Achieving Excellence in the Hotel Industry Themes of Excellence Enda Larkin
Themes of Excellence THEME 1 DEFINE DIRECTION What are you trying to achieve? THEME 2 THEME 4 CAPTIVATE YOUR CUSTOMERS LEAD TO SUCCEED Drivers of Excellence How effective is Leadership at Are you truly customer all levels within your hotel? focused? THEME 3 ENGAGE YOUR EMPLOYEES Are your employees fully engaged?
Principles of Applying Excellence in these Themes Review Think Do
Why Bother Striving for Excellence?
Impact of the Drive for Excellence One definitive study – presented by the British Quality Foundation - examined performance in nearly 600 award winning companies. Looked at a period from five years before achievement of an award to five years after the award was achieved.
British Quality Foundation - Research
Failte Ireland – Optimus Award Impact 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%
THEME 1 DEFINE DIRECTION What are you trying to achieve?
Stakeholders Primary Stakeholders Customers Owners/ Employees Investors Hotel Community Government Suppliers Secondary Stakeholders
The Strategic Map Stakeholder Focused How will Where we know Where do we How will we are we we are want to be? get there? getting Now? there? Vision Measure Current Annual Goals Strategy & Position Plan Progress Mission Continuous Improvement
Where are we now? Means truly understanding your current position by conducting research and preparing a fact-based SWOT analysis: The current internal S trengths and W eaknesse s of your hotel - which in essence helps you to answer where are we now? The O pportunities and T hreats you face in the external business environment which will later influence how you answer where do we want to be?
Vision Vision To become the leading independent 4* hotel in London providing excellent products and services at reasonable prices to every customer, every time
Mission Mission Our customers are our priority and we will provide them with a quality experience which is second to none. We recognise the importance of our employees in achieving this and we will create a positive working environment which encourages their loyalty, commitment and hard work. We strive to be excellent leaders and will undertake all our business activities in an honest and ethical manner to provide a fair return on our investment
From Mission to Goals Goals Goals Mission � To increase the number of � To increase the number of repeat customers to 40% repeat customers to 40% Our customers within three years within three years are our priority and we will � To increase Customer � To increase Customer provide them Satisfaction levels to 90% Satisfaction levels to 90% with a quality within two years within two years experience which is second to � To continuously increase � To continuously increase none. our scores on internal and our scores on internal and external quality audits external quality audits Page 23/24
From Mission to Goals Goals Goals Mission � To reduce employee � To reduce employee We recognise the turnover to 20% within three turnover to 20% within three importance of our years years employees in achieving this and � To achieve an average rating � To achieve an average rating we will create a of 75% from employee of 75% from employee positive working engagement surveys engagement surveys environment which encourages their � To introduce a bonus � To introduce a bonus loyalty, commitment scheme for all employees scheme for all employees and hard work. within three years within three years
From Mission to Goals Goals Goals Mission � To increase net profit to 15% � To increase net profit to 15% We strive to be of sales within two years of sales within two years excellent leaders and will undertake � To increase RevPar by 5% � To increase RevPar by 5% all our business annually annually activities in an honest and ethical � To increase restaurant � To increase restaurant manner to provide a throughput to 1500 covers per throughput to 1500 covers per fair return on our week within two years week within two years investment � To reduce labour costs to 40% � To reduce labour costs to 40% within two years within two years
The Strategic Map Stakeholder Focused How will Where we know Where do we How will we are we we are want to be? get there? getting Now? there? Vision Measure Current Annual Goals Strategy & Position Plan Progress Mission Continuous Improvement
Funnel Approach Vision Mission Increasing Goals the amount of detail at each Strategy level Annual Plan Results
THEME 2 LEAD TO SUCCEED How effective is Leadership at all levels within your hotel?
Leadership Concerns. . . What you want to achieve Goals & Objectives Targets The Plans What Outcomes How the work is done Who does the work Processes Employees Procedures Dimensions of Work The The How Who
The Human Equation The Who The How The What Outcomes Engaged Productivity, Achieved & Results Lead Employees efficiency and Satisfied in to quality Stakeholders Employees Processes Results Engaged employees deliver better results. Effective leadership engages employees!
The Great Debate - Lead or Manage? Lead Manage
Lead and Manage Engaging People to ensure their The Engage commitment, competence and motivation ‘leading’ (The Who) part Focusing on Process to ensure productivity, The Achieve efficiency and quality, in order to achieve the ‘managing’ Performance and results required part (The What and How)
Developing a Leadership Competence Model
Clarifying what your Leaders ‘Do’
Clarifying the ‘What’ – Process Mapping Support Marketing & Promotion Monitor & Review Efforts Food & Beverage Prepare for Service Service Effectiveness Manage the Quality Ensure Full Legal of the Customer Compliance Food & Beverage Experience Service Manage HR Optimise use Activities of IT Resources Complete Manage Financial Facilities Duties
Clarifying the ‘What’ – Process Mapping Handling Reservations Gather Feedback Greeting & according Seating to agreed (SOPs) procedures Manage the Quality ality of the Customer Experience Deal with Deliver high quality complaints/problems service (SOPs) (SOPs) Handle Billing & Payment
Clarifying what your Leaders must ‘Achieve’
Leadership Competence Model The What Possible Targets Meet revenue targets Achieve cost percentages Expected Increase customer satisfaction ratings for Results – What their area they must Achieve Lower employee turnover in their area Reduce number of accidents in their area Meet the requirements for training hours provided to staff Page 57
Leadership Competence Model The How Possible Criteria Effectively plan and organise the workload in their department Expectations Manage resources to achieve the objectives in relation to agreed for their area how the workload is Provide clear direction and guidance to their managed employees Ensure that work in their area is consistently carried out to the standard required Constantly strive to improve overall quality and promote continuous improvement in their area
Leadership Competence Model The Who Possible Criteria Demonstrate high levels of energy, enthusiasm and professionalism Expectations Show concern for their team members and regarding how interact with them in a positive manner they lead (Engage) Treat all team members equally and fairly Apply flexible leadership styles and regularly show an ability to adjust their approach to deal with different people and situations Communicate in a structured and effective manner with their team
THEME 3 ENGAGE YOUR EMPLOYEES Are your employees fully engaged?
Some Evidence Gallup Q 12 Survey The Three Types of Employees Engaged – employees work with 29% passion and feel a profound connection to their company Not Engaged – employees are essentially 55% ‘Checked Out’. Sleepwalking through their working day Actively Disengaged – employees aren’t just 16% unhappy at work, they’re busy acting out their unhappiness
Some Evidence CIPD Employee Engagement Survey Actively Engaged 35% Moderately Engaged 57% Actively Disengaged 8%
CIPD Survey Only 37% of employees had confidence in their senior management team Only 34% trusted their senior managers 42% didn’t feel they were kept well informed about what’s going on in their organization 30% indicate that their manager rarely or never gives feedback on their performance 25% felt completely undervalued Only 50% of employees feel that their senior managers have a clear vision of where the organisation is going
Benefits of Employee Engagement - Towers Martin Research
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