Sequence of the front-office training measures
Front office coaching covering the following:
- Front office training and coaching: Creation and implementation of front office standard operating procedures (SOPs) for daily operations and administration.
- Front office management: Including receivables, payables, collections, preliminary accounting and personnel management.
- Focus on guest contact: Empathy and friendliness, service mentality, cultural characteristics of international guests, complaint handling, communication with the guest.
- Focus on administration: Interdepartmental communication, optimization of processes for all shifts (early, late and night shifts), correct response to emergencies (fire and health emergencies and safety), creation of necessary forms and instructions regarding implementation.
- Focus on teamwork: Stress management, team-oriented work.
- User trainings for PMS systems: Opera, Fidelio V6, Fidelio Suite 8, various channel manager systems (including Caesar- Data, Hotelweb and Resa-Web).
- Handling of individual and group reservations
Languages: English, some French and Portuguese
Prior to beginning of coaching
- Development of a questionnaire for the various departments that must be answered or completed by the hotel prior to coaching (once per field of work).
- Analysis of the questionnaire.
- Development of draft of a coaching scheme.
A) Situation analysis onsite without the involvement of the local management and adaptation of the coaching scheme to local circumstances and feasibility. In this phase, the coach acts as a guest in order to obtain an overview. The employees are informed about the presence of the coach. Further, the coach observes front office operations; the coach is provided access to departmental lists and documents. Here, typically a compilation of photographs and documents will be created.
B) Coordination with the management and department management and QM representatives with definition of the weak points and, if necessary, presentation of the collected impressions in the form of a photographic documentation, print screens and notes. The documentations and the written report will serve as a basis for the subsequent meeting with the general management. A first status-analysis will be created, defining key activities.
C) Accompaniment of an employee (such as the QM representative) in the execution of their activities as well as the creation of further documentation; preparation of the status and target summaries. The coach accompanies employees of various levels at front office to analyse whether procedures are technically correct and effective. Existing processes, communication and documentation at reception and in the back office are checked. As in phase A, documentation will typically be created.
D) Collaboration with the management, department managers and QM representatives regarding a detailed coaching plan. After phases A to C, the coach will have the overall impression necessary for the planned measures and will be able to present the concrete coaching process to the general management so that phase E can begin. A profile of strengths and weaknesses will be prepared as well as a comparison of the current status and the target status, to be used as a framework for further action.
E) Beginning of the training measures.