Now that the hotel industry has moved away from siloed departments, you expect your commercial teams to work together. But that's impossible when each department is still operating independently.
Meeting these standards is important, and therefore it is essential that all staff are well-versed in the requirements. However, too many hotel leaders simply train their staff to memorize and execute these standards as if they were a script. As a result, guests may experience insincere conversations which feel disingenuous and inauthentic, ironically, working against the objectives of a service style that is genuine, bespoke, and authentic.
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I often hear these terms used interchangeably, yet while they are related, and while guest satisfaction requires both, they are fundamentally different concepts. Understanding the difference, and being able to convey this to frontline staff, are essential for taking both to the next level at your hotel, company or resort.
How often have you seen this at your hotel: Sales managers referring to the revenue management team as ‘the sales prevention department’ because they keep turning away their leads? Front office complaining about how revenue management keeps selling low opaque rates? Or event managers showing up to pick-up meetings without the answers to the questions they know they will be asked. It doesn’t have to be like this.
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For decades now, it has been fashionable for companies from all industries to craft a mission statement to not only summarize its purpose, but also to give work more purpose. Over the years, the original concept has evolved into creating 'values' or 'vision' statements.
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When our KTN team onboards clients for either traditional mystery shopping or for call scoring of actual recordings (as captured in our clients’ various cloud-based platforms), part of our process is reviewing their existing call criteria. As a result, I get to peek behind the scenes and see what their reservations, front desk, and/or contact center staff are being trained to say.