BUSINESS PLAN 2015 Ver. 01 The Quality Plan Page 1 of 11

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1 BUSINESS PLAN 2015 Ver. 01 The Quality Plan Page 1 of 11 KEY OBJECTIVES: To utilise the Protea Hotel s Operations Standards Manual to communicate, implement and measure achievement of minimum operational standards branding, physical and service. To utilise the Protea Hotel s Quality Assurance programme, both internally and external, to measure the Hotel s physical and service quality against identified standards. To utilise internal GUEST feedback to take immediate remedial action and prevent future similar problems. RESOURCES Protea Hotels Operations Standards Manual Quality Assurance Review Form GUEST Feedback Forms Notes: The Protea Hotels Operations Standards Manual sets out the minimum physical operational and service standards that must be adhered to and achieved by each Hotel. The adherence and achievement of these laid down standards is measured through the Quality Assurance Review programme. The implementation of the Minimum GUEST Service Standards is essential to maintain GUESTS and to anticipate and exceed their expectations. Management and department heads of GUEST Service Departments (i.e. Front Office, Food and Beverage, Housekeeping, etc.) are required to attend the Protea Hotels Implementing GUEST Service Standards Facilitator s course to enable them to effectively implement GUEST service standards in their areas of responsibility. The effectiveness of the implementation of GUEST service standards should be measured against service assessment scores and against GUEST comments. In addition, the minimum service standards are used as job descriptions for employees, as performance assessment criteria for employees, as well as being used as the basis for departmental skills training. WHEN PHYSICAL STANDARDS The Minimum Physical and Branding standards set out in the Group's Operations Standards Manual are clearly communicated, implemented and maintained GUEST SERVICE STANDARDS Department Management have attended the Protea Hotels Implementing GUEST Service Standards course. Minimum GUEST Service Standards i.r.o all service areas are set, communicated, maintained and regularly reviewed. Copies of relevant GUEST Service Standards are displayed in service areas of the Hotel.

2 BUSINESS PLAN 2015 Ver. 01 The Quality Plan Page 2 of 11 WHEN What are GUEST Service Standards? GUEST Service standards specify what the GUEST should experience, during any moment of truth. A Moment of Truth is any point of interaction that a customer has with an organisation and through their experience of that interaction, gain an impression of the organisation. GUEST Service Standards try and quantify the GUETS expectations and also set standards (actions) for ensuring that we can anticipate, meet and exceed GUEST expectations. They are SERVICE ASSURANCE standards i.e. every time a GUEST has contact with an employee of the establishment they should have a service experience service as described in the GUEST service standard. Example: * Our assurance is that the phone will be answered within 3 rings. * The GUEST s first course will be delivered to their table within 15 minutes of the GUEST placing the order. The GUEST Service Standards also state what the employee should KNOW and BE ABLE TO DO in order to be able to meet the GUEST Service Standard. Example: *In order for a Reservations Agent to take a telephonic GUEST reservation efficiently, they need to be able to operate a computer to record the reservation, they need to know the types of Rooms in the Hotel, bed configurations per room, the Rate for each Room, etc. *In order for a Restaurant Waiter/ Waitress to be able to advise customers on appropriate menu choices, they need to know the basic ingredients, methods of preparation and taste of each dish.

3 BUSINESS PLAN 2015 Ver. 01 The Quality Plan Page 3 of 11 WHEN Using GUEST Service Standards as a JOB DESCRIPTION The Minimum GUEST Service Standards are utilised as employee job descriptions, are clearly communicated. They specify what must be done as well as the performance standard which is expected. Using GUEST Service Standards as an EMPLOYEE PERFORMANCE APPRAISAL GUEST Service Standards specify the required level of job performance. In appraising an employee s ability to perform the job, for each standard a competency statement is made. An employee can be appraised by comparing the statement of competency (what the Employee must Know or Be Able to Do) with your observation of actual performance. Where the employee does not Know or is not Able to Do, there is a performance discrepancy i.e. the employee is not doing what is supposed to be done or to the standard required. Reasons for poor performance usually fall into one or more of the following categories:- 1. The employee does not know what should be done 2. The employee does not know how to do it 3. The employee does not want to do it (motivation) 4. The employee does not know why it should be done (to a required standard); or 5. The employee can do it but performs inconsistently. All of the above can be addressed by Management through training, communicating, motivating and disciplining

4 BUSINESS PLAN 2015 Ver. 01 The Quality Plan Page 4 of 11 WHEN Using GUEST Service Standards to IDENTIFY TRAINING NEEDS Where the employee does not Know or is not Able to Do, and there is a performance discrepancy, this could be because the employee has a Training Need i.e. the employee does not Know or is Not Able to Do and the performance discrepancy can be corrected through Training. Individual Employee identified Training Needs can then be transferred to the Departmental Training Needs Analysis Matrix and training interventions planned accordingly (Hotel Training Planner). Management regularly conduct on-the-job training and coaching to implement and maintain required GUEST service standards

5 BUSINESS PLAN 2015 Ver. 01 The Quality Plan Page 5 of 11 Notes: The Protea External Quality Assurance Review Assessments are conducted by the Company at least once per annum. The Quality Assurance Review form is designed so that each Department or operational area may be assessed independently and internally at Hotel level. In this regard each Department Head/ the General Manager is required to conduct an internal Quality Review inspection, using the prescribed format, at least once a month. Heads of departments are required to follow through with preventative maintenance. WHEN REVIEW EXTERNAL Quality Assurance Review scores meet or exceed the Group benchmark. REVIEW INTERNAL A Quality Assurance Review is conducted, internally per department, at least once a month to review standards in each Department. An internal minimum branding audit is conducted at least every quarter. INTERNAL CHECKS GENERAL MANAGER The General Manager personally checks a minimum of 5 bedrooms, per week, prior to the GUEST s arrival. The General Manager personally checks STAFF quarters/ change rooms/ toilets at least once a month. GM The General Manager personally checks, on a quarterly basis, that the Minimum Branding Standards are maintained and may complete a checklist to this end.

6 BUSINESS PLAN 2015 Ver. 01 The Quality Plan Page 6 of 11 PREVENTATIVE MAINTENANCE PROGRAMME Preventative GUEST Room (and Bathroom) Maintenance programmes must be in place to resolve GUESTS maintenance problems and handle all GUEST requests. Provision must be made for the performance of simple preventative maintenance tasks in all GUEST rooms and other areas (i.e. change aircon filters, replace light bulbs, repair curtain rails, remote control batteries, clearing of drains, etc,)

7 BUSINESS PLAN 2015 Ver. 01 The Quality Plan Page 7 of 11 GUEST FEEDBACK KEY OBJECTIVES: To utilise the GUEST Feedback system to obtain and analyse GUEST feedback to - identify overall Hotel Recommendation Index Scoring - set internal Hotel targets for improvement in the Recommendation Index Scoring - analyse and track specific GUEST Comments to ascertain most frequently mentioned problem areas and formulate a preventative maintenance action plan RESOURCES GUEST Feedback Hot or Not cards GUEST Feedback Website Internal website for data capturing & analysing GUEST feedback Notes: Each Hotel is required to run the hotel based GUEST Feedback system with Hot or Not GUEST Comment cards to be displayed in Reception and in the GUEST rooms. The recommendation index scores on the cards should be captured on the available database in order to obtain performance reports. The monthly recommendation index scores should be recorded against the Hotel s internal target. WHEN GUEST FEEDBACK The Hotel aims to achieve a higher % of returns of Hot or Not cards on Room Nights sold, to obtain a better indication of the hotel s Recommendation index score. The hotel aims to convert 100% of their GUESTS into Recommending supporters

8 BUSINESS PLAN 2015 Ver. 01 The Quality Plan Page 8 of 11 GUEST FEEDBACK WHEN GUEST FEEDBACK ANALYSIS Hot or Not cards are to be read and addressed on a daily basis in the Daily Management meetings. The General Manager and hotel management will react and respond to any serious GUEST complaints. The Hotel captures the Hot or Not scores and comments on the internal website for data capturing and analysing. This should be done daily. The Recommendation index scores can be viewed on the report link and these scores are used by the hotel to set internal targets for improvement. GUEST Comments, with appropriate actions for improvement, are displayed in STAFF Service areas.

9 BUSINESS PLAN 2015 Ver. 01 The Quality Plan Page 9 of 11 GUEST FEEDBACK WHEN GUEST SERVICE FOCUS STRATEGY A strategy needs to be in place for the reviewing of GUEST Feedback and the appropriate communication thereof to STAFF and must incorporate the following:- Discuss HOT or NOT! recommendation index score for the hotel. Discuss ideas for getting more GUESTS to fill in HOT or NOT! cards. Evaluate complaints and discuss ways to prevent them happening again. Assign responsibility for monitoring review sites such as and the websites of Online Travel Agencies (OTA s) relative to your specific hotel. Display HOT or NOT! Cards and RIS scores in STAFF Canteen/Rest area. Regular meetings focusing on GUEST Service Discuss reward ideas for GUESTS who agree to be interviewed by management (see GUEST experience interviews below).

10 BUSINESS PLAN 2015 Ver. 01 The Quality Plan Page 10 of 11 GUEST FEEDBACK WHEN GUEST INTERVIEWS A member of management preferably the General Manager should conduct regular interviews with frequent and VIP GUESTs. A questionnaire, which is fairly comprehensive and is designed to focus on emotive GUEST service issues, has been provided. This questionnaire can be customised for your own hotel. If the GUEST agrees, the questionnaire can be given to him / her on arrival for a more focused feedback session on departure. The questionnaire can also be used by the General Manager to implement an internal mystery GUEST programme. GUEST FEEDBACK REPORTS The GUEST Feedback cards are to be kept for a minimum of 24 months for reference purposes. Preventative action plans are drawn up and implemented to, where possible, eliminate the occurrence of regularly mentioned complaints/ comments If particular STAFF members are commended or criticised, the General Manager will be responsible for giving those members of STAFF an accolade or the necessary discipline. GUEST FEEDBACK ON WEBSITES The Hotel Management regularly monitors GUEST feedback and comments, not only on their Hotel but on competitor Hotels as well, on travel and feedback sites such as:- Head Office monitors Facebook, Twitter & hellopeter.com on behalf of the Hotels.

11 BUSINESS PLAN 2015 Ver. 01 The Quality Plan Page 11 of 11 ACHIEVING THE GUEST SERVICE VISION KEY OBJECTIVES: To achieve the Protea Hotels GUEST Service Vision, which is to ACQUIRE and MAINTAIN GUESTS by ANTICIPATING, MEETING and EXCEEDING our GUEST S Expectations. WHEN GUEST SERVICE VISION AND VALUES The GUEST Service Vision is to ACQUIRE and MAINTAIN GUESTS by ANTICIPATING, MEETING and EXCEEDING our GUEST S Expectations The GUEST Service Vision and Values should be documented, displayed, communicated and reenforced by Management at every possible opportunity. PROTEA HOTELS CARE GUEST SERVICE VALUES COURTESY by ensuring that every interaction with a GUEST is conducted in an efficient, prompt and courteous way. ASSURANCE by ensuring consistently high physical and service standards and by paying attention to detail. RESPONSIVENESS by anticipating our GUESTS needs and by taking immediate action to respond to those needs. EFFICIENCY by knowing how to do our jobs efficiently, accurately and timeously. Your success is dependent on delivering RESULTS that EXCEED EXPECTATIONS S = R (Success equals Results over Expectations) E

UNIT TITLE: CONDUCT A NIGHT AUDIT NOMINAL HOURS: 25

UNIT TITLE: CONDUCT A NIGHT AUDIT NOMINAL HOURS: 25 UNIT NUMBER: D1.HFO.CL2.06 UNIT DESCRIPTOR: This unit deals with skills and knowledge required to appreciate the role of a night auditor and to undertake