BHB 1203 Service Management & Innovation Management Lesson 4 PDF

SIT Internal BHB 1203 Service Management & Innovation Management Lesson 4 1  SIT Internal LOs: Staffing for Service & Guest speakers from Conrad Class Gue...

SIT Internal BHB 1203 Service Management & Innovation Management Lesson 4 1  SIT Internal LOs: Staffing for Service & Guest speakers from Conrad Class Guest Speakers The process of recruiting employees who will give excellent guest service. Internal and external recruitment strategies that organizations use. Standard approaches and techniques for screening and interviewing job candidates. Employee skills, traits, and general abilities that have been found to lead to guest service excellence. The importance of a strong service orientation for all organizational employees, not just those on the frontline serving guests. The importance of a diversified workforce to 2 hospitality organizations.  SIT Internal Agree? If someone isn’t smiling during the interview, what in the world would make you think they will be smiling when faced with a line of customers all in a hurry for service, service, service? T. Scott Gross, Positively Outrageous Service It is delusional to expect your employees to be extraordinary and differentiate your organization if your employee systems are basically the same as those in other organizations. Daniel M. Cable, Change to Strange 3  SIT Internal The Many Employees of the Hospitality Industry Managers 1. Manage Reservation ment Many employees 6. Maintenance 2. Valet contribute to the service Service experience, They are fine! Organization EG: HOTEL beyond those seen by the 5. Housekeeper 3. Bellperson guests. 4. Front desk staff Front line employees interact with guests directly and they are the ones to turn the guests’ experience into a WOW moment. How can an employee create WOW? 4  SIT Internal Example 1: A restaurant that serves good food. Obvious? What is the Example 2: role of the Disney World in Orlando. Obvious? SUPPORTING Walt Disney World Resort in Orlando, Florida, is supported STAFF by a full-time fire department, employing roughly 150 firefighters, emergency medical technicians, and paramedics, who are seen only when needed. The need for right abilities and motivation to do their jobs if an excellent service experience is going to result (Front or back). 5  SIT Internal What do you think is the Manager’s roles?: Manager’s role have many important roles: SUPERVISE COACH COORDINATE CREATE PROVIDE EVALUATIONS WORK TOOLS TO DO SCHEDULES THE JOB Hospitality managers are held accountable for revenue, employees’ performance, and happy customers. Finding and hiring managers with these capabilities is critical. What about hiring customer-service employees? 6  SIT Internal Service naturals o What do you do with people who are not so Service naturals? Challenges of hiring hospitality staff: Loving o Long hours, difficult conditions, and low pay to Serve o 7/24 business with “High turnover”, shiftwork Recruitment and selection o “Hire the best and the brightest” o “Select the best and train the rest” o This process must be carefully planned and executed. 7  Emotional Labor SIT Internal surface acting, where they modify their facial expressions, or deep acting, where they modify their inner feelings Hospitality is different from other kind of work 3 kinds of labor EL + PL + ML Technical skills & EL. Guest services required staffs to manage their emotion. A type of emotional labor in which employees modify their inner feelings. The smile, is part of the work. For example, faced with an angry customer, display the “Correct” emotion. “Surface acting” – where the employee displays emotional responses that guests expect without genuine emotional involvement. o “Deep acting” – where the employee modify their inner feelings, and they are expected to feel the emotions they are require to display. Service industry is different from others and therefore affect the hiring process. 8  SIT Internal Honne and Tatemae The Japanese concept of “honne” (What one really think) versus “tatemae” (What one actually say - socially required) allows them to see this dichotomy as a necessity of civilized life. The Japanese know that certain kinds of social situations demand tatemae. It is considered a virtue not to directly express one’s real feelings and intentions. Honesty versus Facades. Or it is for building good relationship? 9  SIT Internal https://www.youtube.com/watch?v=ompa-DCsXFI 10  SIT Internal HR Planning – Recruitment and Selection 1st Study the job 2nd recruit a pool of qualified candidates 3rd Select the best candidate 4th hire the best applicant 5th make the new hire feel welcome 6th turnover – selecting people out of an organization 11  SIT Internal What is the differences among all these: Job Analysis, Job Description, & Job Specification A job analysis is a systematic process of gathering detailed information about a specific job, (including its responsibilities, required KSA, and working conditions) analyzing the necessary competencies to perform them effectively; essentially, it's a detailed examination of what a job entails. A job description is a list of tasks, duties, and responsibilities of a job. Job specifications, on the other hand, discuss the skills and abilities the person must have to perform the job. 12 The First Step: Study the Job SIT Internal  Ability to work in a fast-paced environment.  Outstanding flexibility; must be able to work under stress and pressure and always reflect, even under difficult conditions, a positive can-do attitude and the best image of the hotel. Knowing What to Look For  Ability to analyze complex statistical data and make judgments o Job analysis, ID the Knowledge, skills, and accordingly. abilities (KSAs)  Ability to deal effectively with internal and external customers, some of whom will require high levels of patience, tact and diplomacy to o Going beyond KSAs diffuse anger, collect accurate information, and resolve conflicts.  Study your best performer, - ID the  High school diploma required. Degree with hospitality focus personal traits, tendencies, talents and preferred. personality characteristics.  Minimum 2 years previous front desk experience required.  Experience with reservation information systems required.  Develop Talent Profiles (Benchmark  Experience in a luxury property of comparable size preferred. profiles)  Operational and/or sales experience required.  Competency based approach  Must be able to deal correctly with confidential information and  Time consuming and extensive otherwise… must be discreet.  Other Key Employee Characteristics for  Must be fluent in French and English and must be able to address any Service Personnel kind of information in an adequate manner.  Must be well groomed and maintain impeccable hygiene standards.  Enthusiasm  Extensive walking required and ability to stand on feet for a long  Authentic sense of concern – Emotional time. Labor  Hours may vary based upon organizational needs and operational Surface acting demands. Deep acting  Strong leadership skills.  Politeness  Excellent oral and written communication skills in English and French.  Considerateness Dutch is an asset.  German and/or Spanish is a plus. 13  Willingness to help  SIT Internal The Second Step: recruit a pool of qualified candidates Hiring Internal Candidates – reasons: Hiring External Candidates o Known quantity – the internal candidate. o Internal equity – career advancement o Obtain new ideas and fresh perspectives o Experience – from ground up External Search Strategies o Know the culture o Public advertising o Lower cost – advertisements and lesser time to o Internet recruit. o Niches Internal search strategies o Professional networks and placement services o Job posting o Student recruiting o A review of personnel records o Employee referrals o Succession plan o Employers of choice Difficulties with Internal Candidates o Walk-ins o Good line employees do not always make good o Check competition managers, o May not want to be managers. o Call-back file (AMC) o Acquire specific skills and knowledge o Increase diversity 14  SIT Internal The Third step: Select the best candidate Screening and Evaluating Applicants Psychological Tests o Application form Personality traits o Paper and pencil or online o Extroversion Interview o Agreeableness o Unstructured o Conscientiousness o No predetermined way to score applicants o Emotional stability o Probing questions o Openness to experience o Structured  Questions relating to work competencies, Cognitive ability critical incidents, doing job as designed, and o General mental ability (GMA) commitment to service  Behavioral interviews – help predict future Integrity tests performance  Situational interviews – use hypothetical References, Background Checks, and Drug questions to assess performance Tests  Commitment to service Protecting organization and guests  Ask situational-stress-type questions that focus on the service experience and guest service Potential legal issues problems 15  SIT Internal The Fourth Step: hire the best applicant Making the Hiring Decision o Collect all information o Balance all factors – is it a good fit between the person and the work environment.  Does the person have the right personality to be successful in a service-based role?  Is the person smart enough to handle a dynamic environment, master the training and learn the job efficiently?  Does the person’s experience suggest that he or she will perform effectively in creating memorable guest experiences?  Does this person have the potential to grown into greater roles in the future? o Maintain good relationships with applicants – Why? 16  SIT Internal The fifth step: make the new hire feel welcome The Staffing Process is Not Yet Complete o Onboarding – sets the tone for the rest of their career with that company (start in a new company and a new job) o Advantages of diversified workforce:  Increased diversity of customers  Improved workforce  Preparedness for future workforce 17  SIT Internal The sixth step: turnover – selecting people out of an organization Employee Turnover o Selecting people out of organization o Direct cost (selection of a replacement for a departing employee, advertising, processing applications, conducting background checks, training new skills o Indirect costs – Cost of disappointed customers who is already familiarized with the employee(s); morale problem o Turnover not always bad 18 SIT Internal 19