The document discusses achieving excellence in the hotel industry. It covers 4 themes: defining direction by establishing a vision, mission, and goals; effective leadership at all levels; engaging employees; and being truly customer focused. For each theme, it provides guidance on key aspects. For example, for leadership it discusses developing a competence model that defines expectations for what leaders achieve and how they manage work. The overall aim is to provide a framework for hotels to evaluate themselves and identify areas to improve performance and drive excellence.
2. Focus of Today
THEME 1
DEFINE DIRECTION
THEME 1
DEFINE DIRECTION
What are you trying to
achieve?
What are you trying to
achieve?
Drivers of
Excellence
Drivers of
Excellence
THEME 2
LEAD TO SUCCEED
THEME 2
LEAD TO SUCCEED
How effective is Leadership at
all levels within your hotel?
How effective is Leadership at
all levels within your hotel?
THEME 3
ENGAGE YOUR EMPLOYEES
THEME 3
ENGAGE YOUR EMPLOYEES
Are your employees fully
engaged?
Are your employees fully
engaged?
THEME 4
CAPTIVATE YOUR CUSTOMERS
THEME 4
CAPTIVATE YOUR CUSTOMERS
Are you truly customer
focused?
Are you truly customer
focused?
6. 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.
15. The Strategic Map
Stakeholder FocusedStakeholder Focused
How will
we know
we are
getting
there?
How will
we know
we are
getting
there?
How will we
get there?
How will we
get there?
Where do we
want to be?
Where do we
want to be?
Where
are we
Now?
Where
are we
Now?
Current
Position
Current
Position
Vision &
Mission
Vision &
Mission
GoalsGoals StrategyStrategy Annual PlanAnnual Plan
Measure
Progress
Measure
Progress
Continuous ImprovementContinuous Improvement
16. Where are we now?
Stakeholder FocusedStakeholder Focused
Where
are we
Now?
Where
are we
Now?
Current
Position
Current
Position
17. Where are we now?
Means truly understanding your current position by
conducting
research and preparing a fact-based SWOT analysis:
The current internal Strengths and Weaknesses of your
hotel - which in essence helps you to answer where are we
now?
The Opportunities and Threats you face in the external
business environment which will later influence how you
answer where do we want to be?
18. Where do we want to be?
Stakeholder FocusedStakeholder Focused
Where do we
want to be?
Where do we
want to be?
Where
are we
Now?
Where
are we
Now?
Current
Position
Current
Position
Vision &
Mission
Vision &
Mission
19. Vision
Vision
To become the leading independent 4* hotel in London
providing excellent products and services at reasonable prices
to every customer, every time
20. 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
21. The Strategic Map
Stakeholder FocusedStakeholder Focused
Where do we
want to be?
Where do we
want to be?
Where
are we
Now?
Where
are we
Now?
Current
Position
Current
Position
Vision &
Mission
Vision &
Mission
GoalsGoals
22. From Mission to Goals
Mission
Our customers
are our priority
and we will
provide them
with a quality
experience which
is second to
none.
Mission
Our customers
are our priority
and we will
provide them
with a quality
experience which
is second to
none.
Goals
• To increase the number of
repeat customers to 40%
within three years
• To increase Customer
Satisfaction levels to 90%
within two years
• To continuously increase
our scores on internal and
external quality audits
Goals
• To increase the number of
repeat customers to 40%
within three years
• To increase Customer
Satisfaction levels to 90%
within two years
• To continuously increase
our scores on internal and
external quality audits
23. From Mission to Goals
Mission
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.
Mission
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.
Goals
• To reduce employee
turnover to 20% within three
years
• To achieve an average
rating of 75% from employee
engagement surveys
• To introduce a bonus
scheme for all employees
within three years
Goals
• To reduce employee
turnover to 20% within three
years
• To achieve an average
rating of 75% from employee
engagement surveys
• To introduce a bonus
scheme for all employees
within three years
24. From Mission to Goals
Mission
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
Mission
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
Goals
• To increase net profit to 15%
of sales within two years
• To increase RevPar by 5%
annually
• To increase restaurant
throughput to 1500 covers per
week within two years
• To reduce labour costs to 40%
within two years
Goals
• To increase net profit to 15%
of sales within two years
• To increase RevPar by 5%
annually
• To increase restaurant
throughput to 1500 covers per
week within two years
• To reduce labour costs to 40%
within two years
25. The Strategic Map
Stakeholder FocusedStakeholder Focused
How will
we know
we are
getting
there?
How will
we know
we are
getting
there?
How will we
get there?
How will we
get there?
Where do we
want to be?
Where do we
want to be?
Where
are we
Now?
Where
are we
Now?
Current
Position
Current
Position
Vision &
Mission
Vision &
Mission
GoalsGoals StrategyStrategy Annual PlanAnnual Plan
Measure
Progress
Measure
Progress
Continuous ImprovementContinuous Improvement
27. THEME 2
LEAD TO SUCCEED
THEME 2
LEAD TO SUCCEED
How effective is
Leadership at all levels
within your hotel?
How effective is
Leadership at all levels
within your hotel?
28. Leadership Concerns. . .
Dimensions
of Work
The
What
The
What
The
How
The
How
The
Who
The
Who
What you want to achieve
Goals & Objectives
Targets
Plans
Outcomes
How the work is done
Processes
Procedures
Who does the work
Employees
29. The Human Equation
The Who
Engaged
Employees
Employees
Lead
to
The How
Productivity,
efficiency and
quality
Processes
Results
in
The What
Outcomes
Achieved &
Satisfied
Stakeholders
Results
Engaged employees deliver better results. Effective
leadership engages employees!
31. Lead and Manage
Engage
Engaging People to ensure their
commitment, competence and motivation
(The Who)
The
‘leading’
part
Achieve
Focusing on Process to ensure productivity,
efficiency and quality, in order to achieve the
Performance and results required
(The What and How)
The
‘managing’
part
34. Clarifying the ‘What’
– Process Mapping
Monitor & Review
Food & Beverage
Service
Effectiveness
Monitor & Review
Food & Beverage
Service
Effectiveness
Ensure Full Legal
Compliance
Ensure Full Legal
Compliance
Optimise use
of IT Resources
Optimise use
of IT Resources
Manage
Facilities
Manage
Facilities
Complete
Financial
Duties
Complete
Financial
Duties
Manage HR
Activities
Manage HR
Activities
Manage the Quality
of the Customer
Experience
Manage the Quality
of the Customer
Experience
Prepare for
Service
Prepare for
Service
Support Marketing
& Promotion
Efforts
Support Marketing
& Promotion
Efforts
Food & Beverage
Service
Food & Beverage
Service
35. Clarifying the ‘What’ – Process
Mapping
Gather Feedback
according
to agreed
procedures
Gather Feedback
according
to agreed
procedures
Handle Billing &
Payment
Handle Billing &
Payment
Deliver high quality
service
(SOPs)
Deliver high quality
service
(SOPs)
Greeting &
Seating
(SOPs)
Greeting &
Seating
(SOPs)
Handling
Reservations
Handling
Reservations
Manage the Quality
of the Customer
Experience
Manage the Quality
of the Customer
Experience
Deal with
complaints/problems
(SOPs)
Deal with
complaints/problems
(SOPs)
37. Leadership Competence Model
The What Possible Targets
Expected
Results – What
they must
Achieve
Meet revenue targets
Achieve cost percentages
Increase customer satisfaction ratings for
their area
Lower employee turnover in their area
Reduce number of accidents in their area
Meet the requirements for training hours
provided to staff
Page 57
38. Leadership Competence Model
The How Possible Criteria
Expectations
in relation to
how the
workload is
managed
Effectively plan and organise the workload in
their department
Manage resources to achieve the objectives
agreed for their area
Provide clear direction and guidance to their
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
39. Leadership Competence Model
The Who Possible Criteria
Expectations
regarding how
they lead
(Engage)
Demonstrate high levels of energy,
enthusiasm and professionalism
Show concern for their team members and
interact with them in a positive manner
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
41. Some Evidence
Gallup Q 12 Survey
The Three Types of Employees
Engaged – employees work with
passion and feel a profound connection
to their company
Not Engaged – employees are essentially
‘Checked Out’. Sleepwalking through their
working day
Actively Disengaged – employees aren’t just
unhappy at work, they’re busy acting out their
unhappiness
29%29%
55%55%
16%16%
43. 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
45. Research
Organisations with highly engaged employees achieve twice
the annual net income of organisations whose employees lag
on engagement. (Kenexa Research Institute - WorkTrends
Report, 2008)
Organisations with high levels of employee engagement have
2.6 times the earnings per share (EPS) growth rate compared
to organizations with lower engagement in the same industry.
(Gallup - Engagement Study)
Highly engaged employees miss 20 percent fewer days of work
and are almost 80 percent more likely to be top performers.
(Towers Watson)
48. Achieving Consistency (S)
The Route to Service ExcellenceThe Route to Service Excellence
ExperienceExperienceExpectationsExpectations EvaluationEvaluation
What are your
customers’
common and
specific
expectations?
How do you define
them?
What are your
customers’
common and
specific
expectations?
How do you define
them?
PhysicalPhysical
ProductsProducts
PeoplePeople
ProceduresProcedures
How does the
experience you
offer rate against
the quality
continuum?
Are you exceeding
your customers’
expectations?
How do you know?
How does the
experience you
offer rate against
the quality
continuum?
Are you exceeding
your customers’
expectations?
How do you know?
51. Achieving S + 1
Adding value through providing +1s for customers.
+1s may be relevant to physical, product, people or
procedural elements within the customer experience.
They can be designed to meet specific customer
expectations identified from your interactions with your key
customer groups.
Most of the time though, the +1s are common sense and
can be very simply applied, such as the little things that
your employees say or do to make your customers feel
special.