Managing the change in Aged Care from a catering mindset to a hospitality experience
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Learn how to create strategic opportunity in aged care through food services. Identify operational opportunities to create lasting impressions on your customers and engage your staff to implement change. This presentation also explains how to use Moments of Truth mapping to help set operational standards.
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Managing the change in Aged Care from a catering mindset to a hospitality experience
- 1. Managing the Change from a Catering Mindset to a Hospitality Experience LASA Victoria Aged Care Catering and Hospitality Seminar May 2015 Mik Becker – Marketing and Sales manager
- 2. Change Factory – improving business performance by changing people’s behaviour Three part presentation 1. Creating strategic opportunity through food services 2. Identifying operational opportunities to create lasting impressions 3. Engaging staff to implement change Introduction and Outline
- 3. Creating Strategic Opportunity Through Food Services
- 4. 1. Current state of aged care hospitality • Compliance driven, food safety • Efficiency, low cost, less choice – catering system • Multicultural clients and tastes • Good nutrition • High prevalence and popularity of TV food shows has increased our awareness of food quality and variety Change is here – Current State
- 5. 1. Future state of aged care hospitality • Consumer driven aged care - choice (CDC) • Baby boomers value the food and dining experience (they are used to dining out and eating quality food) • They use social media to spread the word • Your food experience is part of your brand Change is here – Future State
- 6. Transitioning to CDC – Consumers drive what we do Employees Systems & Processes Government and Compliance Driven Consumer Directed Care Government MARKET • Consumers • Government Government Regulators Employees Systems & Processes MARKET • Consumers • Government Government Regulators Consumer
- 7. 1. Efficient meal production and delivery 2. Low cost driven – raw materials, labour, equipment 3. Large volume and less variety 4. Balanced nutrition 5. Basic and practical food presentation and environment 6. Low level customer service (get the plate to the table) Catering Mindset
- 8. 1. Wider choice of quality and cost 2. Food and beverage matching 3. Locally grown or organic produce (seasonal) 4. High presentation on plate 5. Well thought out dining environment • Interior design, lighting, flowers, candles, artwork 6. Dining experience for the senses • Not just taste and smell (music, touch of table linen or chair) • Evoke pleasant memories, traditions 7. High level customer service • Connected, engaging, anticipate needs Hospitality Experience
- 9. What is Fair Value? The Ritz Carlton Hotel • Fine dining experience • High cost and high quality meal • Quality food and beverage range • High quality service • Up market environment The Cattlemen’s Restaurant (Dubbo) • Pub or RSL meal dining experience • Low cost and average quality meal • Narrow range of food and beverage • Low quality service (self serve) • Basic dining environment and surroundings
- 10. Providing Superior Customer Service – The Fair Value Line PerceptionofCost Perception of Service Superior Service Bad Service
- 11. 1. People perceive service and cost value 2. Dining mood (greeting and welcome, seated quickly, noise level, lighting and environment, other customers) 3. Your interest in me and body language 4. Tone and pace of voice 5. Customer’s mood and attitude towards food influence their dining experience 6. How do I move along the fair value line? • Understand your customer • Moments of Truth Mapping Perception of Service and Cost
- 12. 1. Identify your best value client • Segment according to demographics and needs • Residential aged care offers choice of rooms – why not food? 2. Identify your strengths and advantages • Cultural, regional, price 3. Match your menu, staffing and environment to your audience Target Audience Matching
- 13. Identifying Operational Opportunities to Create Lasting Impressions
- 14. A Moment of Truth is any opportunity to create a lasting perception in your customer’s mind 1. Enables you to identify your customers’ perception of value 2. Identify every customer interaction relating to food services and dining • Staff greeting and seating • Table service – taking orders, serving meals, product knowledge • Dining environment • Meal quality and presentation • Staff uniform, presentation and customer engagement Moments of Truth
- 15. Good and Bad Moments of Truth in Hospitality
- 16. DO 1. Map a generic customer’s experience and determine the moments of truth 2. Make a view of each significant target segment 3. Survey customers’ actual experiences – e.g. phone, face to face, online survey • Functional and emotional 4. Customer complaints • Only a small percentage of customers who are dissatisfied actually complain 5. Use employee observations 6. “Day in the life of” observations (put yourself in their shoes) DON’T 1. Use "satisfaction” surveys • The design of most satisfaction surveys is usually poor. Asks an opinion of, but not the importance • Satisfaction surveys tend to condition recipients to give a response Mapping Moments of Truth – Do’s and Don’ts
- 17. Moments of Truth Map – Examples in Aged Care Food Services Contacts with Organization Current Situation Desired Situation Staff Greeting for clients Clients are not greeted Every client is greeted and seated Serving meals Clients serve themselves from the buffet Staff bring meals to each client at the table Table setting Inconsistent table setting and cutlery does not match Consistent standard for every table setting Dining environment Looks and feels like a staff cafeteria and has no atmosphere Well presented surroundings, furnishings and layout conducive to socialising and dining experience Menu selection We serve a fixed menu with no options for choice Choice of meals and periodic dining special events
- 18. 1. Create a Standards of Operation 2. Complete a Training Needs Analysis 3. Design and develop training 4. Reconsider the current performance management approach 5. Consider restructuring service delivery options 6. Recruit on attitude to deliver service What to do with a Moment of Truth Map?
- 19. Engaging Staff to Implement Change
- 20. 1. Communicate the vision for your hospitality experience • Do it often and provide performance data • Let them know “What’s in it for me?” 2. Manage staff performance • Twice yearly appraisals, and on the spot feedback 3. Recognise great performance immediately and publicly Tips to Engage Hospitality staff Reference Sidona Group 2014
- 21. 1. Encourage a learning culture to improve knowledge and skills 2. Encourage the employee voice • Ask for input, improvements, remove roadblocks 3. Empower staff to make decisions within clear boundaries Tips to Engage Hospitality staff Reference Sidona Group 2014
- 22. Theory of Planned Behaviour Beliefs about the likely consequences of the behaviour Beliefs about the normative expectations of others Beliefs about the presence of factors affecting performance of the behaviour EXAMPLE: If I greet people as they enter the dining room, they are likely to be talkative and I can gauge their mood. My colleagues think this is a good idea as it will help us with seating customers depending on whether they want some privacy or want to be more socially involved. The welcome desk at the front of the dining room easily allows me to position myself and record who has come for dinner. This sounds like a good idea and I’ll give it a go.
- 23. 1. Determine what customer segments you wish to serve 2. Assess exactly what the segments value 3. Develop practical ways that systems can be modified or developed to consistently deliver value to customers 4. Design and implement revised standards of operation Implementing Change
- 24. 1. Train and empower service staff to deliver value • 10 minute training sessions before a shift change (table set up, menu information and communication, meal presentation) • Engage staff members to run these training sessions 2. Evaluate and modify service delivery systems against standards of operation • Ask for customer feedback on meals and service • Let customers know when you have acted on feedback Implementing Change
- 25. Conclusion
- 26. 1. Creating strategic opportunity through food services • Review your strategy, audiences, fair value line 2. Identifying operational opportunities to create lasting impressions • Map your Moments of Truth, implement standards 3. Engaging staff to implement change • Train and empower them Re-cap
- 27. 1. You will identify how to keep your existing customers happy using food and the dining experience 2. Attract target clients through word of mouth 3. Food service staff feel valued and contribute actively to your brand 4. Your hospitality experience helps differentiate you on the fair value line Benefits of Changing from a Catering Mindset to a Hospitality Experience
- 28. Call Mik Becker 9614 8177 Mik.becker@changefactory.com.au Visit our website http://www.changefactory.com.au Subscribe to Moments of Truth newsletter http://www.changefactory.com.au/newsletter-sign/ Contact Us
Hinweis der Redaktion
- We have experience in hospitality consulting with the Heritage Golf and Country club and some hotels in Fiji. In Aged care we are working with the AVWA. Change Factory has been in change management consulting for over 10 years.
- Master Chef, My Kitchen Rules, Gordon Ramsey, Jamie Oliver Food safety standards – FSANZ’s Standard 3.3.1
- Baby boomers are users of the internet and social media. The Australian Government plans on introducing CDCs into residential care in the future. It developed and has been trialing CDC delivery in 2013-14 and will evaluate the trial in 2014-15 to determine how best to implement the CDC model in residential facilities.
- Pre CDC Government drives consumer choices Non-clinical services are variable Low level of consumer control Non-clinical services informally defined Service provider control of customer relationship through fixed product offering Post CDC Consumer demand and provider innovation drives the provision of service Consistent, high quality service provided High level of consumer control Non-clinical services formally defined Service provider control of customer relationship through employee engagement and management
- Corporate catering is often beef or chicken choice only – like wedding catering.
- This is what a hospitality experience could look like and include. Traditions such as Sunday Roast, Christmas Movie night – match the food with the movie experience Ratatouille Favourite food Inviting the family in to celebrate a birthday with a customer
- Fair value is looking at your strategic opportunity. Where do you and your competitors sit in the minds of your customers? Let’s start by looking at two very different food experiences.
- Both the Cattleman’s restaurant and the Ritz Carlton are on the fair value line. Even if they serve different audiences. Where do you sit - on the line or off the line?
- To your customers their perception is their reality.
- If your audience is predominantly Vietnamese then create a menu that audience would enjoy.
- Sometimes it is worth imagining what is the worst that can happen in a moment of truth. Then reverse that to determine where to set the standard. Another tip is to do some risk analysis on what moments of truth are most likely and have the biggest impact.
- Walk through the customer journey and document what happens when meals are made and served. Ask customers How satisfied are you with our service? What do you value most about our service? Welcome complaints and suggestions as an opportunity to continually improve.
- There are hundreds of moments of truth in hospitality. Pick your top ten and work on those. Prioritise what adds the most value and has the biggest positive impact. Do some of the easy ones first to get quick wins and build confidence.
- A training needs analysis measures the gap between where staff are at now in terms of competence and where they need to be to deliver on all standards of operation.
- What gets measured is what gets done. Define clear indicators for performance and let staff know how they contribute to that performance. Let them know when they are on track and off track.
- 1. Give staff permission to make improvements and seek feedback from customers on service and quality. 2. If roadblocks need to be cleared then support staff by clearing them (eg. if a piece of equipment needs replacing and is effecting service delivery or quality) 3. If the boundaries are cost, health and safety, minimum service standards and so on, then ask for ways to improve within those boundaries.
- New behaviour is greet customers and seat them. 1. Behavioural belief is what will happen if I do this? What’s in it for me? I believe this will be good for me as I can gauge our customers moods and it will make it easier for me to seat everyone. 2. Other staff think this is normal and this behaviour is seen as the norm around here. If they believe it I believe it too. 3. I can perform this behaviour easily because I have the equipment, training and time to do it. I will get to know our customers better and provide friendly service.
- 1. Segmenting your customers with regard to value. What do they value and can you supply that? Survey them, ask and find out? For example: You may target affluent clients who value choice of meals and wine and a dining experience with regard to customer service. Or you may target a lower level demographic who value friendly service but cannot afford and do not want a higher end service. 3. A mix of dining together and in-room dining may require a different approach to choice and value. 4. Standards are not just about food safety standards
- Ask for customer feedback: If there was one thing we could do better for you, what would that be? What did you like most about tonight's meal? What is your favourite food or meal?