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enhance guest experiences . Key strategies for continuous improvement include :
➊ Frequent reviews and check-ins : Regular check-ins with team members keep communication lines open and allow for adjustments based on real-time feedback , ensuring accountability and allowing managers to stay on top of changes in labor needs , guest preferences and operational challenges .
This can also create the opportunity to interact with staff on a regular cadence , providing managers a time to celebrate small wins , which can create camaraderie and teamwork by showing that managers truly care about their employees ’ development and overall well-being , boosting morale and employee retention .
Leadership behavior sets the tone for operational efficiency . Engaged , proactive managers
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can significantly influence performance through consistent involvement and a commitment to improvement .
➋ Management Performance Systems ( MPS ): Rather than letting budgets sit passively , effective managers use performance systems to track key performance indicators ( KPIs ), to create forecasts , adjust schedules and ensure budgeted figures align with actual performance .
For example , one of our clients who operated a ski resort worked with us to create a forecasting tool by analyzing historical data about occupancy , temperature and snowfall . This allowed the client to tie scheduling decisions to the predicted occupancy forecast .
Using an MPS allows hoteliers to have a better understanding of the strategies needed to enhance
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the performance of their properties . For example , if occupancy rates are high , but the average daily rate ( ADR ) is low , then a manager should look at implementing tactics to increase room rates without compromising customer demand .
➌ Ensuring budgets reflect impact : For many frontline managers , specific budgets , such as a $ 12-million-labor-cost budget for the year , may feel disconnected from day-today operations . To translate these big-picture numbers into actionable insights , managers need to break them down into manageable components . Rather than viewing a $ 12-million budget as a looming total , managers should break it down into monthly or weekly targets . More importantly , they should understand the specific metrics that drive these
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numbers , such as :
• Labor hours per room : If it takes a housekeeper X number of minutes to clean a room , it is important to calculate how many hours it takes for a housekeeper to clean the number of rooms forecasted for that week or month . Managers can then better understand the labor cost implications of scheduling decisions .
• Number of managers as percentage of leadership : In this case , hoteliers can evaluate the proportion of managerial or leadership positions relative to total staff . This is used to assess the management-to-staff ratio , ensuring there is adequate leadership to maintain service quality and staff support without being top-heavy .
THE PATH TO OPERATIONAL EXCELLENCE The final quarter is neither a home stretch nor a fresh starting line . It is an important stage in the continuous improvement cycle , one that offers opportunities for both reflection and preparation . By observing behaviors , leveraging strategies for continuous improvement and integrating performance management systems , hospitality leaders can better set the business up for the year ahead . The key is to remain agile , stay engaged and continually seek ways to refine the organization , ensuring that every quarter , not just Q4 , is a step toward operational excellence .
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Oct / Nov 2024 hotelsmag . com 51 |