"The Right Person" idea and why it's going in the wrong direction.

          I have heard this term used more and more in the hospitality industry. I feel however the general idea of who a "right person" or "right hire" is, has become confused.
          The "right people" has become this ambiguous term, more relegated to personality traits, appearance, and a certain "feel" from the interview process. This is the way I have understood it the last few years since the term has come into more use.

• Initially you have the resume. This is your indication of work ethic and progress. Depending on their previous history, length of duration and other factors, you can measure their success to a certain degree.
• References speak about the type of person they are and are an invaluable tool. You can also view their social media such as LinkedIn and Facebook to get a better sense.
• The interview process brings you a certain degree of knowledge and feel about the person sitting in front of you, although this can be contrived to any extent.  

          Always searching for "the right person" shouldn't mean we place these verifiable items to the rear. The ambiguous nature of "the right hire" takes away from the true strengths and weaknesses of a perspective applicant.



As long as their background checks out, their resume is progressive, and they have shown a solid direction in their education and future, they should be considered. These are concrete achievements that people have attained through hard work and dedication. Great work histories don't happen by accident. Rather than spending month after month trying to track down the right hire using relative intangibles, a new direction needs to be taken.


          Right people are built. They are built as per your business model, standards and expectations. There are plenty of "right people" out there. I have personally interviewed great people only to see many of them never return because they somehow didn't fit the category of "the right candidate" but yet, 3 different department head managers were fully committed to their hire being the actual staff that would have to work with them.




          Take your solid foundation and well referenced candidate and turn them into "the right person". This means the following:

• Be involved. Know your hire. What makes them happy/unhappy. What are their goals? Map out their interests with yours. Knowing your staff means retention. There is no reason why your staff's goals can't be mapped out for at least a year. This will help you forecast future moves with staffing and give a clearer picture as to future budgeting.
• Proper training. You want a specific standard, train it.
• Proper and sensible procedures and guidelines. If your policies and procedures make no sense, or create more hardship, staff will chafe against it. Line staff are savvy individuals who's attention to detail on a daily basis see these deficiencies. 
• Proper management oversight. You want a specific thing, train it and follow up immediately until it becomes second nature. Lack of oversight means deficiencies occur.
• Proper equipment. You can't have an expectation of a happy employee empowered to shine towards the guest, if they have consuming technology issues.
• Daily follow up and action. Follow up. Every day. A huge morale killer is staff that faces the same issues every day. A lot of time this is chalked up to "nature of the job", and on occasion it is. But if something can be fixed and the staff knows it can be fixed, it should be. Positive empowered staff need to have as clear a path as possible. If their own management is apathetic, don't expect world class hospitality. It all runs downhill.

The greatest hallmark of a property from a service standpoint is staff retention. The most highly rated properties have some of the lowest turnover margins. Taking a progressive approach to your hiring and staff management will in turn create the staff that provides world class hospitality, guest retention, and world class profits.

The Precarious Nature of the Workplace Email

               Workplace emails are a precarious thing. How many times have you sent an innocent email only to have it received negatively? It happens to all of us.



               There is no presented feeling to an email, no way to gauge it's intent. Humor in email almost always goes misunderstood, and negativity in email is always multiplied to the reader. What may seem completely innocuous to one may be the exact opposite to others.


Also, should the email be viewed negatively, you have a hard copy basis that exists and may be used against you in the future to say something about you that may truly, not be the case. That can have lasting effects on your relationships with  your colleagues. You never know what someone will remember about you, and that perceived negative email could haunt you for years to come.

             
               Unless it's to send attachments, or simple messages, I would suggest communicating directly. This says a lot about yourself and leaves almost nothing to chance.

• You present that you actually have the knowledge for what you speak. You have to stand in front of the person and this further solidifies that notion with people.

• You are direct and aren't afraid to speak your mind. People respect a person that is unafraid to speak about what he knows in front of them.

• The human interaction is great. It demonstrates that you are open to discussions and aren't "hiding" behind non descript emails.

• Visibility. Being visible at your property is a good thing. You are hands on. Your presence is felt and folks know; to deal with you, they have to converse with you directly. This helps your colleagues get to know you and what you are about. Conversations even about disagreeing principals become much easier between the colleagues and yourself, because you are open and present.

               Below is an interesting article on religious tags and quotes as a signature on your outgoing emails. I personally believe there is no place for that kind of statement in the workplace. You run the risk of alienating your clients and work colleagues and that can cost you in the end. Also, you run the risk of implying that your business or property has a certain religious affiliation or opinion on such matters and without a disclaimer, this possibility may cost you present and future business as well as your job.


               Lasting impressions are important, and some may take a simple comment much further than you may actually feel about it.



Religious Email Signatures in the Workplace.

Six Lines Your Manager Should Never Cross

               In the hospitality business there is so much that goes unsaid. This has to do with many things. Most of it boils down to improper management, plain and simple. Managers can make things very difficult for themselves and when they do, it often filters down to their staff.
               How many of you in the industry have faced just that: A manager that was not professional, unfair, or perhaps just upset at the world. Maybe personal issues were driving this behavior. People aren't perfect, however without the proper management training, you will find those that simply do not have the skills to manage properly, even at a general manager level. You also have the other side of the coin where the manager feels that they are infallible and the ego that accompanies it. Egos close ears.
               More importantly, managers by definition should be professionals. They are who you look up to as a line employee or an assistant. Your manager should be a role model and a good example of what you should aspire to become. If you can not approach your manager, or you witness negative aspects of what they do or say, then you lose respect for your manager and that could affect a lot.

               Either way, it's not a good situation from a morale standpoint and can seriously affect the quality of service the staff provides. Although the list could go on forever, this is a great starter on what managers should not do.


Six Lines Your Boss Should Never Cross.

Your First Position as Manager: Assistant

                       Making the move from line employee to management is a great one. Often we have a vision of what we will accomplish. Sometimes we are worried whether we will perform correctly or wonder whether our staff will like and respect us. There is a lot happening moving forward. This is designed to make your transition smoother.

• Get together with your manager or department head. Hopefully they will have an outline of what they would like you to handle. You may be taking over a certain shift. If it's swing shift, they will not be there for all of it. Only a few hours to provide handover information. A lot of properties will have you shadow the department head for anywhere from a few days to a week. A good department head will bring tasks relevant to his position to your attention.

•  Regardless of shift, always be early. If you are working the a.m. shift, arrive before they do. You can have all relevant printouts ready for the meeting.

• Always look professional. Eyes are on you a lot more because you are a new manager. You do not want any negative commentary, much less something as simple as appearance standards to find it's way to your department head. Appearance is easy! This is a no brainer. Keep an eye on yourself throughout the day.

• Provide shift reports. Detail what has happened during your shift, a.m. or p.m. Write down things you notice in your area. Faulty equipment, safety hazards, employee disciplinary or gratification needs, and any possible improvements as far as procedures are concerned. This shows that you are doing your job. That job is to notice, to learn, to see how the department operates. This also demonstrates your understanding of the department, and that you are the kind of manager that notices minor details. Also, record keeping is very important in cases of challenges with employees.

• Don't be afraid to ask! Asking questions shows you are interested. It shows that it is important to you, that you have a complete understanding of the department. It also shows that you want to keep in step with what the department head's plan for the department may be.

• Ask to attend department meetings. You may already be asked to do this. If not, ask. This shows that you are interested in the decision making process of the department. It shows upper management that you are a part of the team and wish to be included in such meetings where the assistant may generally be asked to cover the department. It also says something about you as a manager.

• Ask about handling payroll or scheduling. Chances are you may be asked to do this as part of your shift. It not, ask. This shows you are interested in learning every facet of the department. It also shows your desire for added responsibility and that you are eager and up to the challenge. This will also better you as a manager. When the department head goes on vacation, you will have the skills required to handle the department in his absence. If the opportunity occurs that the department head resigns or transfers to a different department, you will be primed to take over the position and prove that a promotion to department head for yourself is warranted, rather than a new hire taking your place.

• Introduce yourself to other department heads and managers of the property. If you work a separate shift it is a good thing to have those personal relationships. Those people will feel comfortable to bring ideas and issues to you directly, allowing you to achieve on your own without anyone elses guide.

• Have a positive attitude. Remember, you are the assistant! You want to be relied on. Regardless of time of day, or day of the week, be available. Your sacrifices will not go unnoticed and this will develop your perception from others as one that is dependable. Those are the people others want to keep, and to hire.

• Schedule a lunch or dinner with your department head at least once a week. A personal relationship is a great thing to have with your manager. Removing yourself from the business area gives both of you a chance to relax and speak on a more personal level and that creates a better team.

• Develop personal relationships with the staff. If you run your own shift, you will have to do this anyway. If you share a shift, it is still a great thing to do. You are a manager there and you need the trust and respect of your team even when the department head is there. If you fade into the background with them, chances are the same has happened with everyone else at the property. Don't be a shadow just because you work with a department head, be your own person.

                   These are some ideas for your ascent into management stardom. Keeping these items in mind will help propel you to good things in the department.

Guests Not Receiving Their Profile Requests? Maybe It's Your Morning Meeting.

               The morning management meeting is a major piece of organization which has a ripple effect on a daily, weekly and even quarterly basis. Let's talk about how your morning meeting should run.

• Make sure you have a large circular or oval table. It is important that everyone be able to make eye contact with everyone else for proper communication. Make sure there are enough chairs. This sounds silly, but you won't believe how many times people have to go hunting for chairs. People that have desks nearby don't like other people taking and sitting in their chairs. If you want to keep staff relations at a positive note, trust me and have enough separate chairs for everyone.

• Meetings are never in guest areas. Do not have this during business hours in the restaurant or front lobby. You don't want distractions and a restaurant in full service will create just that, especially if it is making people hungry. Also, you may unknowingly take up space a large group may have taken for their breakfast or meeting. It also sets a bad precedent if the meeting takes place in full view of guests in the front lobby. Information about hotel guests and operations is proprietary. Again, seems redundant, it happens.

• Encourage a breakfast drink. Most people brought in a coffee, the resident manager had an espresso that always smelled great. People are tired in the morning. Everyone has seen someone doze off.

• Have daily arrivals reports printed for everyone. Having them done by each manager can create late arrivals as some are half asleep and can't work the computer. Go ahead and laugh, but it's never fun to be the one who shows up late to a meeting in progress. Notice I did not say a V.I.P. report. You may very well have V.I.P.'s however, that report will exclude guests not rated as such. Non V.I.P.'s will never become V.I.P.'s if their requests are not met, so it is important to cover everyone. You can easily discern a V.I.P. on the standard arrivals sheet.

• Have someone funny or personable read the arrivals report. At that time of the morning, monotone reading causes sleepiness and boredom, and that is not conducive to paying attention to your arrival report. Managers that have a good time and experience levity are more apt to be relaxed when they return to their departments and that translates to the staff encouraging productivity.

Here's where the biggest difference in success occurs.

• Read Every Name. If you do not have a GRM or concierge that reviews every arrival searching for V.I.P.'s, as in celebrities, business figures etc...then this is very important to implement. Your staff comes from many different walks of life. You never know what name one person may recognize where no one else will. This of course will change everything from the arrival experience to amenity placement and so on.

• As the designated person reads each arrival profile, the department head for each department will read his own specific guest requirements. This means that everyone will have to be reading their reports. This guarantees a portion of accountability. They have read it, everyone saw and heard them read it. This requirement is then circled by the department head so they can find them again easily in the stack. This completes your accountability for the said requirement. Accountability is key here. Now there is no excuse, and no reason why this beginning portion of the overall service ethic should be missed.

• When all is said and done, all service challenges will be brought up with the right department. This brings more accountability as the item is discussed with the departments involved and the resident manager, general manager, or whichever senior department head is there. More accountability. This paints a picture of success and at the end of the day, if we are successful, we keep our guests, and a positive attitude moving forward as we have the tools for success.

    

Success in Observation Managing: Uniform Standards

Excellent powers of observation is one of the most important qualities a manager can have. Without it, what have you got? A lack of proper management. Here are some of the steps I take to make sure my observation techniques are up to par.

Only the highest upper echelon luxury properties do a lineup anymore, and that is sad. The last one that I heard that did as a common procedure was Orient Express. A morning lineup holds everyone accountable with each other and their manager. It is a procedure that needs to be re-introduced at all properties.

The first step I always start with is uniform standards. If your property does not have written and stated appearance standards, you will have to create your own. This is important as you will need to refer to it with your staff. A huge epidemic in hospitality is having standards, yet they are not adhered to by the staff because the manager is deficient in his role. Standards and the success with which they are utilyzed is a huge deciding factor in the success of your department and your property.

Before the teammate ever speaks to the guest, there is a visual identification that takes place. An opinion is formed before a discussion ever takes place, so it better be a good one. A lot of properties have a variation of the 50-20-10. That means a visual acknowledgement at 50 feet, a visual and verbal acknowledgement at 20 feet and an increase in both at ten feet as you engage the guest.

• Start at the bottom. Shoes. Are they the right style for your property? Are they the right type for the job entailed? Are they clean and shined? If they aren't, send the staff member to shine them. In most luxury 5 diamond properties you either change your shoes or you are sent home. Looking professional and presentable is what is important, I don't care if you work for an Econolodge. Where dress shoes are worn, I always purchase patent leather dress shoes. They hold a shine all the time without having to actually be shined.

• Socks. No white socks! If you are in a professional business situation, black socks are the norm. I stay away from dress socks, polyester etc..An eight hour shift in polyester socks is not good for your feet. I use black athletic socks. They absorb sweat and odors unlike the synthetic ones. They have elastic so they stay pulled high, just in case you lean over or on one knee, all the guest will see is black. If this was the Valet department, then do we use tube socks or ankle socks?

• Pants. Are they ironed and hold a press? Are they clean and free of stains? Are they the proper kind of pants? Are Dickies or Dockers allowed or are dress pants required or appropriate?

• Belt. Pants without a belt are unkempt. Make sure it is a nice belt too, with no writing or design, and no huge belt buckles!

• Shirt. What kind is appropriate for the position? A polo shirt? A dress shirt? What are the specific duties of the employee? Whichever you decide on remember that it must be pressed. Make sure the collars are clean. If the shirt requires a tie make sure it is pressed and appropriate. A lot of properties with food and beverage outlets require white button down shirts. In cases like this where the potential to get dirty is high, make sure the department (you) have ordered enough to replace. At least 4 shirts each should be mandatory. This will allow for 2 spills a night and enough time for dry cleaning turnaround.

• Facial. Facially, everyone must be clean shaven every day. Makeup must be modestly applied. Perfumes and after shave/colognes should be used sparingly if at all. You never know what the guest is allergic to, or what smells may turn them away. This one thing alone could cost you a gratuity, a compliment, or a positive comment card. Smell good, just don't smell strong. 

• Hair. This will depend on the property and what level of service they intend on providing. What is appropriate these days in hairstyles has changed dramatically. Fauxhawks and spiked hair are seemingly part of the professional hairstyle look these days. I personally don't agree however if your standards allow it, so be it. Hair must be well trimmed. Some properties require that long hair be up. I agree with that to an extent, as long as hair is not in the face or constantly having to be brushed away.

• Name Badge. Have you noticed these days how many business' do not require name badges of their employees? Why? Everyone likes to be called by their first name! It is very bad taste to run a business where you have a customer service scenario with no way to identify your counterpart. Name badges must be worn at all times! A name badge says to the guest that you are open and willing to hear what the guest has to say. Depending on the uniform that may be the only way guests have to identify that you are an employee. Name badges are a must and should contain the following:

               Full Name. It is professional to have both first and last name. You are identified as such and with a full name it comes off as more professional.

               Department. This is almost always left off. It is highly important to have the department you work in on the badge. One, for accountability. Two, so you can be identified clearly, and three, so that the guest has a chance to ask the appropriate question of the appropriate staff member. The last thing you want is a guest asking front desk questions of a housekeeper, or maintenance questions of a server. The flow of information can be limited and either can confuse or upset the guest. Also, there may be a breakdown in communication between different departments concerning a guest request.

               Property Name and Logo. This one always blows my mind. So many properties allow just a first name on the badge. How is a guest to know you are employee of their specific hotel. You could work for the coffee shop in the lobby or a floral company...who knows? Professional means professional. Property name and logo should exist on all name badges, period. Not seeing appropriate identification measures can easily make a guest feel unimportant and unconfident, and may result in a complaint or request you will never have the chance to hear. Next time, they switch properties.

Perfect example of a horrible name badge.

Better, but with no department!!

These are pretty close, with the property logo in lieu of the name.

This is perfect. We have the business name, front and last name and title. Everything you need for proper information. The actual design should be apropos to your level of property.

Obviously this badge while having all the correct info, wouldn't be used at a 5 diamond.

These are the standards you should follow as your start of day. As your employees line up, inspect them for all these things. If you take pride in your appearance and standards, your staff will follow. Remember, the department starts with you and how you present yourself. Don't expect excellence in anything from your staff if you do not provide that excellence template yourself.