HR Corner The high road to service excellence by Ella Lee Hotel group's latest addition in Hong Kong impresses with top quality standards and a unique operating style Most businesses in the service industry belabour the point that customers always come first. But to what extent is this made to happen and how do they go about achieving true customer satisfaction? The Landmark Mandarin Oriental, which is the latest member of the Mandarin Oriental Group in Hong Kong, emphasises the need to uphold the group's universal standards of service while still being able to create a unique sense of belonging for every customer who walks through their doors. Cynthia Leong, the hotel's director of human resources says, "We are part of a world renowned international hotel group. That means we all are united by the same mission statement and service standards, while each property has its own unique style and sense of place." With 113 rooms, the hotel is small but luxurious and with a staff-to-guest ratio of almost 3:1, it promises the ultimate in personal, attentive service. "It is our target to address customers by name and serve them according to their preferences," says Ms Leong. As a result, the hotel has been able to maintain customer loyalty, with some guests visiting more than 10 times in the six months since last August's grand opening. In the area of people management, the hotel maintains a number of guiding principles and clear operating procedures. However, it also encourages staff to be innovative and flexible when delivering service. "For example, we usually require our receptionists to introduce two kinds of facility to guests. But if a customer is very tired, probably after a long-haul flight, we will ascertain his needs and preferences next morning," Ms Leong explains. Unlike other establishments, the Landmark Mandarin Oriental is also flexible with regard to employee appearance. "We allow staff to have tinted hair, tattoos and earrings, so long as they look trendy, stylish and consistent with the hotel's image," she adds. In fact, the hotel encourages individuality and creativity among its staff, and these attributes help enhance its reputation for distinctive service. Ms Leong recalls that management used this approach in an innovative recruitment campaign which did not specify dress code. Candidates were simply asked to dress in the way they thought might impress. However, at the other end of the scale, the hotel strongly emphasises teamwork. The aim is to create a harmonious and co-operative environment with shared responsibility, accountability and recognition. "By working together as colleagues and by treating each other with mutual respect and trust, we will all contribute to the hotel's overall success," says Ms Leong. To make this happen, even support staff in human resources, public relations and information systems must visit the hotel lobby at different times of the day to greet guests. "We may open the door, or even carry luggage for our customers, just to share in the work of our frontline colleagues," she adds. By treating each other with mutual respect and trust, we will all contribute to the hotel's overall success Sensitivity to lifestyle To reinforce the overall sense of corporate values, Ms Leong says it is essential to hire people who are a good cultural fit. Service orientation and communications skills are two criteria that top her list, while an open mind and an inner drive for improvement are intangible but essential attributes. Ultimately, one special skill that each successful candidate must have is sensitivity to lifestyle. Once hiring is completed, a comprehensive training programme will commence, to ensure quality of service. According to Ms Leong, all new recruits must first undertake a two-day orientation course that covers the group's background, mission, culture, values and service standards. Frontline staff then learn about day-to-day best practice such as the way room attendants tidy up a guest's accommodation. On-the-job training is led by qualified instructors, who are usually the supervisors of different departments and is conducted regularly. To groom leaders capable of playing a pivotal role in creating an environment of excellence and innovation, the hotel participates in a joint management development programme with an Australian university. Those who complete the programme receive the equivalent of a diploma. In addition to having several weeks of intense workshop training, managers taking the course must complete two assignments, fulfil more than 100 criteria, and then put into practice the theory they have learnt about day-to-day hotel management. As customer expectations constantly increase, Ms Leong says the hotel's commitment to service excellence has stayed firm and on course. They have, though, had to employ many different and innovative methods to satisfy the needs of their guests. "For example, as a relatively small hotel, we do not maintain a traditional business centre. But we do have a handy, mobile service that can be delivered to the guest's room," she explains. Salient points Different methods used to achieve overall service goals Universal standards to promote the concept of customer satisfaction Mandatory operating procedures that still allow for flexibility Staff individuality treasured while promoting teamwork Taken from Career Times 17 March 2006, p. A20 Your comments are welcome at [email protected]