventive Maintenance (PM) programs are not conspicuous through out the public areas and guest rooms. The physical conditions and deterioration of the assists is an evidence of poor maintenance management (See Photos).
- House Keeping Department lacks skills, training, supervision, follow up and consistency in both public areas and guest rooms.
- Telephone skills are not adequate for a five-Star Hotel throughout (Operator, Room Service, Laundry, Front Desk, H.K., Lost and found, Reservations ……etc.)
- The general impression of the staff majority reflects low moral and obvious enervation. It is due to lack of motivation as well as overworking in some cases.
- The Food Quality at all outlets is unacceptable for a Five Star Resort. Although food presentation was satisfactory at times, the taste, recipe, varieties and conditions were disappointing. The Buffets are not well kept up, during rush hours, no creativity.
- In-house promotion “marketing” is nil, there are no efforts made whatsoever, to increase the F&B capture factor (specially for the Half Board and Bed and Breakfast guests). In addition, there are no efforts made to generate extra revenue.
B- Counsel Introduction and Suggested Recommendations:
Counsel Introduction:
Given the conclusions of the Mystery Shopper Experiences and the identified “Service Quality” criteria set ratings, by additional Resort Guests, affirms that the Hilton Luxor is are not up to the Market expectation. Training programs (Seminars & Workshops) for the staff, especially guest contact, including security (Contracted Service) is essential.
Hospitality / “QUALITY OF SERVICE”, being an attitude, it is not easy to tutor. To teach attitudes, they must be understood objectively, reinforced consistently, evaluated regularly and periodically measured (Assessed).
To deal strategically with the significant Quality of Service challenges faced, The Hilton Luxor management has to foster a Genuine Service Oriented Culture within the Hotel.
With an aggressive approach, the management needs to create effective programs to reach, orient and develop “QUALITY OF SERVICE” aim / objectives with new and existing employees at every level.
The management team has to define a straight – forward methods to assess The Various Staff’s “QUALITY OF SERVICE” level and needs, define a strategy, to deliver the necessary programs, that result in high “QUALITY OF SERVICE” performance throughout the hotel / Guest Contact Areas. In the process, they should communicate the Property’s unique business goals and objectives, so that the hotel employees clearly understand the importance of the Service Quality and its significance.
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The following Recommendations of this “QUALITY OF SERVICE” research / Mystery Guest (Shopper) testing are based on true assessment, of how the “QUALITY OF SERVICE” Criteria at Hilton Luxor, are perceived from The Hotel Guests’ point of view / experience.
To insure that employees performance, is meeting industry benchmarks, and expectations, The Management must work closely together, to:
@ Identify departments that need most improvement by training.
@ Determine specific “QUALITY OF SERVICE” criteria and “QUALITY OF SERVICE” skill levels representing the most urgent needs.
@ Ensure “QUALITY OF SERVICE” consistency and the right fit between improvement plan content and delivery.
@ Establish a system of “QUALITY OF SERVICE” assessments and rewards at all levels.
Once a strategy is set to meet “QUALITY OF SERVICE” / property needs, management must accordingly, tailor the Hilton Luxor “QUALITY OF SERVICE” development programs, together with detailing a comprehensive action plan. Theplan shouldinclude short – and long – range solutions.
Although some of the following, maybe, a Hilton Hotels & Resorts considered ideas. We are providing good counsel, which we find fit for the existing “QUALITY OF SERVICE” conditions.
Providing that the expectations and end-results are met, the Hilton Luxor Management has the responsibility of deciding whether or not to act on any, or all.
Counsel Recommendations:
As settled earlier, Service Quality intensification must have aggressive plans and actions that are consistent. From the Start of the Human Resources activities sequence of: recruiting – interviewing – hiring – training – developing – and motivating staff. In each of these stages, suppresses a synergy percent of the total operation success.
A- Recruiting, Interviewing and Hiring “Guest Contact Staff”
In addition to the skilled interviewer’s evaluation of the candidate’s character / general attitude:
- Develop a “Service Quality” assessment checklist to be uniformed in the interviewing process. For an accurate and selective approach.
The assessment should contain a controversial set of the
“Service Quality “ criteria related questions.
The assessment results should conclude the candidate’s “Service Quality” abilities and whether or not he / she are fit for the required excellence level, of the given position.
B- Training & Development
- Tailor a series of hospitality / Service Quality criteria workshops and seminars modules for each division
(Rooms: Front Office / Housekeeping --- F & B: Restaurants / Room Service / Lounges…. etc.).
- Develop on the job, criteria assessment sheet / checklist (each employee will have a separate file).
-The assessment should include all “QUALITY OF SERVICE” criteria measurements.
-The management team will select a hotel “Service Quality” assessment Coordinator and an Assessor for each department.
-Each Department Head with his / her assessor, are responsible for observing, measuring and tracking each employee’s Service Quality criteria progress, on his/her assessment sheet.
-On a monthly base, the department head and assistant will counsel / coach, each of the department employees on their criteria assessment results / target / objectives and dates to meet required standards.
-This assessment sheet becomes an essential part of the hotel’s periodic, employee Performance Evaluation process.
- Consider changing the “GSA” (Guest Service Agent) title to “ (Guest Satisfaction Agent).
C- Motivation:
- Script and custom-make a Hilton Luxor “Service Quality” slogan, many of the Hotel companies, today have a service motivating slogan / “QUALITY OF SERVICE” trade mark (Radisson Hotels: YES I CAN – Marriott Hotels: WHAT EVER IT TAKES – Holiday Inn : I PROMISE … etc.)
- Promote “Service Quality” criteria, through out back of the house areas, employees lockers, cafeteria (Posters – Flyers...etc.)
- Positive Re-Enforcement :Develop “Service Quality” criteria driven incentive programs :
A- Certificate for achieving excellence on the “Service Quality” assessment checklist / sheet.
B- Hotel / Department, specific criteria Champions of the month (announcement with the regular, employee of the month program and in the News letter, if applicable).
C- Rank per department (on quarterly basis), for the best“Service Quality” employee (Posters) in staff hallwaysand staff cafeteria (results are driven from the employee “Service Quality” assessment sheets)
D- After re-enforcing “GSI” Guest Comment Cards a credit system should be implemented. When an employee’s name is (positively) mentioned on a comment card, a points program should be applied (i.e.: For each time the name is mentioned, 20 points are applied). For every 100 points, the employee receives a
Commendation Letter from the General Manager.
For every 1000 points, the employee receives a Hilton Luxor “Service Quality” Excellence Certificate of Excellence. For every 10,000 points the employee receives a Full Board Complimentary Weekend at one of the Hilton Hotels & Resorts hotels in Egypt, with the President Award … etc.)
D- Rally, a “Service Quality” Criteria “Excellence” Campaign: -
When all of the above mentioned (A,B,C) tailored programs and assessments system are in place for implementations, the management should rally the “Service Quality” criteria campaign with an existing kick – off party / event. At which time:
- A full written summary introduction of the projects Elements, Procedures, System and programs will be presented.
- General Manager and Department Heads presentation (Speech) of the “Service Quality” criteria goals, objectives and end results will be addressed
- Few of the Hotel guests and Tour Operators (Common & high volume Producers) will be present and perhaps address their appreciation and expectations of the campaign.
E- Immediately Implement. All of The Above…………!
F- Follow Up,Follow Up,And Follow Through! Ongoing Process
Other recommendation (Counsel):
1.Express Check – In and Check – Out Programs:
In addition to them, being an obvious part of the research findings, the Travelers, today, demands such a Refined Service. (Ideas and procedures are available upon request).
2. Cross training / Cross utilization programs:
The employees awareness of the various (Division / Departments) colleagues, job/ responsibilities will enhance their efficiency, skills, knowledge level. Thus:
1st.Improve “Service Quality” perception and compliment the campaign efforts.
2nd.Department assessors will have a broader view / understanding of guest expectation and demands.
3rd.Future rising stars (potential management / supervisor materials) will shine and stand out.
4th.Cross-trained staff, will be there, as a back up coverage for peak hours, vacations coverage, sick leaves, lay-offs (low seasons)….etc.
3.Guest Comment Cards
Follow up system requires extra aggressive efforts :
-Not only in taking actions, but also in responding to guest “In writing” every time.
-Sharing the GSI summary scores / results on regular basis with employees / consistently is also essential, and motivating (Quarterly updates of objectives and targets versus actual in employees bulletin boards – news letter – monthly department meetings… etc)
4.Further research activity:
Ongoing assessment of “Service Quality” criteria (as expected for the various market segments) is also recommended, in order to put quantitative meaning behind the qualitative determination of the Hilton Luxor Hotel guest.
SERVICE QUALITY DEFINITION
Ordinarily Service Is SAFE, But, Exceptional Service Is SAFEST
Speed of Service
Attentiveness
Friendliness
Efficiency
Smiling
Tactfulness
The Service 101
(Reading Material)
Service Tip
Hotel Biography / Service Evolution
“Successful “QUALITY OF SERVICE” Models”
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HILTON LUXOR / MYSTERY GS 1 Conclusions & Recommendations