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3 BENEFITS OF OUTSOURCING TO HSG Saving money is the No. 1 reason most owners and managers would consider outsourcing housekeeping. Hotels that work with HSG report a saving of between 15 and 25% of related expenses associated with direct and indirect staffing costs, in addition to cleaning materials, recruitment, training, occupancy fluctuations and room auditing. Outsourcing a department such as housekeeping also lets management focus on guest services and marketing. While guests see the end results of a housekeeper s work, their interaction with housekeepers is generally different than with a front desk clerk or waitress, for example. We still, however, incorporate company-specific or property-specific brand standards into our training.

4 TYPICAL HOUSEKEEPING STAFF PROPOSED STRUCTURE REGIONAL OFFICE (ADMIN, OPERATIONS, MANAGEMENT) OFFICE-BASED AREA OPERATIONS MANAGER (EXTERNAL) EXECUTIVE HOUSEKEEPER HOUSEKEEPING TEAM

5 DEPLOYMENT METHOD Upon confirmation of our services, we would, working closely with General Manager s (GM), and begin the recruitment or TUPE process for the executive housekeeping manager. Whilst employed by us, they would be responsible for reporting any issues to your GM in addition to the management team of HSG through our own HSG audit system and in dialogue with the area manager. Your GM would also be able to provide direction as and when needed for the daily operation of the hotel. The area manager designated to this account would attend at least three times per week during the first three months of operation in order to ensure the smooth running of the hotel during the opening period. In dialogue with your GM, they would also make changes if necessary. We would also agree with your GM dates for regular update meetings. HSG also deploy mystery shoppers in consultation with your GM, and full reports will be shared with them.

6 STAFF TRAINING A key priority for HSG is to ensure that housekeeping staff are fully trained from day one. In order to achieve this - and at our cost - we will undertake a comprehensive recruitment process. Housekeeping staff will also begin an intensive training regime that will entail both on the job training and a Level 2 NVQ Diploma in Housekeeping that will include the below modules: Maintenance of a safe, hygienic and secure working environment Working effectively as part of a hospitality team Cleaning and servicing a range of service areas Cleaning windows from the inside Maintaining cleaning supplies Giving customers a positive impression of yourself and the organisation Dealing with customers across a language divide Bed bug identification and control

7 KPIs AND REPORTING METHODS HSG DIVISIONAL HEAD - ADAM PETTMAN E: DATAUNIT@HOTELSERVICESGROUP.CO.UK In order for you to attract new guests and retain existing ones, we need to ensure that our service is of the highest quality. Guests do not just want to spend a night in a hotel - they want to feel at home. To enable our data unit at HSG to help the housekeeping teams achieve this we have put in place reliable and effective performance evaluation and strategic management tools, using a balanced scorecard based on the recommendations of the McKinsey model for housekeeping. Guests want to sleep in clean beds, shower in clean bathrooms and when they go out, return to a clean hotel suite. HSG believes that housekeeping is the strongest association with the hotel, so the efficiency of our service is measured in a number of ways. One of these ways an important one is the evaluation of customer reviews and client feedback and we will agree a guest reporting card with the Hyatt Place hotel management. Important as this is, however, reviews will only inform us about something that has already happened, or didn t happen at all. Therefore, at the HSG data unit we need to ensure that managers are fully aware of current housekeeping performance using our balanced scorecard. In order to create this awareness, our balanced scorecard is used to evaluate key performance indicators (KPIs), which are measures representing critical success factors for various aspects of running the business. Our goal is to analyse, through the KPIs, the execution and efficiency of our methods by identifying the gap between targeted and actual performance outcomes in order to conceptualise organisational efficiency and functional competence. As a starting point, we do this by breaking down the housekeeping service into three steps: input, process and output. Our framework ensures that the preparation, the actual service delivery and the output are measured. For the input, we measure internal indicators such as staffing levels and absenteeism. For the process stage we look at productivity per employee, and the quality of the rooms cleanliness. Finally, at the output stage, we measure through internal quality checks, collecting customer and client feedback.

8 KPI SCORECARD OUTCOMES MCKINSEY PROCESS KPI STRUCTURE FOR HOUSEKEEPING INPUT Staffing Levels Absenteeism Employee Turnover Training & Upskilling Product Merchandising Time Management PROCESS Employee Productivity Room to Staff Times Check-out to Check-in Times Staff Ratios Organisational Support Health & Safety Adherence OUTPUT Management Pre-Check-in Verification Customer Satisfaction Forms Online Satisfaction Comments Social Media / Web Sentiment Good Practice Post-Check-out Team Analysis Individual Ideas / Team Ideas

9 KPI SCORECARD OUTCOMES HSG does not expect our housekeeping managers to become data analysts. After all, they are at their most effective when they are on your floor, guiding, training and mentoring the teams to ensure consistently high quality service. The data unit at HSG is there to ensure that they are fully equipped with analysed and focussed information, which can be reviewed and discussed with the management of the Hyatt Place and, if necessary, allow for immediate action. The system we use for this is managed by CleanTime and we licence it as our worksite. Our system offers a range of benefits such as: Real time business intelligence system Workforce visibility through the use of technology It can be accessed globally through online hubs for use by the general manager or your head office It gives assurance that the workforce is certified to work, including their training and compliance records It provides a safe working environment It gives real time dynamic data at your fingertips It utilises geo-fenced zones around sites and regions within sites Interactive hand held terminals allow two-way communications Heat mapping allows visibility on locations and walkways activity It matches skills, competencies and qualifications to incidents in real time Full command and control capability from a central location on- or off-site Automated alerts of failed rooms or incidents events Full audit reports produced in real time on a daily basis Electronic tablets are held by the executive housekeeper and the area operations director. Depending on the number of rooms, housekeepers also hold tablets to maintain efficiencies. In addition, all the information is monitored by our data unit team with reports passed to our quality and assurance leads.

10 KPI SCORECARD OUTCOMES ROOM AUDIT METHOD Rooms would be checked by the executive housekeeper upon completion of the clean, in accordance with the specification agreed with Hyatt Place management. Each room will be individually recorded on the CleanTime system in real time, with pass and fail percentages recorded. Were a fail to occur in any aspect of the checklist, it is immediately rectified and a comment placed on the room file within CleanTime. It is important to note, however, that when this is done, whilst it is re-checked, we do not change the initial percentage score. This means on a daily basis that the report will identify the failed areas and what was done to rectify them. The GM will have access to the system and each day a report will be sent for company signature. These reports will be discussed in the regular meetings with the area manager. Examples of penalties imposed as a result of KPI failures could include room refunds, delay fines, etc. Upon agreement for our services, we would work with your GM to develop the scope and run through the many audit reports within our CleanTime system to determine the scope of reports that would be most helpful to the GM.

11 KPI SCORECARD OUTCOMES SAMPLE AUDIT FROM HOUSEKEEPING APPLICATION SAMPLE AUDIT FROM HOUSEKEEPING APPLICATION

12 KPI SCORECARD OUTCOMES HEALTH AND SAFETY HSG Divisional Head David Proctor (NGC3). e: A key component of our monitoring is ensuring the health and safety of all guests and visitors, your staff, and our staff. Our executive housekeepers will have additional training in: Train the Trainer Manual Handling COSHH First Aid Completing Risk Assessments In addition, we have appointed Morgan Maskell to be our specialist independent external peer review provider. Morgan Maskell carry out regular assessments, and their team possesses a range of experts with a depth of experience across the housekeeping sector. Their accreditations include: Institution of Occupational Safety and Health (IOSH) (with staff registrations) Internal Institute of Risk and Safety Management (IIRSM) Member of the Chartered Institute of Building (CIOB) and the Association of Project Safety (APS). Prior to HSG beginning work on site, our Health and Safety officer will visit and undertake site risk assessment, and develop any required method statements, to be shared with Hyatt Place management. Any areas of weakness or failure will also be discussed in the report following the visit. The outcome of the final report including risk assessments will then be reported and discussed with the executive housekeeper and our central Health and Safety team in order to inform and train the staff.

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