Tuesday, 20 March 2018

THE IMAGE OF HOTEL SUPERVISORS -DEMANDS & UNIQUE CHALLENGES-PART II



I applaud you for having come this far with me. 

From the earlier readings, we have identified our shortfalls  and are ready to START ALL OVER AGAIN as Supervisors. 
As indicated in the image presented to the left, our willingness to persist is evidence of STRENGTH and to start over, is a further proof of strength.

In this article, I will 'employ' you to help me  unwrap or 'peel off' the wrappings around SERVICES hotels are expected to offer their guests/customers. It will help us view 'HOTEL SERVICES' more holistically. 

Our ability to apply ourselves to what we are learning will bring about changes required towards enhancing our image as Supervisors.

You will be 'chewing on food' in this article and subsequent ones by reading through a number of times. I liken your ability to read over and over again to food you chew to make it softer and warmer, for the enzymes in your mouth to begin to break down carbohydrates in the food towards easy digestion.  So let us begin with some questions we must think through.

What is the purpose of having a spacious guestroom with a king sized bed but the mattress and pillows are very thin and toiletries are half empty?   

What is the purpose of an elaborate menu on an elegant menu card when the food order takes the longest time to be served or most of the items requested for on the menu are not available? 

What is the purpose of setting up an evening barbecue by an empty pool or outdoor where guests are being irritated by winged insects swarming frantically at light sources because it had rained earlier during the day? 

The above questions are intended to provoke your thinking towards ‘service’ as a package. You read right, we need to view HOTEL SERVICE as A PACKAGE.  

To discuss this, a scenario is recalled at Discovery Inn, a hotel I recently stayed in.  We all know that the basic services hotels offer include a place to sleep and usually something to eat and drink. Individual hotels have distinguished themselves by various means to enhance these basic services, thereby achieving unique ways of presenting the traditional services they offer. I refer to them(the additions to basic services) as the ‘wrapping papers’ !

Generally, Supervisors tend to limit service to the end product the customer/guest explicitly requested for. At a fufu or banku joint we seem to be more particular about the fufu or banku, more than the artificial flower which has gathered dust on the table. However from the consumer(our guest/customer) point of view, the packaging matters too! That artificial flowers must not only look clean but must look attractive! However, for me, fresh flowers on a table tells me 'you care'!

A good understanding of the ‘service package’ is therefore required, if we must become better Supervisors.  Using the GANA Hotel chart, I located and checked into Discovery Inn, a 1-star rated hotel in G/Akra. The highlights of the service encounters noted are selective, to address the learning objectives intended.

The Encounter at Discovery Inn
I checked in as a walk-in guest, a risk I usually take during such trips particularly at urban areas. I arrived in a taxi  which dropped me off at the gate of the hotel (at my request). I had as my luggage a small sized blue black travelers' bag. It had foot stands and wheels and could easily be wheeled along, which i did. I did not observe any security. There was no doorman at the entrance to the lobby either, but since I was traveling light I did not miss the services of the latter. I however, began to wonder about the security in the hotel.

The signage at the entrance of the facility was very clear or else I would have been arguing with the taxi driver that he had brought me to a wrong address. This is because the facility is concealed with much greenery, a landscape of dense shady trees and shrubs creating an escape and a serene environment.  There were pleasant surprises of distinctive design of the plants, meandering walkways, sprinklers, statutes and lighting as I walked towards the lobby which suddenly became alive with hit music of the 60’s.  

This whole landscape ‘experience’ of Discovery Inn was most welcoming, overtaking my immediate security concerns for a while. I wondered whether the ‘Discovery’ name was in relation to its hidden location (which was really not hidden, but the landscape provided that feeling of escape). 

Discovery lnn boasts of ‘having a combination of the Ghanaian hospitality and modern luxury, offering an affordable luxury and a hide-away in the heart of G/Akra’.
Facilities (as stated in its brochure)
Themed Guestrooms
       Room refrigerator 
A locally acclaimed restaurant
Daily housekeeping
        Free airport shuttle         Air conditioning/Ceiling Fan
Bar/lounge
Laundry service
Business Center (access open 24/7)
Free continental breakfast, free WiFi and free parking
24-hour front desk
Self-service laundry
       Front desk safe         Fitness and gaming area  

The wide range of facilities the hotel was offering came as a surprise since I knew it was only a 1-star hotel and did not have to have them all. 

The lobby was tastefully designed with a rustic ambiance to give a relaxed nostalgic feeling. This continued through the hall way leading to the guestroom area. 
Whatever prompted the name Discovery Inn, I mentally gave them a thumps up, without even meeting any of the hotel’s personnel yet.

Room 205:
All the rooms, I was told are of the same size, standard rooms. I had no choice to make, except the theme of the room.My eyes widened as I checked into the Safari-themed standard room. 

‘The room is small. I don’t really have any room to move around’, I thought to myself.  

 (Note: guests usually would exaggerate when they are very disappointed, especially when their expectations have been heightened , as I had just experienced with the landscape). 

'I just love space, I know', my thoughts continued.

When I settled in the room, I drew the heavy curtains of the window, which I thought contributed to making the room feel small. The view from the second floor, where my room was located, overlooked the compound of a house which was unkempt. 

‘The trees would have hidden this if I were placed on the first floor’, I said to myself.

The WiFi was terrible, with little to no connection most of the time. There was no hot water running. I could not imagine the last time I took a cold bath and I am not about to, at Discovery Inn. I pulled out a water heater coil from my traveling bag. I had to call the front desk for a bucket.  The A/c was noisy and the remote control to it was not functioning. 

The Food and Beverage Service outlets:
The restaurant had plush seating, moody tones and dim lighting to create an intimate atmosphere. The use of mostly natural materials such as wood, stone, leather and linen definitely contributed to the overall cozy and comfortable look.
I observed a lobby bar located almost next to the front desk.  Dark fabrics and a bar counter made out of tin added to the mellow character of this hotel bar.  Artifacts depicting the full regalia of a chief was exhibited on the only wall available at one side of the bar.

I did not intend eating a dinner. I just needed to settle down and draw up my plan for the subsequent days. However, to familiarize myself with the facility I went to the restaurant to ask some basic questions ( which I could have got from their information pack in the guestroom) and to inquire about special orders not on the menu. I then spent about half an hour at the lobby bar just to do some  more observations. I strolled back to my room and placed an order for a bottle of Chardonnay (wine).
PAUSE (reflect and identify  and list the 'wrappings') 
continued in the next article

Monday, 26 February 2018

THE IMAGE OF HOTEL SUPERVISORS -DEMANDS & UNIQUE CHALLENGES- PART I cont.

Hospitality Under Pressure


This article continues with our objective to establish a common understanding of our work environment, hotels in Ghana. It's been slow, but this is intentional for readers to catch up. 

In Part 1, we identified some of the physical demands made on us and their toll on our health. 

There was then a ‘wake-up call', MEMO: GANA HOTELS, followed by ‘REFLECTIONS..' which interrupted the series. They sought to position us in the broader context, the hotel industry in GANA; a country conceived on this platform for purposes of learning and which seeks to reflect the industry in the real country we live in.  

Are we together? Do read previous articles if any of the references is new to you.
 
In the hotel industry the expected outcome of all our efforts is a satisfied guest/customer

I have often wondered if in our country, the guest/customer has lost the status of 'KING'

On this platform, in the country GANA, the status of GUEST/CUSTOMER IS KING, is maintained. This is because we understand that:
  • Without guests/customers, our hotels would probably not exist.
  • Without guests/customers our jobs would probably not exist.
  • Without guests/customers our lives would probably be different; it might not be very good at all.
Every guest/customer wants something slightly different; and although we are needed to provide those wants, we cannot share the 'KING' status with them. Two kings cannot reign at once!

As an industry, we have chosen not only to uphold the guest/customer as 'KING' but we are also guided by a well known slogan, 'the customer is always right'. Among ourselves we, Supervisors, know too well that the customer is not always right. We also know, however, that we are in business for them, and we want our guests/customers to return, feel welcomed and to feel appreciated. In offering our services therefore, our guests/customers must EXPERIENCE THE FEELING OF BEING SERVED rather than the feeling of 'begging for services' they are going to be paying for, or in some cases have paid for.

A People Driven Industry

Working TO SERVE PEOPLE comes with its challenges irrespective of whether one is a supervisor or an operational personnel and so does working WITH PEOPLE.


In this industry it’s important to remember we are not likely to please everyone every time. I must confess I cringe when I hear my colleagues in particular refer to a guest/customer as 'difficult'.

Guests/customers may have heightened expectations for one reason or other, or they may just be  having a rough day, just like we all do sometimes. Inevitably, they may seem hard to satisfy. 

 The challenge is our ability to accurately 'read' our guests/customers to determine what they really want.

Let's meet some of them.
  1. Very Important Patrick(VIP): Patrick is like all of us, he does not want to wait. He wants prompt response and quick service. Information provided to him must be specific,straight to the point, and relevant. 
  2. Silent Sophia: She has a clear understanding of what she wants but she does not realize she is not being specific enough when requesting for a service.
  3. Complaining Ckwesi:Once he encounters a problem, he observes many more mistakes (however small), by the service provider and a chain of complaints follow.
  4. Aggressive Ama: Ama has a heightened expectation and is not interested in even a manager's explanation.
  5.  Know-it-all-Nancy:She insists on particular ways of doing things as though she was professionally trained, when it is evident this is not the case.
There is also the additional school of thought about people in general; that every individual has three faces.

The bottom line is people are complicated, and much of what makes us who we are is hidden beneath the surface. As we interact with different people, we reveal different layers of ourselves at different times and in different situations.This applies to all of us (the guest/customer, top management, middle management, government agencies, suppliers, labor union, colleagues, our subordinates as well as we ourselves).

To complicate the above complexities is the component of communication, referred to as the 'silver lining of guest relations'. It may be verbal and non-verbal communication. Most of us are not good communicators.

In Part 1, we established that hotels in general are physically and psychologically demanding workplaces. In continuing the discussion we have focused on the GUEST & PEOPLE factors.  The industry has long established the guest/customer as 'KING' and as 'always right'. As a people we are complex. Communication plays a critical role in guest relations.


If we are to enhance our image as Supervisors, we must embrace the above facts. We betray ourselves take them for granted. Make time to think through the discussions so far. Identify your unique situations in the hotels you are working in (no two hotels are the same). Relate the factors discussed to your individual work environment as well as to the work dynamics you operate in. Use the information to change  various aspects of your attitude as a Supervisor.

YOU WILL START GROWING.

Wednesday, 14 February 2018

REFLECTIONS ON GANA HOTELS' MEMO



I received a signal to slow down, to allow as many of  my readers to 'get on board’. In other words, give adequate time to readers to reflect on 'Memo:GANA Hotels' (refer Feb. 8th), to form their own explicit opinions.

By the way, as learning partners, I thought we should remind ourselves to assemble our learning tools; a file with sheets of paper or a note pad which would be dedicated to ‘GH Hospitality/GANA Hotels’, and have a pen/pencil handy as well. It is likely when we start delving into enhancing our image as supervisors, we will be recalling earlier articles written on the various departments (ref. 2017 articles) for purposes of applying ourselves to different situations.

While you are forming your opinions on GANA Hotels, permit me to throw in this remark:

The conceptual information presented on GANA, our miniature country, is NOT a fairy tale. It was derived by carrying out an analysis on 2016  hotel statistics in our country (GHANA) and using a reasonable ratio to reproduce a miniature image; thereby giving us a near real-life and workable hotel environment for this platform. 

Just as after our self appraisal, we addressed issues arising from the exercise, in the same spirit, it would be fair to express our opinions on what we can make out of  the cross section of hotels in GANA; considering that we have been branded as a middle income country. 

Note: Being true to ourselves is critical towards making any meaningful progress. The image below is my attempt to place GANA hotels on a hospital bed(this platform) for a quick diagnosis by us.
(FUN BUT AN APPROACH TO LEARNING!)                                                                    

OPINIONS
I find it pathetic that our country has a whopping number (74%) of our hotels having a ‘Budget’ status (an emotional statement, I know; betrays my passion for the industry). 

Depending on how you view the statistics, you may not make much of the above sentiment since this category of hotels are generally in the hands of Ghanaian entrepreneurs. Indeed all the hotels captured as 2-star to ‘Budget’ including the guest houses are Ghanaian owned and operated. I guess that should be taken into consideration? What do you think?

The ‘budget’ mentality is worrisome for an industry such as ours within a country which is said to have a ‘middle income’ status. What do you think?

Perhaps when you find out what the minimum requirements are expected to be for budget hotels; then you would be as outraged as I am.  

For the purposes of our discussion I present assumptions of the basic symptoms of hotels with ‘budget’ mentality, or better stated, ‘low-budget/poverty mentality’: The environment blames the economy and then the blame game begins... blaming of the government, blaming of the stock market, blaming of employers and blaming of employees....

As Supervisors, should we fall into this ‘low-budget/poverty’ mindset, we could find ourselves playing the role of helpless victims.  It could tempt us to sit back as spectators to our own destiny.Watch out! (a caution for us)

A ‘LOW-BUDGET INFESTED’ HOTEL ENVIRONMENT is depicted in many different forms.

Take a quick assessment at your attitude, the attitudes of those around you, as well as that of the hotel you are operating from. Do you observe any of the following?

  • Demonstration of the “I can’t’ attitude
  • Buying cheap/poor quality items for operations
  • Not seeing opportunities
  • Problems being ignored and remaining uncorrected
  • Operational initiatives not in sync with the defined key outcomes of the organization
  • Doing the same things over and over and expecting different results
  • Not giving much thought data on operations
  • Playing the blame game/giving excuses/being defensive
  • Making Ad hoc decisions
  • Cultural (owner behavioral interference) e.g. owner taking directly from revenues without documentation, relatives ‘borrowing ’items from the hotel e.t.c.
WAY FORWARD
As Supervisors we don’t have to see ourselves as victims to the environment described above. 

Indeed, I see too many opportunities slipping us by because we have not quite asserted ourselves. 

Your application of learning experiences to your unique work environment and your continuous loyalty on this platform, as we develop the series on ‘the image of hotel supervisor’, should see some transformations taking place in you. For some, it will be slow paced, almost unnoticeable;  for others, you will cause heads to turn!(sharing your experiences is one way to learn, so I trust you will share as we move along)

Now, you are getting to know and/or paying attention to your work environment in the light of the industry

“‘Knowledge is power’ is a popular proverb. It means that knowledge is more powerful than physical strength and no great work can be done without knowledge.
Knowledge is a powerful factor that empowers people achieve great results. The more knowledge a person gains, the more powerful s/he becomes.
This proverb means that ‘true power comes from knowledge’. .. In sum, the proverb means that knowing things gives us power. There is no end to knowledge. There is no limit to what a person can learn. Even big problems can be solved if we have the knowledge of solving it.”

The above quotation affirms our need to be determined to equip ourselves with relevant information so we can press on and become relevant on our jobs.

A hotel operation is a big investment, and I ‘stand up’ for those who have put up suitable edifices to carry out the hotel business. When the business is carried out right, EVERYONE; the owner-investor, the gurus steering the affairs of the business, the employees and obviously the guests and even the government benefits!

You are reminded to checkout the facts on the respective hotels you are working in.
(I know certain hotel edifices march 3-star status yet ‘they’ prefer to be placed on ‘budget’ status. Do you know why?)

As Supervisors there are many things we may not be able to change particularly when it’s in relation to the ‘hardware’ but we can influence change and we can also directly change the performance of operations in our respective hotels.

NOTE: Don't ignore opportunities provided for you to respond: "What do you think?" 
Write down your thoughts in your note pad.

HOSPITALITY EDUCATION & INDUSTRY :BRIDGING THE GAP: A Conversation with a Hospitality Educator

In this second post to acknowledge the efforts of educators in hospitality and to celebrate them, GH-H hosts Mrs. Lucy Eyram Agbenyek...