Quality and Service

I have yet to come across a hotel, resort, restaurant, club, golf course, or management company that doesn’t claim to offer its customers/members/guests extraordinary, legendary, remarkable, superb, world-class (you pick the one) levels of service; yet how many of these organizations have taken the time or made the effort to define their quality and service standards?

Let us take a moment to define what we mean by service and quality.  According to Dictionary.com:

  • Service is “the act of helpful activity.”  In hospitality operations it is the process or performance of some task or event for your customers/guests/members.
  • Quality is “a characteristic or property that signifies relative merit or excellence.”  In our industry the word is used to express the relative merits or excellence of the facilities, amenities, activities, and service we provide our customers.

Given that a hospitality operation’s quality is defined by the relative merits of those things and the service provided to customers, let us pose some questions regarding the service to which you aspire or claim to offer:

  • Have you or your organization defined what service is for your service-delivery employees?
  • Have you explained or trained your employees what you and your customers’ expectations for service are?
  • Do you know what your customers expect when it comes to service?  If so, how do you know?  What methodology is used to determine customers’ needs and expectations?
  • Have you identified your key service touch points or moments of truth for your employees?
  • Have you taught or demonstrated for your employees how to handle various touch points in all their possible variations and contingencies?
  • Have you documented touch points and service standards, policies, and procedures to ensure that they are taught consistently to each new employee and new generations of employees?
  • Do you have a means of measuring compliance with service standards, policies, and procedures?
  • Do you have a process to address service failures?
  • Do you have a process to make service failures right for your customers?
  • Do you have a process to discover underlying causes of service failures to ensure they don’t happen again?
  • Do you have a consistent process to educate employees about changes to standards, policies, and procedures to eliminate service failures?
  • Do you have a means of monitoring service failures to identify trends or spot problems?
  • Do your employees know that they can self-report their service failures without fear or repercussions?

If you’ve answered “no” to the majority of the questions above, you do not provide quality service.  What you do provide is a series of interactions between customers and employees that may or may not meet the expectations of customers or management.  The quality you provide is based purely on chance and, therefore, has an unacceptably high risk of service failures.

If the above describes your operation’s quality and service, there is much to work on to meet the promises you’ve made to customers/guests/members.

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking hospitality managers throughout the country and around the world.

Hospitality Resources International – Management Resources for Hospitality Operators!

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