Archive for the ‘service leader’ Category

Service the Ritz-Carlton Way

Sunday, January 7th, 2018

I recently had the opportunity to attend a one-day training seminar at the Ritz-Carlton Leadership Center in Chevy Chase, MD, to learn how they provide their “legendary service.”  The seminar was eye-opening and impressive.  The Ritz-Carlton Hotel Company is a management company that operates 61 properties worldwide for the Marriott hotel chain.  As most of you know, they serve the international luxury market and are celebrated for their high service levels and attention to detail.

While the instructor provided ample handouts to explain and illustrate the Ritz-Carlton way, I took over fifteen pages of notes.  I shall try to summarize the main elements of how they consistently provide such high level service.

First, Ritz-Carlton has a well-defined corporate culture of service built upon:

  • Mission and Vision statements,
  • Key Success Factors, revised and refined each year, and
  • What they call their “Gold Standards Foundation,” which is made up of the following:  The Credo, The Motto, The Three Steps of Service, The Service Values, and The Employee Promise.

The company culture is so important to Ritz-Carlton that they review aspects of it every day, every shift, in every property worldwide during what they call their “Daily Line Up.”  By this discipline all employees from the CEO and President down to each line employee are constantly reminded of their “reason for being.”

Second, Ritz-Carlton has devised a new hire screening process that focuses on 11 basic talents and every position in the company is indexed on how much of each talent that position needs.  For example, a housekeeper position needs high levels of “exactness” (attention to detail) because there are over 150 items or details that must be checked in every room every day; on the other hand, front desk and guest service employees need high levels of “relationship/engagement” skills to interact and engage guests in a multitude of ways.

The hiring process with Ritz-Carlton can take up to eight separate phone and face-to-face interviews to ensure they hire people with the right set of talents for the positions they seek.  One impressive element of the interview process is that specially-trained line employees conduct the first telephone screening interview to ascertain the candidates “Talent Index.”  If the candidate does not meet certain minimum levels in this interview they are eliminated from consideration.

The success of their screening process can be seen by their employee turnover rate.  When they first started the company in 1983, they experienced a 73% turnover rate.  Last year, it was 23% with 15 of that 23% being voluntary resignations for a variety of reasons.

Third, Ritz-Carlton invests in training.  Each new employee receives a two-day orientation which is heavy on company culture and values, then 20 days of on-the-job skills training for their position.  The trainers of the skills training are line employees who have been trained to train and who derive prestige and a higher compensation level for their role as trainers.

On day 21 of the initial training period, each employee without exception receives a recap of the values and culture, benefits enrollment, training in guest recognition and how to handle difficult guests.  The end of the day is a celebration of their completion of the initial training.  Finally, they are asked to fill out a questionnaire to ensure that the promises made to them at the outset of training have been kept.

Leaders are responsible for ensuring that all employees are certified in their positions.  Employees must be certified within 21 to 30 days of their orientation.  As Ritz-Carlton says, “We never want to practice on our guests.”

Each year, line employees receive 320 hours of ongoing and refresher training.  Leader/Managers receive 250 hours of training per year.

At the end of an employee’s first year, on day 365, each employee has a one-day refresher session designed to “psychologically engage” with employees and “figuratively hire” them all over again.  At the end of this day, they receive their one-year service pins.

Fourth, the company trains and empowers each employee to solve problems.  Any Ritz-Carlton employee can spend up to $2,000 a day per guest to solve problems and, not to just satisfy their guests, but to wow them with outside-the-box service.

Here’s an example:  an international guest at the Ritz-Carlton, Washington DC, checked out and flew to NYC to catch an international flight.  Upon arrival at JFK airport, he realized he had left his overseas flight tickets at the hotel.  He called the Ritz-Carlton in a panic.  The desk clerk with the OK of her supervisor and the hotel GM, took a flight to NY and personally delivered the guest’s tickets in time to catch his plane.

Fifth, Ritz-Carlton is heavily invested in benchmarking all areas of their operation to include conducting random surveys of guests each thirty days.  The results of their ongoing measurements of processes and guest feedback are used for continual improvement of their products and services.

Sixth, Ritz-Carlton has designed a proprietary software and database package called “Mystique,” to record guest preferences.  Each property has two designated individuals, the Mystique Manager and Mystique Coordinator, who have access to this confidential database.  Every employee carries a pad of “Guest Personal Preference Communiques” with them at all times.  Any time an employee notices a personal preference of a guest or overhears a guest mentioning some detail that would enable the company to better serve them, the employee fills out and submits the communiques to the Mystique staff, who enter the information in the database.  This system, designed to better help the company personalize their service to individual guests, is a central part of their building a strong service identity and a loyal base of clientele.

Overall, I was impressed with the thoroughness of the Ritz-Carlton systems; their training, treatment, and empowerment of their employees; and the degree to which everyone from the highest executive to the most recently hired line employee is dedicated to service – not just to their guests, but to each other in the performance of their duties.  As one employee said during our late-afternoon Q&A with line employees from the Washington DC property, “I’ve never worked anyplace where I feel like I’m such an integral part of the team, where my ideas and input matter so much, and where I feel like I’m part of a big, caring family.”

While there are clearly aspects of the Ritz-Carlton way that are beyond our reach in the private club business due to budgetary constraints and economies of scale, there is also much we can learn from them – probably the most important being their absolute dedication to high levels of service and their “will to make it happen.”

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the club 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 club managers throughout the country and around the world.

So You Want Your Club to Be a Service Leader

Monday, January 31st, 2011

What’s the first step?  Teaching employees service skills, techniques, and attitudes?  Nope!  This approach will have only a limited, short-term effect on some of your staff . . . and even these will give up pretty soon if they don’t see a consistent service ethic and example from their leaders.

Becoming a service leader requires a long-term, sustained effort from a management team committed to a consistent service-based approach to leading their service teams.  The ultimate goal of such an approach is to empower employees to think and act like managers — to take the initiative and ownership to resolve service issues wherever encountered with the sure knowledge of their leaders’ backing and support.

Simply put, the requirements and priorities for becoming a service leader are:

  • Establishing a consistent, club-wide service-based leadership style with its emphasis on serving employees by providing all the necessary tools, training, resources, support, and example to provide high levels of service.
  • Establishing a consistent, club-wide culture of service continually reinforced by all managers.
  • Creating a highly organized operation where expectations and standards are understood by all, and managers and employees are held strictly accountable for conduct and performance.
  • Ensuring that managers at all levels of the organization understand and consistently employ the many disciplines and best practices of operating a well-organized club.  This requires that all managers are trained to common standards and performance expectations.
  • Hiring well and training thoroughly so that the club employs the best people with the right personalities for the positions they hold and that every employee is trained in the necessary knowledge, skills, and attitudes for the jobs they perform.
  • Providing personalized service to your members, requiring that you and your employees know what your members want and their names, interests, and preferences.  This requires the system and organization to discover, organize, and disseminate such information to your employees so they can use it in their daily interactions with members.
  • Empowering your employees to take the initiative, make decisions, and take actions to “wow” members and resolve any and all service issues.  Such empowerment requires that employees are well-trained not just in the how’s of service, but also the why’s.  Finally, you must carefully define the parameters of employee empowerment and decision-making and create a supportive environment that never blames employees for their decisions and actions, only looks for better ways of doing things.

As can be seen from the above requirements, becoming a service leader is not an easy undertaking or one to be approached lightly.  On the contrary, it requires the management “will to make it happen” and the service-based leadership to create the environment that naturally promotes service.

But regardless of the effort involved, the bottom line is, as John Tschohl, president of the Service Quality Institute, says — “Without empowerment, an organization will never be a service leader.”

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the club 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 club managers throughout the country and around the world.

Club Resources International – Management Resources for Clubs!

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