achieving excellence in the hotel...
TRANSCRIPT
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Achieving Excellence in the HotelIndustry
Themes of Excellence
Enda Larkin
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Themes of Excellence
THEME 1
DEFINE DIRECTION
What are you trying toachieve?
Drivers ofExcellence
THEME 2
LEAD TO SUCCEED
How effective is Leadership atall levels within your hotel?
THEME 3
ENGAGE YOUR EMPLOYEES
Are your employees fullyengaged?
THEME 4
CAPTIVATE YOUR CUSTOMERS
Are you truly customerfocused?
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Principles of Applying Excellence inthese Themes
Think
Do
Review
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Why Bother Striving for Excellence?
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Impact of the Drive for Excellence
One definitive study – presented by the British QualityFoundation - examined performance in nearly 600 awardwinning companies.
Looked at a period from five years before achievement ofan award to five years after the award was achieved.
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British Quality Foundation -Research
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Failte Ireland – Optimus AwardImpact Study
Gross profit 27% better than Irish Hotel Benchmark
Staff Turnover down average of 30%
Overall customer satisfaction improved by 8%
Daily achieved room rates have improved by 9.5%
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THEME 1
DEFINE DIRECTION
What are you trying toachieve?
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Stakeholders
Secondary Stakeholders
Hotel
Community
Suppliers
Government
Primary Stakeholders
Owners/Investors
CustomersEmployees
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The Strategic Map
Stakeholder Focused
How willwe knowwe aregettingthere?
How will weget there?
Where do wewant to be?
Whereare weNow?
CurrentPosition
Vision&
MissionGoals Strategy
AnnualPlan
MeasureProgress
Continuous Improvement
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Where are we now?
Means truly understanding your current position by conducting
research and preparing a fact-based SWOT analysis:
The current internal Strengths and Weaknesses of yourhotel - which in essence helps you to answer where are wenow?
The Opportunities and Threats you face in the externalbusiness environment which will later influence how youanswer where do we want to be?
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Vision
Vision
To become the leading independent 4* hotel in London
providing excellent products and services at reasonable prices
to every customer, every time
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Mission
Mission
Our customers are our priority and we will provide them witha quality experience which is second to none.
We recognise the importance of our employees in achievingthis and we will create a positive working environmentwhich encourages their loyalty, commitment and hard
work.
We strive to be excellent leaders and will undertake all ourbusiness activities in an honest and ethical manner to
provide a fair return on our investment
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From Mission to Goals
Mission
Our customersare our priority
and we willprovide themwith a quality
experience whichis second to
none.
Goals
• To increase the number ofrepeat customers to 40%within three years
• To increase CustomerSatisfaction levels to 90%within two years
• To continuously increaseour scores on internal andexternal quality audits
Goals
• To increase the number ofrepeat customers to 40%within three years
• To increase CustomerSatisfaction levels to 90%within two years
• To continuously increaseour scores on internal andexternal quality audits
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From Mission to Goals
Mission
We recognise theimportance of our
employees inachieving this andwe will create apositive working
environment whichencourages their
loyalty, commitmentand hard work.
Goals
• To reduce employeeturnover to 20% within threeyears
• To achieve an average ratingof 75% from employeeengagement surveys
• To introduce a bonusscheme for all employeeswithin three years
Goals
• To reduce employeeturnover to 20% within threeyears
• To achieve an average ratingof 75% from employeeengagement surveys
• To introduce a bonusscheme for all employeeswithin three years
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From Mission to Goals
Mission
We strive to beexcellent leaders
and will undertakeall our businessactivities in an
honest and ethicalmanner to provide afair return on our
investment
Goals
• To increase net profit to 15%of sales within two years
• To increase RevPar by 5%annually
• To increase restaurantthroughput to 1500 covers perweek within two years
• To reduce labour costs to 40%within two years
Goals
• To increase net profit to 15%of sales within two years
• To increase RevPar by 5%annually
• To increase restaurantthroughput to 1500 covers perweek within two years
• To reduce labour costs to 40%within two years
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The Strategic Map
Stakeholder Focused
How willwe knowwe aregettingthere?
How will weget there?
Where do wewant to be?
Whereare weNow?
CurrentPosition
Vision&
MissionGoals Strategy
AnnualPlan
MeasureProgress
Continuous Improvement
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Funnel Approach
Vision
Mission
Goals
Strategy
Annual Plan
Increasingthe amount ofdetail at each
level
Results
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THEME 2
LEAD TO SUCCEED
How effective isLeadership at all levels
within your hotel?
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Leadership Concerns. . .
Dimensionsof Work
TheWhat
TheHow
TheWho
What you want to achieve
Goals & Objectives Targets Plans Outcomes
How the work is done
Processes Procedures
Who does the work
Employees
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The Human Equation
The Who
EngagedEmployees
Employees
Leadto
The How
Productivity,efficiency and
quality
Processes
Resultsin
The What
OutcomesAchieved &
SatisfiedStakeholders
Results
Engaged employees deliver better results. Effectiveleadership engages employees!
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The Great Debate -Lead or Manage?
Manage
Lead
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Lead and Manage
EngageEngaging People to ensure their
commitment, competence and motivation(The Who)
The‘leading’
part
AchieveFocusing on Process to ensure productivity,efficiency and quality, in order to achieve the
Performance and results required(The What and How)
The‘managing’
part
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Developing a Leadership Competence Model
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Clarifying what your Leaders ‘Do’
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Clarifying the ‘What’– Process Mapping
Monitor & ReviewFood & Beverage
ServiceEffectiveness
Ensure Full LegalCompliance
Optimise useof IT Resources
ManageFacilities
CompleteFinancial
Duties
Manage HRActivities
Manage the Qualityof the Customer
Experience
Prepare forService
Support Marketing& Promotion
Efforts
Food & BeverageService
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Clarifying the ‘What’ – ProcessMapping
Gather Feedbackaccordingto agreed
procedures
Handle Billing &Payment
Deliver high qualityservice(SOPs)
Greeting &Seating(SOPs)
HandlingReservations
Manage the QualityManage the Qualityof the Customer
Experience
Deal withcomplaints/problems
(SOPs)
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Clarifying what your Leaders must ‘Achieve’
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Leadership Competence Model
The What Possible Targets
ExpectedResults – What
they mustAchieve
Meet revenue targets
Achieve cost percentages
Increase customer satisfaction ratings fortheir area
Lower employee turnover in their area
Reduce number of accidents in their area
Meet the requirements for training hoursprovided to staff
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Leadership Competence Model
The How Possible Criteria
Expectationsin relation to
how theworkload ismanaged
Effectively plan and organise the workload intheir department
Manage resources to achieve the objectivesagreed for their area
Provide clear direction and guidance to theiremployees
Ensure that work in their area is consistentlycarried out to the standard required
Constantly strive to improve overall qualityand promote continuous improvement in theirarea
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Leadership Competence Model
The Who Possible Criteria
Expectationsregarding how
they lead(Engage)
Demonstrate high levels of energy,enthusiasm and professionalism
Show concern for their team members andinteract with them in a positive manner
Treat all team members equally and fairly
Apply flexible leadership styles and regularlyshow an ability to adjust their approach to dealwith different people and situations
Communicate in a structured and effectivemanner with their team
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THEME 3ENGAGE YOUR
EMPLOYEES
Are your employees fullyengaged?
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Some Evidence
Gallup Q 12 Survey
The Three Types of Employees
Engaged – employees work withpassion and feel a profound connectionto their company
Not Engaged – employees are essentially‘Checked Out’. Sleepwalking through theirworking day
Actively Disengaged – employees aren’t justunhappy at work, they’re busy acting out theirunhappiness
29%
55%
16%
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Some Evidence
CIPD
Employee Engagement Survey
Actively Engaged
Moderately Engaged
Actively Disengaged
35%
57%
8%
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CIPD Survey
Only 37% of employees had confidence in their seniormanagement team
Only 34% trusted their senior managers
42% didn’t feel they were kept well informed aboutwhat’s going on in their organization
30% indicate that their manager rarely or never givesfeedback on their performance
25% felt completely undervalued
Only 50% of employees feel that their senior managershave a clear vision of where the organisation is going
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Benefits of Employee Engagement- Towers Martin Research
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Research
Organisations with highly engaged employees achieve twicethe annual net income of organisations whose employees lagon engagement. (Kenexa Research Institute - WorkTrendsReport, 2008)
Organisations with high levels of employee engagement have2.6 times the earnings per share (EPS) growth rate comparedto organizations with lower engagement in the same industry.(Gallup - Engagement Study)
Highly engaged employees miss 20 percent fewer days of workand are almost 80 percent more likely to be top performers.(Towers Watson)
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Framework for EmployeeEngagement
Culture
Composition
EffectiveLeadership
Clarity
Competence
Cooperation
ControlCommunication
Challenge
Conflict
Compensation
Change
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THEME 4CAPTIVATE YOUR
CUSTOMERS
Are your truly customerfocused?
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Achieving Consistency (S)
The Route to Service Excellence
ExperienceExpectations Evaluation
What are yourcustomers’
common andspecific
expectations?
How do you definethem?
Physical
Products
People
Procedures
How does theexperience youoffer rate againstthe qualitycontinuum?
Are you exceedingyour customers’expectations?
How do you know?
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Quality Continuum
BelowExpectations
MeetsExpectations
ExceedsExpectations
S-1 S S+1
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Cultural Change
InconsistentDelivery
ConsistentDelivery
Responsive Anticipative
Low Quality High Quality
Reactive Service Proactive Service
InternalFocus
CustomerFocus
Impersonal Personal
Inefficient Efficient
S-1 S S+1
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Achieving S + 1
Adding value through providing +1s for customers.
+1s may be relevant to physical, product, people orprocedural elements within the customer experience.
They can be designed to meet specific customerexpectations identified from your interactions with your keycustomer groups.
Most of the time though, the +1s are common sense andcan be very simply applied, such as the little things thatyour employees say or do to make your customers feelspecial.
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Thank You