Editorial Board   Guest Author

Mr. Amdekar

Jayesh Amdekar

Principal Consultant in Travel & Hospitality Practice, Infosys Limited

Jay Amdekar is Principal Consultant in Travel & Hospitality Practice at Infosys Limited, a leading IT consulting and services company. Jay has over seventeen years of international experience in operations, business consulting and IT consulting in travel, hospitality & gaming industries. At Infosys, Mr. Amdekar leads engagements with clients in travel & hospitality industry. He has worked with some of the leading hotel and casino brands, travel management companies and independent software vendors in North America, Europe, Middle East and Asia. Before joining Infosys Mr. Amdekar worked with Ernst & Young, where he worked with their travel industry clients to conduct business process reviews and recommend leading practices to improve business processes. Prior to joining consulting he worked for hotel chains like MövenPick, Regent International and Taj Group of Hotels. He held several managerial roles in the areas of Revenue Management, Reservations and Guest Services Operations. Visit Mr. Amdekar at www.linkedin.com/in/jayamdekar/ or follow him on twitter @thehotelgeek

Mr. Amdekar can be contacted at 678-636-9081 or jayesh_amdekar@infosys.com

Coming up in April 2018...

Guest Service: Empowering People

Excellent customer service is vitally important in all businesses but it is especially important for hotels where customer service is the lifeblood of the business. Outstanding customer service is essential in creating new customers, retaining existing customers, and cultivating referrals for future customers. Employees who meet and exceed guest expectations are critical to a hotel's success, and it begins with the hiring process. It is imperative for HR personnel to screen for and hire people who inherently possess customer-friendly traits - empathy, warmth and conscientiousness - which allow them to serve guests naturally and authentically. Trait-based hiring means considering more than just a candidate's technical skills and background; it means looking for and selecting employees who naturally desire to take care of people, who derive satisfaction and pleasure from fulfilling guests' needs, and who don't consider customer service to be a chore. Without the presence of these specific traits and attributes, it is difficult for an employee to provide genuine hospitality. Once that kind of employee has been hired, it is necessary to empower them. Some forward-thinking hotels empower their employees to proactively fix customer problems without having to wait for management approval. This employee empowerment—the permission to be creative, and even having the authority to spend money on a customer's behalf - is a resourceful way to resolve guest problems quickly and efficiently. When management places their faith in an employee's good judgment, it inspires a sense of trust and provides a sense of higher purpose beyond a simple paycheck. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.