Not only do hotel leaders in the luxury and ultra-luxury segments of the lodging industry need to deliver the hospitality and service style that their real-world guests expect, but they also have to worry about standards mandated by third-party hotel rating services.
No doubt, being awarded merit-based symbols such as diamonds, keys or stars is a worthwhile achievement that is recognized by luxury guests, opening doors to exclusive marketing opportunities. Certainly, all staff should therefore be trained and retrained on these expectations.
All too often though, frontline staff experience lecture-style training during which they are drilled on these standards, causing them to be so nervous about meeting the needs of one single on-site ratings inspector that the real-world guests they encounter daily are forced to endure insincere conversations which feel disingenuous and inauthentic, ironically, working against the objectives of a service style that sets out to be genuine, bespoke and authentic.
But the problem is not only the training, but also the overly detailed lists of standards themselves. In the process of training some of the world’s top-rated luxury hotels and resorts, I get to read the latest versions of standards across all the major ratings systems. Typically, I find there are at least 20 or 30 for every department. For example, the standards set by one very popular ratings service has well over 25 standards for arrival, more than 50 for dining, around 45 for bar and over 40 for in-room dining.
What makes this even more confusing to the staff is that many focus more on the physical “product” and the operational processes which are beyond the realm of the frontline staff, but typically still covered in the training.
I’m also hearing that often, when outside trainers from the rating services are brought in, these sessions are all about memorizing the standards, with very little discussion about how they allow guests to experience personalized, elegant service.
Consequently, staff members end up experiencing unnecessary anxiety as they try their best, without understanding the intention of these standards, and without any direction or practice on how to use them when engaging real guests daily.
As a result, guests encounter staff who nervously overuse certain words and phrases. For example, a standard focusing on using guests’ names often results in what I call being “Mr. Kennedy’ed to death.” Yes Mr. Kennedy, very good Mr. Kennedy, certainly Mr. Kennedy, have a wonderful day Mr. Kennedy.
As an example, one common standard that has crept into overuse is to determine if guests have food allergies. Now, I get why this is important because my grandniece has an extreme allergy to peanuts. Personally, everyone I know who has a food allergy makes it a point to be the one to ask questions about ingredients, but I get that it’s polite for a server to proactively ask. Yet lately I find this question being overused.
Take the experience I recently had at the breakfast buffet at an ultra-luxury resort. First, the hostess asked if I had any allergies, then the busser asked when he served coffee and juice. The (same) server actually asked me two times, and on top of that, the line attendant on the buffet parroted the same exact question.
While most standards make sense, I personally feel that some feel ridiculous. For example, when traveling for business, I generally order room service. Typically, I always answer the door with a greeting and smile, then I turn back into the room to clear space for the tray or table.
A few years back I encountered a new standard for the first time when I looked back toward the door and found my server still standing outside mumbling something, which I eventually deciphered as a question: “Do I have permission to enter your room Mr. Kennedy?” Honestly, at that hour, I had to restrain the cynic in me from saying “No. Just leave everything out there. I want to eat in the hallway.”
Another example of a well-intended standard that has become overused is offering assistance with transportation and/or directions. This one is first asked when I call from my room, either to notify the desk that I’m leaving, or to call for luggage assistance. If I stop by for a copy of my folio, they ask again. Then if there is a door or valet attendant, I am asked a third time.
I had a recent ultra-luxury hotel training client say they got “dinged” by their inspector for over-using this question, despite that it is one of their ratings standards. The inspector’s solution was to just have one department offer assistance, not all three. The problem here is that some guests do not call down; some do not stop by; and some do not have a car parked in valet, so if only one of these three departments offers assistance, many of the real guests would not be offered at all. Also, practically speaking, most guests these days either hire an Uber, have a ride, or already have a car service set-up, or if they are driving, use Maps or Waze, so I highly doubt guests benefit from this one.
Here are some training tips based on the hospitality and service excellence workshops we present to our luxury clients.
- Train your team on the “whys” behind the “whats.” Why does our hotel want to fulfill these standards? How does it help us deliver a refined, elegant service style? Why do guests appreciate this style of service? How does our hotel marketing benefit when we achieve this rating status?
- Ensure that the training does not overwhelm staff by focusing only on those that are within their realm of influence. Do not review standards related to systems, processes or the actual physical product.
- For each standard listed, provide multiple “conversational” examples of how it can be achieved and have the staff role-play how to use the examples in a way that feels authentic.
Doug Kennedy is president of the Kennedy Training Network, Inc. Contact him at doug@kennedytrainingnetwork.com.
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