Mystery shoppers keep staff on their toes
GETTING PAID TO shop might sound like a dream job, but the people in this line of work are neither spendthrift nor carefree. They are the 'mystery shoppers' hired by organisations, particularly in the retail and hospitality industries, as impartial inspectors and agents of change.
Their role is to visit companies, act as guests or customers, report on their experience and then get paid. They provide feedback to management on service quality and staff performance, and point out any major and minor deficiencies.
Companies that make use of mystery shoppers are in no doubt of their value in identifying gaps and effecting improvement. And, although staff may be aware that their employer is running such a programme, they have no advance knowledge of specific visits.
'Mystery shoppers give us a true reflection of our service standards,' said Bob van den Oord, general manager of Eaton Hotel. 'We have key performance indicators and I have to deliver certain results. They help us achieve our targets.'
Eaton Hotel appoints mystery shoppers to evaluate all departments. The hotel gets 'shopped' twice a year but some departments, such as sales, may have as many as four visits a year.
'They sample our products, eat, drink and stay overnight,' said Mr van den Oord. 'They rate our service and give us a score.'
The inspection could include how a drink or dish is served, assessing the amenities available in each room and how quickly the phone is answered.
According to Lucas Peng, managing director of IFH Asia, which provides such services for the hospitality industry, the report should not include any personal likes or dislikes.
'We are trained to evaluate the quality of a hotel from every aspect of a guest's perspective; starting from the time we call the hotel to make a reservation, all the way until we depart in a taxi,' Mr Peng said.
A comprehensive evaluation included looking at service quality, communication and sales skills, maintenance and amenities, food and beverage service and security measures, he said.
Having such a programme has helped the Eaton stay on its toes. Far from being apprehensive, staff are now motivated to do better and look forward to getting an evaluation report. The feedback also specifies which areas need attention, so training programmes can be tailored accordingly.
Mr van den Oord said: 'It's a win-win programme.'
For Mr Peng, mystery shopping has its rewards, such as being paid to stay at some of the best hotels. His only concern is about having to 'pretend all the time'. To avoid attracting attention, Mr Peng behaves like a regular business traveller.
