Ask almost any hotelier their most important asset and the response will frequently be their “people.” Ritz-Carlton Hotels define it most specifically – “Ladies and Gentlemen serving Ladies and Gentlemen.”
While Ritz-Carlton caters to the luxury segment of lodging, their interpretation is appropriate for all markets: we are a service industry.
Most progressive, realistic hoteliers today realize that while technology plays a growing role in the hospitality industry, the “people”, personal-touch side of the business inevitably determines the long term success.
An old saying states there is one chance to make a good first impression. While most of us realize the high costs associated with staff turnover, too many of us don’t make the connection between how we might contribute unintentionally to that turnover by how we expose “our most important asset” to our hotel and company.
Too many hotels “throw” their newly hired staff into jobs with little or no orientation. It is assumed that since they worked at Brand X that they understand the industry and “how- to” do whatever their job title says. Too often is it assumed that the hotel down the street treats their guests the way we want to, when in fact, their techniques or values may be why our new staff member left them.
Essential Information
• Orientation Overview – Tell your new staff what the program will be about.
• Services/Products – A full service hotel can have as many as 20 departments and dozens of services. Give your new people an overview of the property’s offerings and where they fit in. A rooms-only property has at least 6 areas of activity (desk, housekeeping, laundry, engineering, accounting, sales, security, transportation, breakfast, etc.) that merit enthusiastic and detailed overviews.
• Property Philosophy - Hoteliers have different ways to communicate commitment to their customers and staff. Turn-of-the-20th century American hotelier Ellsworth Statler had a service code he required his staff to memorize. There are hotels and companies who use this concept on business cards, lobby plaques and other public places to pay more than “lip” service to their commitment. What is your philosophy?
• Policies/General Procedures – Procedures manuals must be precise and worded in a fashion that is both legal and understandable. Orientation is an excellent time to review the manual with all new hires. Have them sign a receipt that it was covered.
• Benefits – All hotels do not or cannot give extensive benefits. Review the coverage your property does have and include all items such as workmen’s’ compensation, social security and other matching taxes paid by the employer, etc. Review other benefits such as discounted or free meals, uniforms, free or discounted parking, educational grants, tuition reimbursements, free or discounted rooms at other hotels, etc.
• Dress Code
• The Chain of Communication – While many of us traditionally called this a Chain of Command, today’s hotelier might rethink the concept and make the two synonymous and thoroughly understood at orientation.
• Smoking Policy
• Performance Appraisals – the who, what, where, how often, based on what criteria, etc.
• Training Programs – Initial and ongoing programs should be explained, including outside community or industry programs you may support .
• Community/Professional Growth
We all like to know where we can grow. Not everyone wants to be a GM or an owner, but we do all want to continue our personal skill development on some level.
• Termination procedures – including the all important exit interviews
• Healthcare options and Insurance Availability – If there isn’t some kind of medical program, this needs to be explained. Options might include HMOs, credit unions or other potentials in the community.
• Holidays/Vacations/Time off – Be specific about what is or is not covered. Remember that our work force is much more diverse than a generation ago. There are many other religious and international days to take into account. If you allow “bonus” or personal days, clearly state the guidelines for qualification.
• Communication
• Drug-free Workplace
• Courtesy on the Phone
These three are self-explanatory, but should not be played down or overlooked. Because they are so basic, they should be fundamentally part of the orientation.
• Job Safety
• Attitude
Enthusiasm needs to be reinforced regularly and from day one.
• Recognition Programs
Some chains and many independents have some kind of program to demonstrate the value of recognizing people for a job well done. These programs can be very meaningful if they are consistent, held in esteem by senior management and welcomed as a positive reinforcement.
• Security Procedures – Every one on every staff MUST be aware of providing reasonable care to our guests and to each other. This needs to be stressed.
Follow-up
After 90 days, you may wish to follow-up orientation. The 3,000-room Opryland Hotel in Nashville has a structured, follow-up program at which new benefits are extended to the now presumed permanent staff, as well as some old fashioned “cheerleading.”
For orientation to be effective, there needs to be:
1. a consistent time
2. mandatory attendance for all new hires at all levels
3. a regular agenda
4. a tour of the entire facility
5. a greeting from senior management.
Orientations can be held by HR (if you have this department), a department head or a qualified administrative assistant.
The critical element of orientation isn’t the completion of paperwork, but the comfortable and enthusiastic greeting that your new hires receive. How well they feel on that first day may very well dictate how they treat their guests and fellow staff.
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 hospitality-1st.com/PressNews/Lessons-pr.html,
MPI 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.
