Motivated employees 'give great service'
Inadequate product and service knowledge among frontline employees, and a high turnover rate, prompted the InterContinental Grand Stanford Hong Kong last year to initiate the 'Driving towards Excellence' programme.
'The programme is effective in motivating employees to improve services,' said Peter Pollmeier, the hotel's general manager, after the hotel had achieved the second highest score among 20 local companies in a biennial employee satisfaction survey conducted by the Hong Kong Institute of Human Resource Management. 'It also achieved the stated goal of [ensuring] happy staff. It was beyond [all of] our expectations.'
A quality checklist was drawn up based on the results of the annual mystery shopper evaluation. Topics for the training sessions were set based on the results of a monthly guest satisfaction tracking system. Departmental trainers were selected and they formed a trainers' club to meet and share best practices every month, he said.
'When the employees enjoy the work, they will naturally give great service,' said Lincoln Davis, director of quality management at the hotel.
All operational divisions of the hotel, such as housekeeping and front office, were mobilised to participate in the training programme. Quality auditors were appointed and, once a month, they audited the performance of other divisions against the quality checklist. 'Department heads get the results every month,' Mr Davis said. 'When they see any gaps between the training and actual services delivered, training will be added to address them in the coming month. In essence, the employees themselves drive the improvement.'