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