It’s a dilemma that has plagued hospitality professionals for decades: how much does one constrain labor before service is impacted. There are many variables that impinge upon scheduling such as demand, business mix, and market fluctuations. Striking a balance is as much art as science. Schedule too heavily and you place GOP and flow at risk. Schedule too lightly and you risk jeopardizing guest satisfaction and place your business at competitive risk.
The first lesson we learn as managers is that labor is the #1 cost that can be fully controlled. According to Lodging Magazine 44.8 percent of total hotel operating spend in 2013 went to labor related costs. So it is easy to see how a lax approach toward labor costs can quickly spiral out of control. How then can we better manage the process? The key is to employ a standard metric, such as productivity factors. The benefit of utilizing this standard, as opposed to solely analyzing labor as a percentage of revenue is that anomalies in operating procedures are more readily apparent. When incorporated into a scheduling tool overages and deficits can be identified, analyzed and corrected prior to roll out and before service to the guest is adversely affected. When integrated in a labor analysis tool managers can identify departmental inefficiencies that not only impact the bottom line but affect guest satisfaction. Caught early enough action plans can be devised and launched to hedge against dissatisfiers.
Hospitality businesses necessitate accurate scheduling to properly service both their internal and external customers. Managers will continue to have to juggle the competing interests of financial and service goals. However committing to a productivity measurement system will ensure that a harmonious balance between the two is struck.
In the spirit of hospitality…
We all know great service when we see it. But how do we convey its importance? How do we establish the parameters by which all of our associates deliver consistently?
Below is a definition of GREAT SERVICE that can be introduced in your organization to begin the culture of caring.
G – Guests first! Give maximum effort 100% of the time.
R – Respect guests and co-workers alike.
E – Esteem. Always be motivated and carry yourself with pride.
A – Ask for help when needed and give help when asked.
T – Thanks everyone. Always show gratitude.
S – SMILE! It will make someone’s day.
E – Everyone works as a TEAM (Together Everyone Accomplishes More).
R – Respond to verbal and non-verbal cues.
V – Value every guest and associate.
I – Initiative. Be proactive versus reactive in anticipating needs, resolving challenges, removing barriers.
C – Caring for your job, your guests and your co-workers.
E – Experience. Create a rewarding experience with every interaction.
Whenever my travels take me to Little Rock I make it a point to stop in to @ the corner – a modern diner on Markham Street. While the food is consistently fantastic, the main element that keeps me coming me back time and again is the hospitality. I am drawn to their business for very personal reasons.
The owners can always be seen flitting about greeting customers and making personal connections. Each experience is unique and tailored to the patron that is being engaged. They take the time to get know each customer and utilize that knowledge to personalize the experience.
All too often we are subjected to a transactional service experience replete with scripted phrases and responses. It is refreshing then to encounter an establishment that is the embodiment of hospitality. A welcoming and relaxed atmosphere allowing for the utmost enjoyment. Instead of entering a building, one walks into a home. Instead of being greeted by a stranger, one is welcomed by friends. Instead of ordering food, one shares a meal. It is this relaxed and genuine approach to service that we should all strive to inject in our own service interactions.
In the spirit of hospitality…