Critical Reflection

Task 1: Critical reflection on module learning

Coming to the end of this module, I would like to take this opportunity to reflect on my learning in the past 13 weeks. As mentioned in my first post, the goals I have set at the start of this module are to improve on my public speaking and presentation skills as well as become more confident during presentations. I feel that I was able to improve slightly on my presentation skills through the Skills on Wheels activity as I learnt about the A.I.R model. In terms of building my communication skills, I feel that I have improved in the way I handle differences and communicate in a social setting which I think would help me in both study and work. To further improve my presentation and communication skills, I think that I could practise more and give myself pep-talk prior to presentations to increase my confidence level.

Task 2: Critical reflection on presentation showcase

Even though I was neither part of the presenting teams at the showcase nor the planning community, it was a great experience to see how the eight teams presented about their Service Excellence Projects. I was really impressed with the presentation by Team Insecurity which consists of Benjamin, Carrie, Daniel and James. They have exhibited great presentation skills using their words, body language and tone that made their presentation very audience-centric and interesting. Their case study video was humorous and at the same time very professional. Overall, Team Insecurity delivered a very appealing presentation on the topic of training security guards in hotels to handle different situations.

Service Excellence Project (Final)

1. Problem Statement: Managing guest complaints at Front Office

This report aims to address interpersonal communication issues faced between Front Office (FO) employees and hotel guests, which hinders service excellence. The team will propose implementing effective training for FO employees to better communicate with guests when managing complaints.

2. Introduction

2.1 Workplace Context
The FO Department is the “heart of the hotel”, as it interacts the most with guests during their arrival, departure and during their stay (Kennedy, 2018; Hognas, 2015). Additionally, they hold the power of creating positive or negative impressions of the hotel (Hognas, 2015). Hotel News Resource stated that hotel ratings and reviews are largely dependent on the FO Department (Kennedy, 2018), proving that guest encounters with the FO are crucial for positive ratings and reviews. Since the roles and responsibilities of FO mainly involve conversing with guests during check-ins, check-outs, assisting in requests and managing complaints, communication is one of the vital competencies to ensure guest satisfaction (Kangogo, Manyasi, & Musiega, 2013).

With a growing trend for guests to share their hotel experiences through the “word of click” on many online platforms, managing guests’ complaints have evolved to be critical to hotels (Kennedy, 2018). Research have proven that if complaints are mismanaged by the FO, guests’ satisfaction and retention will be greatly impacted (Kangogo, Manyasi, & Musiega, 2013).

2.2 Thematic focus

The project will focus on exploring interpersonal communication models that FO employees can adopt to better manage guest complaints. Based on personal experience of a team member who worked in the FO, it was noted that a service delivery gap is present due to poorly handled complaints. This gap can be closed through effective verbal and nonverbal communication (Hognas, 2015).

3. Problem identification

According to Anolik and Hawks (2005), some of the most common guest complaints include overbooking, extra hotel charges and fees, unclean rooms and overlooked room requests. Due to increasing guest expectations, there is a need for FO to communicate effectively with guests. However, there are many cases where complaints are mishandled by FO employees due to lack of interpersonal communication between employees and guests (Keating, 2017).

For example, when faced with a complaint regarding room allocation, a FO employee displayed improper body language and used a hostile tone when responding, which added to the guest’s dissatisfaction. With reference to the transactional model (Appendix A), a gap is identified in the channel of communication between the guest and employee. Based on personal experience and observation, this is due to lack of training for FO employees to handle complaints.

4. Purpose of study

This study aims to close the communication gap between FO employees and guests in terms of handling guest complaints. With aims to ensure optimal guest satisfaction, the 5-step LEARN model will be proposed to the senior management as a training guideline.

5. Implementation

The 5-step LEARN model actualizes how service recovery is performed by an employee and it is the process of returning dissatisfied guests to a state of satisfaction with a service. The focus of the model includes identifying service failures and employee’s immediate reaction to it. As the FO Department plays a crucial role in ensuring guest satisfaction, the following 5-step LEARN model will tackle how an employee reacts to service failures through verbal and nonverbal cues.

5.1 Listen actively

Listening skills are vital for any interpersonal communication. Active listening often involves all senses and requires the listener to portray a desire to comprehend the situation. This can be done through mirroring the other person’s information and emotions. Leaning slightly forward and maintaining eye contact is a reflection of effective engagement and encourages the expansion of ideas while providing a thoughtful response (Cuncic, 2019). Not only does it allow the listener to gain trust of others, it also validates the speaker and improves the relationship between both parties.

5.2 Empathize with guest

Empathy is defined as the capacity to place oneself in another’s position. According to Gibb’s theory of supportive and defensive communication (Forward, Czech & Lee, 2011), one of the underlying dimensions on interpersonal relationships include neutrality and empathy. It states that while neutrality makes listener feel unwelcomed, empathy inflicts a sense of acceptance by the speaker, which increases likelihood of engaging in prosocial behaviour.

5.3 Apologize sincerely

A genuine apology is proven more effective for service recovery than compensation alone (Arizona State University, 2017). It is often the cheapest yet most effective way to turn around a bad guest experience. Knowing what to apologize for, understanding the context for the guest’s anger and easing concerns that the situation might happen again will aid in providing a more thorough and genuine apology.

5.4 React appropriately

Apart from understanding how actions can affect guests, it is essential for FO employees to resolve the root cause of the problem. In-line with the TKI model (Appendix B), employees should identify underlying concerns of guests and find solutions that involve the collaboration of both parties. For high assertiveness and cooperation to take place, guests should be informed on specific steps that will be taken to resolve the issue.

5.5 Notify relevant personnel

To ensure that the problem is being attended to, relevant personnel or key stakeholders should be alerted for service recovery to take place. An effective guest service apology can only be achieved when the root cause is being attended to. FO employees should take responsibility for the promises made to the guest and follow through with the steps to make things right.

6. Benefits

Firstly, the training model introduced will allow employees to better communicate with guests. This results in positive guest encounters leading to an increase in guest satisfaction. Many researchers have proven that well-managed guest complaints will encourage repeat guest arrivals and positive word of mouth, increasing overall business profitability (Sanders, 2011).

Secondly, the confidence level of FO employees will increase, allowing them to provide prompt and efficient service when faced with complaints (Sanders, 2011). Thus, this increase service efficiency and reduces the pressure created within the FO, resulting in positive working environment.

7. Data collection research

Primary and secondary data were used for this case study synopsis. Primary data were collected through an in-depth interview with one of the team members (Appendix C). Questions regarding how complaints are handled in the FO and training program provided were asked during the interview. Secondary sources used in this report include journal articles, reports on hotels and hotel industries related websites.

8. Conclusion

As FO department is a vital contact point in any hotel, the interaction between FO employees and hotel guest could greatly affect guest satisfaction. When there is a complaint, ineffective communication between FO employees could lead to guest dissatisfaction. It is important for the senior management of the hotel to consider implementing the proposed 5-step LEARN model. Although training usually focuses on verbal cues, nonverbal cues such as listening actively and showing empathy can greatly impact the extent of which service recovery is performed. Apart from effectively managing guest complaints, the 5-step LEARN model may increase employee motivation, guest satisfaction and overall profitability of the hotel. Through the 5-step LEARN model, collaboration between FO employees and guests can be achieved. 

9. References

Andrews, S. (2016). Hotel front office training manual. Retrieved 12 March 2019 from https://books.google.com.sg/books?id=HYn0AQAAQBAJ&pg=PA344&dq=hotel+front+office+complaints&hl=en&sa=X&ved=0ahUKEwiBoNiQvfHgAhW0juYKHUCJDEYQ6AEI KjAA#v=onepage&q=complaints&f=false

Anolik, A & Hawks, J. K. (2005). The frequent traveller's guide. Retrieved 12 March 2019 from https://books.google.com.sg/books?id=EbEYWF3Hs9kC&pg=PA79&dq=common+complaints+in+hotels&hl=en&sa=X&ved=0ahUKEwieqCa8fzgAhUiheYKHYOyCNYQ6AEIKjAA#v=onepage&q=common%20complaints%20in%20hotels&f=false

Arizona State University. (2017). Customer Rage. Retrieved 12 March 2019 from https://research.wpcarey.asu.edu/services-leadership/research/research- initiatives/customer-rage/

Cuncic, Arline. (2019). How to Practice Active Listening. Very well Mind. Retrieved 16 March 2019 from www.verywellmind.com/what-is-active-listening-3024343

Kangogo, E, Manyasi, J & Musiega. (2013). Effect of Customer Satisfaction on Performance of the Hotel Industry in the Western Tourism Circuit of Kenya, 5(14), 87- 89. Retrieved 11 March from https://pdfs.semanticscholar.org/a6c4/4447b77c4eb50a7667fde9120abd3d381cdc.pdf

10.1080/08824096.2011.541360

Kennedy, D. (2018). Train Your Front Desk Team On The '5 Pillars Of Hospitality Excellence'. Retrieved 11 March 2019 from https://www.hotelnewsresource.com/article101642.html

G. L. Forward, Kathleen Czech & Carmen M. Lee (2011). Assessing Gibb's Supportive and Defensive Communication Climate: An Examination of Measurement and Construct Validity, Communication Research Reports, 28(1), 1-15.

Keating, C. (2017). Rude hotel staff. Retrieved 16 March 2019 from

https://www.tripsavvy.com/rude-hotel-staff-1895660

Hognas, S. (2015). The importance of the first impression in hotel customer service. Retrieved 11 March 2019 from https://www.theseus.fi/bitstream/handle/10024/96496/Sandra_Hognas.pdf?sequence=1 &isAllowed=y

Sanders, A, T. (2011). Hotel Front Office Training: Turning Expense Into Investment. Retrieved 11 March from https://core.ac.uk/download/pdf/62868823.pdf

Appendices

Appendix A: Transaction model

Appendix B: Thomas Kilmann Conflict Mode Instrument

Appendix C: Interview Questions And Transcript

Skills on Wheels Reflection

I chose to do the “Present Effectively” and “Converse with Confidence” modules. As I have mentioned in my self-introduction blog post, I tend to feel nervous during presentations and I feel that I need to further improve my presentation skills to communicate information and ideas to achieve intended results. In addition, I think that I am not confident enough when conversing in a social meeting and small group discussion. Being in the hospitality industry, I feel that the ability to converse confidently is very important as most parts of our job involve interacting with people. I feel that the modules’ activities were very manageable as I managed to get full marks upon first attempts for the activities of both modules.

“Present Effectively” module taught me how to improve my presentation to achieve the intended effect through crafting an audience-centric presentation and improving the delivery by profiling the audience using A.I.R. I think that profiling the audience and using words, emotional appeal and body language to better appeal to the audience. Through the “Converse with Confidence” module, I learnt how to improve manage differences in a small group discussion through using the 4Cs. It has also helped me in terms of one-on-one social meeting through the application of S.A.L.T as there is often awkward silence in this kind of setting as I tend to not know what to say.

The learning experience of Skills on Wheels was quite enjoyable as there is a use of visual aids, acronyms and interactive videos to facilitate my learning and reflection. Furthermore, the availability of the mobile application made learning more convenient, as we can choose to complete the modules on the go. I feel that what I learnt in these modules could be applied in both school and work settings.

Service Excellence Project (Draft)

1. Overview of Managing guest complaints at Front Office

This report aims to address the interpersonal communication issue faced between Front Office employees and hotel guests in the hospitality industry, which hinders service excellence. The team will focus on how the Front Office Department can better manage guest complaints with effective communication methods to ensure optimal guest satisfaction.

2. Introduction

2.1 Workplace Context

The Front Office Department is the “heart of the hotel”, as it is the department that interacts the most with guests during their arrival, departure and multiple times during the stay (Kennedy, 2018; Hognas, 2015). Additionally, they hold the power of creating a positive or negative impression of the hotel service in guests’ minds (Hognas, 2015). It was also mentioned in an article written by Hotel News Resource, hotel ratings and reviews are largely dependent on the Front Office Department (Kennedy, 2018). This infers that most guest ratings and reviews were based on the guests’ encounters with the Front Office. Since the Front Office’s roles and responsibilities mainly involve conversing with guests during check-ins, check-outs, assisting in requests and managing complaints, communication is one of the vital competencies to ensure guest satisfaction (Kangogo, Manyasi, & Musiega, 2013).

With a growing trend for guests to share their hotel experiences through the “word of click” in many online review platforms, managing guests’ complaints have evolved to be critical to Front Office (Kennedy, 2018). Research has proven that if complaints are mismanaged by the Front Office, guests satisfaction and retention will be greatly impacted (Kangogo, Manyasi, & Musiega, 2013).

2.2 Thematic focus

The project will focus on exploring interpersonal communication methods Front Office employees can adopt to better manage guests’ complaints. Based on the personal experience of a team member who worked in the Front Office, complaints are poorly handled by the employees resulting in a service delivery gap. This gap can be closed through the adoption of effective verbal and non-verbal communication (Hognas, 2015).

3. Problem identification

According to Anolik and Hawks (2005), some of the most common guest complaints in hotels include reservations not being honoured due to overbooking, extra hotel charges

and fees, unclean rooms and overlook of room requests. Due to precise demands and increasing expectations from guests, there is great potential in hotels for complaints. However, there are many cases where complaints are mishandled by the front office employees due to poor or lacking interpersonal communication between the employees and the guests (Keating, 2017).

For example, a guest complained to a front office employee as she reserved a room with two queen beds but was allocated to a room with two twin beds, which could not accommodate four children and two adults. It was handled by employees who displayed impolite body language and hostile tone, which added to her dissatisfacti//n. Using the transactional model (Appendix _), there is a gap in the channel of communication between the guest and the employee. Based on observations and the personal experience from one of the team members, it is identified that this is due to the lack of training for front office employees to handle complaints.

4. Purpose of study/Objective of study

This study aims to close the communication gap between the guest and employees in terms of handling guest complaint. The study will also propose to the senior management a training guideline and its benefits with regards to ensuring optimal customer satisfaction. It will focus on providing steps for employees to better meet guest expectations through a five-step LEARN model.

5. Implementation (acronym)

The 5-step LEARN model actualizes how service recovery is performed by an employee and it is the process of returning dissatisfied customers to a state of satisfaction with a service. The focus of the model includes identifying service failures and employees immediate reaction to it. As the Front Office Department plays a crucial role in ensuring guest satisfaction, the following 5-step LEARN model will tackle how an employee reacts to service failures through verbal and non-verbal cues such as active listening, apologising to guest and reacting appropriately to the situation.

Listening skills are vital for any interpersonal communication. Active listening often involves all senses and requires the listener to portray a desire to comprehend the situation. This can be done through mirroring the other person’s information and emotions. Leaning slightly forward and maintaining eye contact is a reflection of effective engagement and encourages the expansion of ideas while providing a thoughtful response (Cuncic, 2018). Not only does it allow the listener to gain trust of others, it also validates the speaker and improves the relationship between both parties.

Empathy is defined as the capacity to place oneself in another’s position. According to Gibb’s theory of supportive and defensive communication (Czeck & Lee, 2011), one of the underlying dimensions on interpersonal relationships include neutrality and empathy. It states that while neutrality makes a listener feel unwelcome, empathy inflicts a sense of acceptance by the speaker, which increases likelihood of engaging in prosocial behaviour.

A genuine apology is proven more effective for service recovery than compensation alone (Arizona State University, 2018). It is often the cheapest yet most effective way to turn around a bad customer experience. Knowing what to apologize for, understanding the context for the guest’s anger and easing concerns that the situation might happen again will aid in providing a more thorough and genuine apology.

Apart from understanding how actions have affected the guest, it is essential for the employee to resolve the root cause of the problem. In-line with the TKI model (Refer to Appendix _) , the employee should identify underlying concerns of guest and find a solution that involves the collaboration of both parties. For high assertiveness and cooperation to take place, the guest should be informed on the specific steps that will be taken to resolve the issue.

To ensure that the problem is being attended to, relevant personnel or key stakeholders should be alerted for service recovery to take place. Although apologies are important, repeating the phrase will come off as insincere. An effective customer service apology can only be achieved when the root cause is being attended to. Employees should take responsibility for the promises made to the customer and follow through with the steps to make things right.

6. Benefits

Firstly, the training programme introduced to the Front Office will allow them to better communicate guests’ complaints with both verbal and non-verbal communication cues. This results in positive guest encounters leading to an increase in guest satisfactions. Many researchers have proven that well-managed guests’ complaint will increase guest satisfaction, repeat guest arrivals and word of mouth which leads to overall business profitability (Sanders, 2011). Thus, by incorporating this 5-step LEARN model, the Front Office will contribute to happy guests and happy guests will benefit the overall profitability of the hotel.

Secondly, the Front Office Department will benefit positively through gaining knowledge on handling guests’ complaints more effectively. By providing with a training, employees at the Front Office will more confident in handling guests’ complaint. Thus, when learning outcome increases, employees will be more prompt and efficient with handling guests complaints and difficult guests (Sanders, 2011). Thus, when each employee knows what needs to be done, pressure is lessen creating a positive working environment. The Front Office will benefit from the positive work environment to handle complaint effectively and efficiently.

7. Data collection research

Primary and secondary data were used in the research for this case synopsis. Primary data were collected through an in-depth interview with one of the team members (Appendix _) and observations of what is currently being done in hotels. Questions regarding how complaints are handled in the front office and training programmes provided were asked during the interview. Secondary sources used in this report include journal articles, reports on hotels and hotel industries related websites.

8. Conclusion

Front Office department is a vital contact point with the guests in a hotel and the interaction between the guests and the Front Office employees could greatly affect the guest satisfaction. When there is a complaint, ineffective communication between the Front Office employees could lead to guest dissatisfaction. Through the five-step LEARN model, the employees will be able to provide service recovery and increase guest satisfaction. 

Descriptive Reflection on an Interpersonal Communication Issue (Solution)

Reflecting back at the incident and based on the advice given by Rachel and Jia Yun, I feel that I should have handled the situation better. I could have communicated more effectively to her and used the “accommodating” mode in the Thomas-Kilmann Conflict Model.

I should have checked with my colleague if I could send the guests over to her before I directed them over. I should have also explained to her that I was on mid-shift and was closing my cashier as she might have forgotten that I was on mid-shift.

In addition, I could have adopted the “accommodating” mode to handle the situation, which is helpful in times to preserve a positive relationship with the other party or create goodwill. Therefore, I could have helped to cover for my colleague by handling the two guests while she was replying to the guest’s email as it would probably only take around 10 minutes of my time.

After all, it is important to maintain a good relationship with your colleagues in the hotel as teamwork is really important. This could be done through effective communication and being accommodating to your colleagues where applicable.

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