Is Your Mystery Shop Program Working?

By Jesse Boles Executive Director of Operations, FreemanGroup | April 29, 2012

To find out whether your hotel's mystery shop program is enabling you to measure service levels in a way that is useful to your team and bringing about tangible results, ask yourself five questions.

1. Is it based on relevant logic?

You know your mystery shop program is working when results are revealing the things you don't know rather than the things you do know.

Mystery shops should focus on the things that are hard to see or observe. How are your employees behaving in complex situations?

An outdated mystery shop model focuses on the obvious things that anyone walking through your hotel would notice. These things might include employees in poorly fitting uniforms, burned out light bulbs, damaged carpet-things you see every day on the job.

The logic behind truly modern mystery shop platforms allows you to measure complex behaviors. Rather than simply record whether the wait time at check-in exceeded five minutes, modern mystery shop programs require mystery shoppers to record real wait times and details such as whether or not the front desk agent apologized when wait time standards were not met, whether anyone was working the line, whether refreshments were offered, etc.

Choose a Social Network!

The social network you are looking for is not available.


Hotel Newswire Headlines Feed  

C. David Wolf
John Welty
David Chitlik
Al DeNapoli
David Ashen
Bernard Ellis
Janet Gerhard
Zoe Connolly
Andrew Glincher
Michael Elkon
Coming up in April 2019...

Guest Service: A Culture of YES

In a recent global consumers report, 97% of the participants said that customer service is a major factor in their loyalty to a brand, and 76% said they view customer service as the true test of how much a company values them. And since there is no industry more reliant on customer satisfaction than the hotel industry, managers must be unrelenting in their determination to hire, train and empower the very best people, and to create a culture of exceptional customer service within their organization. Of course, this begins with hiring the right people. There are people who are naturally service-oriented; people who are warm, empathetic, enthusiastic, pleasant, thoughtful and optimistic; people who take pride in their ability to solve problems for the hotel guests they are serving. Then, those same employees must be empowered to solve problems using their own judgment, without having to track down a manager to do it. This is how seamless problem solving and conflict resolution are achieved in guest service. This willingness to empower employees is part of creating a Culture of Yes within an organization.  The goal is to create an environment in which everyone is striving to say “Yes”, rather than figuring out ways to say, “No”. It is essential that this attitude be instilled in all frontline, customer-facing, employees. Finally, in order to ensure that the hotel can generate a consistent level of performance across a wide variety of situations, management must also put in place well-defined systems and standards, and then educate their employees about them. Every employee must be aware of and responsible for every standard that applies in their department. 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.