PEOPLE MIX
In an age of sophisticated information technologies when we have been making superhighway for communications, we find a basic change in the expectations of users. The personnel serving the hotel companies no doubt depend substantially on the instrumentality of information technologies but here it is , also important that hotels and hotel companies assign due weightage to the development of personnel.
This phrase is meaningful not only for the technologies but even for the people who manage them. It is against this background that the marketing experts the world over have been found making a strong advocacy in favour of an ongoing training programme for the personnel servicing the hotel companies.
In this context, our prime focus is on the front-line-personnel working in hotels in different capacities. The receptionists, the porters, the house-keepers, the waiters and waiteresses and even the doormen play an incremental role in promoting the business.
The sales executives, the marketing managers, the senior executives bear the responsibility of managing the front-line-personnel in such a way that the promised services reach to the ultimate users without making any distortion.
Of course, they arc supposed to have proper education and knowledge regarding the services they need to offer but here, it is also important that we organise for them an ongoing training programme, refresher courses, capsule courses, lecture programmes, specially related to the behavioural profile.
We find several cases to quote that even the five star hotels where the users stay with high expectations, a minor mistake committed by the receptionists or the housekeepers has resulted in a bigloss.
The front- line-staffing particular need to identify the changing levels of expectations of users and in a majority of the cases they virtually fail in doing such. A gap is generated between the quality-promised and the quality-offered.
If the hotel personnel prove to be high-performers, personally-committed, professionally-sound, value-oriented, aware of the behavioural management; familiar with the aesthetic management; they can satisfy the users even if the sophisticated technologies develop a fault.
This makes it essential that the hotel personnel are made available an ongoing training facility efficacious in enriching their professional excellence.
The cases of menu fatigue, power interruption, mismanaged bedrooms, function rooms and restaurants, indecent behaviour of doormen, poor information to the receptionists and enquires can be minimised considerably if we assign due weightage to performance-orientation.
We should not forget that the technologies in no case can replace the high-performers.
In an age of sophisticated information technologies when we have been making superhighway for communications, we find a basic change in the expectations of users. The personnel serving the hotel companies no doubt depend substantially on the instrumentality of information technologies but here it is , also important that hotels and hotel companies assign due weightage to the development of personnel.
This phrase is meaningful not only for the technologies but even for the people who manage them. It is against this background that the marketing experts the world over have been found making a strong advocacy in favour of an ongoing training programme for the personnel servicing the hotel companies.
In this context, our prime focus is on the front-line-personnel working in hotels in different capacities. The receptionists, the porters, the house-keepers, the waiters and waiteresses and even the doormen play an incremental role in promoting the business.
The sales executives, the marketing managers, the senior executives bear the responsibility of managing the front-line-personnel in such a way that the promised services reach to the ultimate users without making any distortion.
Of course, they arc supposed to have proper education and knowledge regarding the services they need to offer but here, it is also important that we organise for them an ongoing training programme, refresher courses, capsule courses, lecture programmes, specially related to the behavioural profile.
We find several cases to quote that even the five star hotels where the users stay with high expectations, a minor mistake committed by the receptionists or the housekeepers has resulted in a bigloss.
The front- line-staffing particular need to identify the changing levels of expectations of users and in a majority of the cases they virtually fail in doing such. A gap is generated between the quality-promised and the quality-offered.
If the hotel personnel prove to be high-performers, personally-committed, professionally-sound, value-oriented, aware of the behavioural management; familiar with the aesthetic management; they can satisfy the users even if the sophisticated technologies develop a fault.
This makes it essential that the hotel personnel are made available an ongoing training facility efficacious in enriching their professional excellence.
The cases of menu fatigue, power interruption, mismanaged bedrooms, function rooms and restaurants, indecent behaviour of doormen, poor information to the receptionists and enquires can be minimised considerably if we assign due weightage to performance-orientation.
We should not forget that the technologies in no case can replace the high-performers.