What do capability, motivation, and expectations have in common? All three are essential for Successful Hotel Service (read on or watch the video).

Capability Let’s use your Hotel as an example. For your Hotel, capability includes the basic skills necessary to be able to answer questions and help customers. Some of these capabilities are technical, and employees have to constantly update their skills through training and self-study. Other capabilities are less clear but just as important: things like “people skills” and the ability to deal with an irate customer.

Around the Hotel, the capabilities can vary. But in most cases, the capabilities still focus on two major areas: knowledge of the “what” in order to answer questions, solve problems, and offer advice; and knowledge of the “how” in order to pass on the relevant information, problem-solving and advice in a way that is appreciated by the customer.

Motivation, is the second key to Hotel Service success. People who have the capabilities but not the motivation will ultimately hurt your Hotel. Even with the right people skills, employees can still reveal their lack of motivation in other ways. Maybe the team member won’t work as hard as they should to please the Hotel Guest or to truly solve a problem? Perhaps the Hotel Manager without Motivation will tolerate inadequate work performance? Sooner or later that lack of motivation will become known to the Hotel Guests and they will switch to a different, more highly motivated Hotel. Hotel Guests have human needs; they all prefer to stay with someone who cares about them and wants to take care of their needs.

Expectations So far we have spoken about capability and motivation and many Hotels can do just fine on just these two. If a Hotel has enough resources to exceed their Hotel Guests’ expectations, then those expectations are never an issue. But when cut-backs take place in a Hotel, and the Hotel is forced to try to provide the same service with fewer and fewer people, the third key becomes more and more important.

There are multiple dimensions of the word “expectations.” First, there’s the need for a Hotel to understand their Guests’ expectations. This usually requires some sort of measurement: maybe a survey, or possibly something less formal, like informal interviews with selected customers.

Second, there’s the need to “set expectations for the Hotel Guest.” This is not so easily achieved. Setting expectations can be explicit, with a published list of what you’ll do and how long it will take, or it can be implicit in situations where you consistently deliver the same result in the same way, and so the customer knows from experience what to expect. The implicit approach works well with simple transactions, like how you check-in to the Hotel at the beginning of your stay. For more complicated, longer-duration services, a more explicit approach is usually preferred.

But remember, “setting expectations” is only successful when the expectations you set come close to meeting the expectations of the Hotel Guests.

Capability, motivation, and expectations are the three keys to success in a Hotel. Ignore them at your own peril!

If you ignore them; your guests will stop staying at your Hotel and you will lose your jobs.

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