Recognizing the Value of Front Line Sales People By John Hogan

Front Line Sales People

Too few hoteliers pay enough attention to front-line staff and their ability to sell for our hotels. People who work at your front desks, van drivers, bell staff, telephone operators, doormen, cashiers, night auditors - they are the front line for many potential guests. And "potential" is the correct word, because if those people mentioned above do not receive the proper information, knowledge and attention to meet the needs of those potential guests, many of them will likely keep on looking for other lodging options.

Jim Sullivan, a noted hospitality industry columnist and speaker, refers to the tight labor market in a different fashion than most people. Rather than facing a labor shortage problem, he maintains that what we face is really a "turnover problem." In his talks and writings, he constantly reminds us that we must recognize the individuality of our staff. While one could argue it is difficult and challenging, the options are worse. Continued, costly turnover and management spending too much time in operations hurts business potential. Reducing turnover is part of the manager's responsibility, but there is a need to balance efforts in operations and in sales. A satisfied employee usually gives better service, which makes for a satisfied guest. It makes more sense to have managers greeting and selling when there are many potential guests that are looking for a new favorite hotel in your town, but the needs of the staff are very critical to long-term success.

The makeup of our staffs varies by location, but it includes all ages, many more nationalities than ever before and tremendous ranges of interests and capabilities. The United States and Canada continue to attract immigrants from around the world who want to become citizens, but also remain attached to their original culture. My son, who is a college junior, has a completely different perspective than those of us over age 40. Sullivan notes that those Generation Y individuals have known only one Pope. They view the Reagan years as recent or "relevant" to them as the Franklin Roosevelt era and have never personally felt the threat of a nuclear bomb. These new entries into our job market have always had CDs, cable TV and more choices than any generation ever in the world. It therefore makes sense that we must recognize them as the individuals they are.

A potential guest views your hotel and its' first impression only once. There is one last impression - and both of them are frequently influenced primarily by those front line jobs identified above.

How do we need to pay more attention to those people? A major part of it is attitude on the part of owners and managers. Imagine today that you are a Generation Y person, or a recent immigrant from a country 3,000 miles away. You have perhaps learned a new language, new cultural habits that are not yet comfortable, but you want to be successful.

What will either of these people think of being called or thought of as a desk "clerk?" What will they feel about the one hour of orientation or training they receive prior to assuming responsibility for a $500 bank and the second shift of a hotel that may have an asset value of $1 million, $2 million or more? Would a 66-year old, semi retired native born American or Canadian feel any different?

We must upgrade our attitudes to one that includes consistent respect, attention, reasonable fixed compensation and training so they can be successful and satisfied with their role in the hotel, as front desk sales receptionists (or whatever titles you elect). Perhaps financial incentives for 100% occupancies at agreed standards (X $ rate, no walks, etc.), for up selling to premium rooms, suites is part of the answer. Perhaps cross training, certifications or other personalized incentives may meet the needs of your staff.

Innovation must take place to improve both staff and guest satisfaction. The first greeting to a guest and a positive check-in experience can set the tone for a guest's entire stay. None of us want to speak to the top of a receptionist's head that is bowed down looking at a computer screen.

A positive first impression, a welcoming so to speak, makes the other little things that can go wrong less important. Starting the guest off negatively can set an avalanche of complaints and problems. The long-term goal is to get repeat customers, which of course adds to the most effective form of selling and marketing, word of mouth referrals.

Our front teams must be made to feel respected and important. Do your sales and management teams include them regularly in planning meetings for finding new customers and keeping existing ones? No one is closer to guests, yet so many properties ignore this resource.

The front desk team can provide tremendous leads resulting from ordinary, pleasant conversations with guests. Sales and management staff can prompt the front desk team on questions to ask.

Rewarding the desk team with recognition, incentives, promotional opportunities and respect will make an unbelievable difference in your top and bottom lines.

Points to Ponder for Managers

The following are to encourage dialogue about the way we operate our hotels. There is not one indisputable "right" answer - there are more than 45,000 hotels in the USA alone and "one size does not always fit all." This section of the column is to encourage concentration on the "what if?" of how we might advance our industry, one day and one hotel at a time.

1. When was the last time you reviewed your job descriptions?
2. Who chooses the uniforms or attire for your staff? Is the decision based on cost, comfort, attractiveness, the brand pressure or does staff have input? Do you think the 17 year old has the same perspective as the 52 year old? Should that matter?
3. What are the incentives people have to work at your hotel? Yes, a paycheck, but what encourages them to do more than the "minimum" effort?

Comments this column or other related topic are always welcome.
Contact me at John.Hogan@bestwestern.com
And remember –
We all need a regular dose of common sense.


John Hogan, MBA CHA MHS is the Director of Education & Cultural Diversity for Best Western International, the world’s largest hotel chain. His background includes teaching college level courses as an adjunct professor for 20 years, while working with Sheraton, Hilton, Omni and independents hotels. Prior to joining Best Western International in spring of 2000, he was the principal in an independent training & consulting group for more than 12 years serving associations, management groups, convention & visitors’ bureaus, academic institutions and as an expert witness. He continues to be involved in a number of industry associations, including CHRIE, AAHOA, AH&LA and several university level accreditations commissions. He has conducted more than 3,000 workshops and seminars in his career to date.
He has published more than 175 articles & columns on the hospitality industry and is co-author (with Howard Feiertag, CHA CMP) of LESSONS FROM THE FIELD – A COMMON SENSE APPROACH TO EFFECTIVE HOTEL SALES, which is now available on from
Hospitality 1st http://hospitality-1st.com/PressNews/Lessons-pr.html,
MPI http://www.mpiweb.org/resources/bookstore/
HSMAI http://www.hsmai.org/resources/store.cfm and other industry sources.

The opinions expressed in this article are those of the author and do not necessarily reflect the views of this publication or of Best Western International. A variation of this article appeared in LESSONS FROM THE FIELD – A COMMON SENSE APPROACH TO EFFECTIVE HOTEL SALES.


Logos, product and company names mentioned are the property of their respective owners.

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