Six Tools for Measuring Service Performance

By Jesse Boles Executive Director of Operations, FreemanGroup | January 08, 2012

With so many measurement tools on the market, it can be difficult to determine which ones are the right solutions for your hotel or property. How do you know which ones you need? How can you combine them in order to get a well-rounded view of the guest experience you're delivering?

In my experience, there are six measurement tools that, when implemented properly, can generate a truly 360-degree view of performance. Below is some information that will help you navigate through your best measurement options and come up with the measurement plan that best suits your organization.

1. Guest Comment Surveys

Guest comment surveys are the most common, and probably most important, measurement tools that a hotelier can employ. The three big picture questions that all guest comment surveys should ask are:

  • As a paying guest, do you feel you got a good value for your money?
  • How satisfied were you with your experience at our hotel?
  • What is the likelihood you will return to our hotel and recommend it to others?

Most everything you ask beyond these three questions should be designed to determine what is driving the responses to these three questions. Your aim is find out what will make the guest perceive greater value. As you develop your survey questions, try to remain focused on what the guests want rather than on the service elements that you, as a manager, would like to see measured. Not all of the service elements that you would like to see measured are going to be in line with what's important to your guests. All guest comment survey questions should focus on the things most likely to influence whether or not a guest will return and recommend.

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Coming up in March 2019...

Human Resources: An Era of Transition

Traditionally, the human resource department administers five key areas within a hotel operation - compliance, compensation and benefits, organizational dynamics, selection and retention, and training and development. However, HR professionals are also presently involved in culture-building activities, as well as implementing new employee on-boarding practices and engagement initiatives. As a result, HR professionals have been elevated to senior leadership status, creating value and profit within their organization. Still, they continue to face some intractable issues, including a shrinking talent pool and the need to recruit top-notch employees who are empowered to provide outstanding customer service. In order to attract top-tier talent, one option is to take advantage of recruitment opportunities offered through colleges and universities, especially if they have a hospitality major. This pool of prospective employees is likely to be better educated and more enthusiastic than walk-in hires. Also, once hired, there could be additional training and development opportunities that stem from an association with a college or university. Continuing education courses, business conferences, seminars and online instruction - all can be a valuable source of employee development opportunities. In addition to meeting recruitment demands in the present, HR professionals must also be forward-thinking, anticipating the skills that will be needed in the future to meet guest expectations. One such skill that is becoming increasingly valued is “resilience”, the ability to “go with the flow” and not become overwhelmed by the disruptive influences  of change and reinvention. In an era of transition—new technologies, expanding markets, consolidation of brands and businesses, and modifications in people's values and lifestyles - the capacity to remain flexible, nimble and resilient is a valuable skill to possess. The March Hotel Business Review will examine some of the strategies that HR professionals are employing to ensure that their hotel operations continue to thrive.