Tourism Regulatory Authority. Willis Ondiek

Transcription

1 Tourism Regulatory Authority Willis Ondiek

2 The role of Quality Workforce on Service Delivery / Impact of HR on Sector Performance Willis Ondiek

3 Service Quality Quality Service Quality Service Quality Framework/ QMS Quality Workforce and Impact/ Importance

4 What is Quality ATTRIBUTES are used to describe QUALITY examples: Beauty, Goodness, Freshness, Expensiveness etc Because different people perceive these attributes differently, the use of attributes to describe quality is IMPRECISE. Quality therefore needs to be defined.

5 Quality and, Service Quality Quality Defined/ Aspects and Components Degree of Excellence Class/grade Character/ finesse Timbre Functional Quality meeting stated and implied requirements (standards) Functional quality implemented as known services; administered through set procedure and can be verified/ monitored Functional Quality underpins Service quality (Can be learnt and managed)

6 Service Quality Framework/ QMS QMS set of processes, requirements, intensions (plans) and actions that deliver and maintain quality service(s) Quality (of product or service) we decide as a person/ management/ destination. Basic principles anchoring QMS: leadership, resources, championship (organization), processes, products (and services),commitment (to this via monitoring and continuous improvement) Drivers are staff (HR) who are competent

7 Quality Workforce and Impact/ Importance Quality Workforce competent (skilled and knowledgeable, has the right attitude and value system); Attributes/ Benefits of: Knows and aware of services and delivery processes Readily defines service quality (analytical) Can monitor and improve service quality (Over 20 benefits); How (to get/ have and maintain) Quality HR: - Right Entry behaviour & training (recognized), mentorship/coaching; benchmarking, exchange programme; self-improvement; Policies, Strategy, QMS and Operation Instruments & Tools, Performance and Systems Appraisal and Improvement ; Track and set minimum bars f(levels) or Personal (staff) and Organizational Service Quality levels

8 Questions Thank You

9 The Concept of Quality Standards in Hospitality sub-sectors - Best Practices Willis Ondiek

10 What is Quality? ATTRIBUTES are used to describe QUALITY examples: Beauty, Goodness, Freshness, Expensiveness etc Because different people perceive these attributes differently, the use of attributes to describe quality is IMPRECISE. Quality therefore needs to be defined. Specific Elements and Aspects that are measurable from FUNCTIONAL context

11 Quality and, Service Quality Quality Defined/ Aspects and Components Degree of Excellence Class/grade Character/ finesse Timbre Functional Quality meeting stated and implied requirements (standards) Functional quality implemented as known services; administered through set (and documented) procedure Functional Quality underpins Service quality (Can be learnt and managed)

12 Quality Vs Standards Quality Vs Standards Standards a set of elements defining quality of a product or service (mutually agreed/ arrived at after consensus) QUALITY STANDARD (parts, attributes/ features, purpose/ ops) Example Conference Package (Service) Elements to look for are: Basic Provisions to facilitate conference (writing materials to teleconferencing) Room and seating space (suitability to number) Furniture and furnishings (suitability of tables and chairs for purpose) Climate (right temperature levels and ability to change it AC) Ambience and Aesthetics (theme and its conformity Acoustic and sound management Ancillary Services photography and video coverage services Bottled Water (Product) Elements to look for may include: Taste (ph, mineral levels etc) Health (minerals and their impact Packaging (seal, safety, branding and aesthetics) Specifications (existence and quality mark) etc

13 Best Practices Mandate (, goals & Objectives) Mission (Why do you exist, Why should you be allowed to be, What is unique) Objectives (with 360 degree business perspective) Product, QMS, Human Resource, Market & Marketing, Cultural diversity in reach & impact, CSR Clear & noble dream ethical and standard practices Corporate Governance & Organization Management System Board Management Operative

14 Best Practices Cont d Sustainability Practices Customer Commerce Community & Culture Conservation Go green/ Eco-friendly Energy Efficient Use Solar Use Wind Waste Management (Policy/ Practices) Prevent, Recycle, Reuse Recover Dispose (Wisely, Safely &Economically) Corporate Social Responsibility Education (Sponsorships, building schools etc) Health (health centres, medical camps, sponsor needy case etc) Humanitarian (intervention missions during disaster) Enterprise empowering Environment (Conservation & Preservation)

15 Best Practices Cont d Human Resource Employ on merit Core Competence of Professionals Communication Decision/ Judgment Team work/ player Logical in view/ approach to issues (can learn or mentor) Able and Sensitive to saving or handling nature/ culture Enterprises Shares competence/ specialization Patriotic Training Regularly (at least 7-10 days/ yr) Coaching/ Mentorship using top notch Recognition & Motivation schemes Benchmarking & Exchange programmes Monitoring, Audits (Own, 2 nd & 3 rd parties) Industrial Labour Relations

16 Best Practices Cont d Universal standards conformance & compliance Universally Competitive Quality/Pricing Comparative advantage Competitive advantage Disaster Management System/Strategy Plan Prevent (Processes, Insure, Train etc) Respond Restore/ Recover Communication* Quality Management System

17 Importance of Standards in Hospitality Destination Level: Universality of quality (standards) is the currency and a common language Global nature of tourism Competitiveness (position of the destination and, competitive & comparative advantage) At organizational level: Quality, Earnings and profitability, Sustainability (continued existence and growth), Staff motivation and high moral Recognition etc

18 How Quality Standards are Operationalized Basic principles/ Requirements (QMS): Leadership- resources, prudent direction, inspiration, foresight, judiciousness, humility; Products (and services) clearly discerned and standards/ elements defining quality set; Processes clear and easy to follow, tested and delivers intended outcome Championship, coordination (organization) - assigned, competent and motivated; Commitment (to this via monitoring and continuous improvement) correct tools, correct aspects that define quality/ improvement

19 How Quality Standards are Operationalized Set a Team to Champion Note/ Know Services in each functional area Define and document Service process (procedures) and measures defining quality or success Develop basic monitoring tools and implementation plans Undertake audit, monitoring and reporting

20 Questions Thank You

21 The Impact of Human Resource on Service Delivery Willis Ondiek

22 HR and Service Delivery Quality HR in Service Quality Objectives of Service Quality Gaps in Service Quality Managing Services Delivery Gaps (QMS)

23 What is Quality? ATTRIBUTES are used to describe QUALITY examples: Beauty, Goodness, Freshness, Expensiveness etc Because different people perceive these attributes differently, the use of attributes to describe quality is IMPRECISE. Quality therefore needs to be defined. Specific Elements and Aspects that are measurable from FUNCTIONAL context

24 Quality and, Service Quality Quality Defined/ Aspects and Components Degree of Excellence Class/grade Character/ finesse Timbre Functional Quality meeting stated and implied requirements (standards) Functional quality implemented as known services; administered through set procedure Functional Quality underpins Service quality (Can be learnt and managed)

25 HR in Service Quality Determinants (in order of importance): Reliability Responsiveness Assurance Empathy (understanding) Tangibles Perceptions of service quality Competence Access Courtesy Communication Credibility Security

26 In a perfect world expectation & perception would be identical Customers expectations are the standards or the reference points for performance against which the service experiences are compared. The sources of customer expectations consists of pricing advertising and sales promises as well as innate personal need, word of mouth communications, and competitive offerings.

27 Objectives of Service Quality vs HR Quality Being RIGHT Speed Being FAST Dependability Being ON TIME Flexibility Being ABLE TO CHANGE Cost Being PRODUCTIVE It takes HR to be or do these

28 Gaps in Service Quality vs Role of HR Provider gap 1-not knowing what customers expect Provider gap 2-not selecting the right service design and standards Provider gap 3-not delivering to service standards Provider gap 4-not matching performances to promises Customer perception Note: It takes HR s competence to execute or manage each gap

29 Key factors Leading to Provider Gap1 Customer Expectations 1. Inadequate marketing research orientation-insufficient marketing research, research not focused on service quality, inadequate use of market research 2. Lack of upward communication-lack of interaction between management and customer; insufficient communication between contact personnel and top management, too many layers between contact personnel and top management. 3. Insufficient relationship focus-lack of market segmentation, focus on transaction rather than relationship; focus on new customers 4. Inadequate service recovery Customer perception

30 Key factors Leading to Provider Gap-2 Customer-driven service designs and standards Poor service design- unsystematic process vague, undefined service designs Absence of customer defined standards-absence of process management to focus on customer requirements, absence of formal process for setting service quality goals Inappropriate physical evidence and service-scape Management perception of customer expectation

31 Key factors Leading to Provider Gap-3 not delivering to service standards Service Delivery Deficiency in human resource policies-ineffective recruitment; role ambiguity and role conflict; poor employee-technology job fit; inappropriate evaluation and compensation systems, lack of empowerment, perceived control and teamwork Failure to match demand and supply-inappropriate customer mix Customers not fulfilling roles Problems with service intermediaries Customer-driven service designs and standards

32 Key factors Leading to Provider Gap-4 Service Delivery Lack of integrated services marketing communications Ineffective management of customer expectations Over promising-in advertising, personal selling, over promising through physical evidence cues Inadequate horizontal communications-insufficient communication between sales and operations, advertising and operations. External communication to customers

33 Managing Services Delivery Gaps (QMS) Quality Control Tools Fishbone (Ishikawa) Checklist Graph & Chart Pareto Diagram Histogram Line graph Flow Chart SOPs (Service realization process - Flow Chart) QMS- TQM/ ISO (Process) Principle Leadership & Commitment (commit resources) Involve staff at all levels Create framework & team to champion quality Train & motivate recognize and celebrate success) continuously Monitor, benchmark, document & improve Operations/ Activities: Set/ Define Have Tools and Analysis Monitor Analyze Benchmark Improve

34 Questions Thank You