Unleash their potential! Always make a total effort, even when the odds are against you -Arnold Palmer, American Golfer, generally regarded as one of the greatest players in the history of men's professional gold.

The economic uncertainties facing the hospitality industry in 2009 are very real, but there have been cycles of reduced demand before and the industry has addressed them successfully in the past.   Not all hotels have staff totally dedicated to sales, but every hotel has motivated and concerned staff that care about the success of their employer.

Too few hoteliers pay enough attention to front-line staff and their ability to sell for our hotels.  People who work at your front desks, van drivers, bell staff, telephone operators, doormen, cashiers, night auditors – they are the front line for many potential guests.  And "potential" is the correct word, because if those people mentioned above do not receive the proper information, knowledge and attention to meet the needs of those potential guests, many of them will likely keep on looking for other lodging options.

Jim Sullivan, a noted hospitality industry columnist and speaker, began referring to the tight labor market more than five years in a different fashion than most people.  Rather than facing a labor shortage problem, he maintained that what we face is really a "turnover problem." 

In his talks and writings, he frequently reminded us that we must recognize the individuality of our staff.   While one could argue it is difficult and challenging, the options are worse. Continued, costly turnover and management spending too much time in operations hurts business potential.  Reducing turnover is part of the manager's responsibility, but there is a need to balance efforts in operations and in sales.  A satisfied employee usually gives better service, which makes for a satisfied guest. 

In times of lower demand, there are more empty rooms at the hotel across the street from you. While one solution could be to hire additional  sales managers when there are fewer  potential guests looking for a new favorite hotel in your town,  matching the needs of those potential guests with the talents and needs of the hotel staff is an option to long-term success that many hotels can take.

The makeup of our staffs varies by location, but it includes all ages, many more nationalities than ever before and tremendous ranges of interests and capabilities.   The United States and Canada continue to attract immigrants from around the world who want to become citizens, but also remain attached to their original culture.  Today's college freshman has a completely different perspective than those of us over age 40.  Generation Y individuals view the Reagan years as recent to them as the

Franklin Roosevelt era and they have never personally felt the threat of a nuclear bomb. These new entries into our job market have always had CDs, cable TV and more choices than any generation ever in the world. It therefore makes sense that we must recognize them as the individuals they are.

A potential guest views your hotel and its' first impression only once.  There is one last impression – and both of them are frequently influenced primarily by those front line jobs identified above.

How do we need to pay more attention to those people?  A major part of it is attitude on the part of owners and managers.  Imagine today that you are a Generation Y person, or a recent immigrant from a country 3,000 miles away.  You have perhaps learned a new language, new cultural habits that are not yet comfortable, but you want to be successful.

What will either of these people think of being called or thought of as a desk "clerk?"  What will they feel about the one hour of orientation or training they receive prior to assuming responsibility for a $500 bank and the second shift of a hotel that may have an asset value of $1 million, $2 million or more?   Would a 66-year old, semi retired native born American or Canadian feel any different?

We must upgrade our attitudes to one that includes consistent respect, attention, reasonable fixed compensation and training so they can be successful and satisfied with their role in the hotel, as front desk sales receptionists (or whatever titles you elect). Perhaps financial incentives for 100% occupancies at agreed standards (X $ rate, no walks, etc.), for up selling to premium rooms, suites is part of the answer. Perhaps cross training, certifications or other personalized incentives may meet the needs of your staff.

 Innovation must take place to improve both staff and guest satisfaction.  The first greeting to a guest and a positive check-in experience can set the tone for a guest's entire stay.  None of us want to speak to the top of a receptionist's head that is bowed down looking at a computer screen.

A positive first impression, a welcoming so to speak, makes the other little things that can go wrong less important.  Starting the guest off negatively can set an avalanche of complaints and problems.  The long-term goal is to get repeat customers, which of course adds to the most effective form of selling and marketing, word of mouth referrals.

Our front teams must be made to feel respected and important.  Do your sales and management teams include them regularly in planning meetings for finding new customers and keeping existing ones?  No one is closer to guests, yet so many properties ignore this resource.

The front desk team can provide tremendous leads resulting from ordinary, pleasant conversations with guests. Sales and management staff can prompt the front desk team on questions to ask.
 
Rewarding the desk team with recognition, incentives, promotional opportunities and respect will make an unbelievable difference in your top and bottom lines.

Questions of the day
These questions are offered to stimulate discussion about the way we do business.  There is not necessarily only one "correct" answer – the reason for this section of the column is to promote an awareness of how we might all improve our operations.  Consider using these or similar questions at staff meetings encourage your team to THINK!

1. When was the last time you as an owner or manager sat down with your front line team to discuss the current issues facing your hotel? 
2. When was the last time you asked them for ideas to boost sales or satisfy customers?
3. What kinds of incentives do you offer your front line team when they contribute to maximizing revenues?

Feel free to share your thoughts at johnjhogan@yahoo.com anytime or contact me regarding consulting, customized workshops or speaking engagements.  Autographed copies of LESSONS FROM THE FIELD – a COMMON SENSE APPROACH TO EFFECTIVE HOTEL SALES can be obtained from THE ROOMS CHRONICLE  www.roomschronicle.com and other industry sources.

All rights reserved by John Hogan and this column may be included in an upcoming book on hotel management.   The opinions expressed in this article are those of the author and do not necessarily reflect the views of this publication

JOHN J. HOGAN , Educator, Hotelier, Entrepreneur      
John Hogan is  frequently invited to speak at Franchise Meetings, Management Company and hospitality association industry events.   He writes for a number of global online services and is actively involved in sharing industry 'best practices' .  He conducts mystery shopping reviews of quality in operations and marketing, including repositioning of hotels.

John's background includes teaching university level courses as an adjunct professor at three different institutions over a 20 year period, while managing with Sheraton, Hilton, Omni and independent hotels.  He served as the principal in an independent training & consulting group for more than 12 years serving associations, management groups, convention & visitors' bureaus, academic institutions and as an expert witness.  He joined Best Western International in spring of 2000, where over the next 8 years he created and developed a blended learning system as the Director of Education & Cultural Diversity for the world's largest hotel chain. 

Hogan's professional experience includes over 35 years in hotel operations, sales & marketing, training, food & beverage, management development and asset management on both a single and multi-property basis.  He holds a number of industry certifications (CHA, CHE, MHS, ACI) and is a past recipient of the American Hotel & Lodging Association's Pearson Award for Excellence in Lodging Journalism, as well as operational and marketing awards from international brands.  He has served as President of both city and state hotel associations.