d1.hrs.cl1.18 d1.hot.cl1.01 d2.tcc.cl1.01 slide 1
TRANSCRIPT
Subject Elements
This unit comprises three Elements:
Communicate effectively
Establish and maintain effective relationships with colleagues and customers
Work in a team.
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Assessment
Assessment for this unit may include:
Oral questions
Written questions
Work projects
Workplace observation of practical skills
Practical exercises
Formal report from supervisor.
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Communicate effectively
Performance Criteria for this Element are:
Relay information in a clear and concise manner using appropriate communication techniques
Use language and tone appropriate to a particular audience, purpose and situation, taking into account the relevant factors involved
Use active listening and questioning to facilitate effective two-way communication with others.
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Communicate effectively
Performance Criteria for this Element are:
Identify potential and existing conflicts and seek solutions in conjunction with all involved parties
Complete routine workplace documentation accurately in a timely manner.
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Communicate effectively
When working in the hospitality industry, there is a need to communicate with both customers and colleagues.
What is a colleague?
What is a customer?
Who are all the colleagues and customers you communicate with?
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Who do you communicate with?
Depending upon the enterprise or specific situations, customers and colleagues can include:
Workmates
External customers and clients
Members of other tourism and hospitality industry sectors
Individuals or groups such as consultants and committees.
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Who do you communicate with?
Government agencies and private organisations
Local residents
Visitors
Media
State guests and their entourage
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Where do you communicate?
Communication may take place in many locations including:
In an office environment
Back of house
Front of house
Reception areas.
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Types of communication
Basic communication options include:
Verbal
Written format
Non-verbal
Use of an interpreter.
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Effective communication
To help ensure your communication is polite, professional and friendly, the following tips will assist:
Follow all establishment policies
Use a person’s name where it is known
Be honest
Use ‘please’ and ‘thank you’ a lot.
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Effective communication
Don’t interrupt
Speak at an appropriate pace and volume
Make sure your non-verbal language matches the verbal communication.
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Language and tone
When communicating with others it is vital to make sure that the language and tone is appropriate to the nature of each individual communication.
What is appropriate language?
What is appropriate tone?
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Internal and external customers
All ‘customers’ to a business are important.
What is an internal customer?
What is an external customer?
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Need for effective communication
All communication, whether verbal or written, needs to be effective in order to demonstrate our intention to:
Meet customer and colleague needs
Deliver service and responses quickly.
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Need for effective communication
To help achieve effective communication:
Every message must have a purpose
Messages should match the interests and abilities of the receiver
Unnecessary words should be eliminated
Chosen words should be within the experience range of the receiver
Verbal messages should be clear and concise.
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Written communication
Use graphics or pictures
Use different languages
Easy to read
Encourages people to read it
Be available in ‘take away’ form.
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Two way communication
Communication is ‘two way’:
Message – outgoing communication
Feedback – inbound communication.
It must be clear that the message was understood by the receiver.
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Communication
Communication involves sending and receiving messages via:
Verbal communication
Non-verbal communication.
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Verbal communication
Verbal communication includes:
Language or speech
Questioning, listening and answering.
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Non-verbal communication
Non-verbal communication includes:
Body Language
Facial expressions
Eye contact
Gestures
Posture.
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Communicating with customers
Communication with the customers visiting your property is primarily aimed at providing information about:
Products
Services.
Product knowledge relates to an understanding of both products and services.
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Communicating with customers
It involves providing:
Answers to questions asked
Information tailored to the needs of each individual customer.
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Improving product knowledge
Speaking with colleagues
Attending staff meetings
Attending product launches
Speaking with customers to obtain feedback, opinion and thoughts
Speaking with friends and family.
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Improving product knowledge
Speaking with sales representatives
Speaking with industry representatives
Listening to, or reading, the media
Visiting other venues within the industry to see what they are doing.
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Types of product knowledge
General property features, services and facilities
Special features
Benefits available to customers
Disadvantages
Price.
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Answering customer questions
If a customer asks a question and you don’t know the correct answer you should:
Be truthful
Apologise
Inform them you will find out the answer to their question
Find out the information
Pass on the information.
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Communicating with colleagues
Operational performance
Upcoming events
Products and services information
Promotional activities
Specific customers.
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Non verbal communication
Non-verbal communication is anything other than words that communicates a message.
The way we stand
The way we talk
The clothes we wear and the accessories we use
Our facial expressions.
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Non verbal communication
Five aspects of non-verbal communication:
Emblems
Illustrators
Affect displays
Regulators
Adaptors.
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Reading body language
Kinesics
It is the art of decoding body language:
Personal space
Touching.
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Reading body language
Orientation and posture
Standing side by side
Standing in front of someone
Sitting
Standing
Walking.
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Reading body language
Facial expressions
What constitutes facial expressions?
What can facial expressions tell you?
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Reading body language
Eye movement
What do each of the following eye movements tell you?
Eye contact
Looking away
Looking down
Not making eye contact.
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Reading body language
Gestures
What do the following gestures indicate?
Pointing
Throwing up the hands in alarm
Moving the head or other body parts
Using wide and energetic gestures
Mirroring the stance of the other person.
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Reading body language
Silence
Do you like silence in a conversation?
What does ‘silence’ tell you?
When is it good to be silent?
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Listening
The use of questions and effective listening are keys in nearly all effective two-way communication.
What is the difference between ‘hearing’ and listening’?
Are you are good listener?
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Effective listening
Encourages others to fully transmit their message by indicating our interest and concern
Ensures receiver has all the relevant facts
Improves relationships
Assists in problem resolution
Allows for proper understanding between people
Reduces many conflicts
Improves staff morale
Raises workplace productivity.
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Types of listening
We have two listening options:
1) Active listening
Listening only
2) Reflective listening
Verbal feedback that ensures the channel of communication continues clear and without conflict.
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Active listening
Showing sensitivity to the speaker and showing all due respect
Displaying empathy with the person speaking
Demonstrating your attention to all the non-verbal signals you send
Not interrupting the speaker.
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Active listening
Encouraging the other person to continue talking by using encouraging behaviour – nods, murmurs, short words of encouragement
Concentrating on what is being said rather than allowing yourself to drift off while thinking of something else
Not being judgmental about the way the speaker looks, or what they are saying.
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Reflective listening
Paraphrase what the speaker says – sum up and repeat
Read between the lines of what is actually being said
Utilise questioning to sum up or clarify
Continue being non-judgmental
Refrain from making comments or interrupting
Continue being sensitive.
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Questioning
What is the importance of questions?
When should you use them?
What types of questions can you ask?
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Closed questions
Closed questions are asked in such a way as to elicit only a ‘Yes’ or ‘No’ answer.
When is a good time to use closed questions?
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Open questions
These are questions that probe the talker for more information and encourage them to supply further detail.
They are questions that begin with:
What
Why
How
Where
When.
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Methods to aid effective listening
Effective listening requires practice and concentration.
Prepare yourself to listen
Become interested
Keep an open mind
Identify the main idea.
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Methods to aid effective listening
Listen critically
Don’t get distracted
Take notes
Help where necessary
Reflect on what has been said
Keep quiet.
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Identify potential conflict
Whenever a potential or existing conflict is identified, action must be taken to attempt to resolve the issue.
It is never acceptable to ignore this situation and simply hope things will resolve themselves.
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What is conflict?
A conflict is a state of opposition between persons or ideas or interests.
What causes conflict in your workplace:
Between staff and customers?
Between staff and colleagues?
What do you do about these conflicts?
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Conflict with colleagues
Some reasons include:
Pressure of work
Lack of, or bad communication
Prejudices
Ineffective working systems
Difference in opinions
Difference in beliefs
Misunderstanding
Team member not pulling their weight.
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Conflict with customers
Some reasons include:
Lack of, or poor, service Expectations not being met Dissatisfaction with the accommodation or services Unhygienic conditions Low comfort levels Rowdy and unacceptable behaviour
or comments A mistake with an account Error in the reservation Special requests not being adhered to
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Conflict warning signs
Various ‘warning signs’ which may be displayed by either another colleague or customer that can indicate that a problem exists or is imminent.
The warning signs given by a colleague are usually quite different to those observed in a customer.
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Colleague warning signs
Avoids verbal and visual contact
Indulges in negative facial expressions
Makes negative remarks
Makes rude gestures or remarks.
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Customer warning signs
Looks angry or aggressive
Appears flustered or frustrated
Contorted facial expressions
Glances around as if seeking assistance
Physically touches another guest or colleague
Becomes too loud.
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Conflict resolution
How are conflicts resolve in the workplace?
Which conflicts are you are to resolve your self?
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Conflict resolution techniques
Listening and discuss the conflict
Listen to what the parties involved have to say
Collect facts about the situation
Discuss specific points for better understanding
Sends message that you are genuine in your attempts to resolve the situation.
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Conflict resolution techniques
Show empathy
Show an understanding of another person’s feelings
Put yourself into the other person’s shoes
Aim to ‘take the customer’s side’
Acknowledge person’s emotions and feelings
Don’t take the matter personally
You represent your company.
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Conflict resolution techniques
Compromise
What can we do to try to put it right?
Be flexible in your approach to the situation
Find an acceptable solution that is less than the initially expected position
All parties involved accept the resolution that is finally agreed on.
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Conflict resolution techniques
Co-operating
Cooperate with the parties involved
Agreeing with the parties in a positive manner
Working with them to find a speedy resolution
You must never agree with the parties’ requests or demands if they are not in line policies and or beyond personal jurisdiction.
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Conflict resolution techniques
Define the conflict
Verbally summarise the conflict
Define the key points
Write down key details to show the customer you are taking the matter seriously
Ensure all parties involved are in agreement with your summary
Be prepared to amend or add to your summary.
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Conflict resolution techniques
Develop solutions
Any solutions will depend on workplace policies and procedures
Ask conflicting parties for suggestions on satisfactory resolutions to the situation
Wherever possible, try to accommodate the parties’ suggestions, but accept that this is not always possible.
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Conflict resolution techniques
Personal characteristics to handling conflict
Be assertive
Be constructive
Be well-informed
Act on workplace policies and procedures
Exercise patience
Show tolerance
Understand the total picture
Compromise
Be consistent.
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Workplace documentation
What is ‘workplace documentation?
What workplace documentation do you complete?
What is the purpose of workplace documentation?
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Purpose of written documentation
When identifying your purpose, determine first:
Key message you want to give your reader
Action you want your reader to make in response to your written communication.
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Written documentation
Types of common workplace written documentation includes:
Letters
Memos
Faxes
Emails.
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Written documentation
Each department will have their own specific documentation.
What documentation is prepared for the following departments?:
Food and Beverage
Front Office.
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Written documentation
Food and Beverage documentation
Reservations
Menus
Banquets
Conferences
Financial documents.
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Written documentation
Front Office documentation
Activity Sheets
Registration Cards
Guest Accounts
Customer Surveys and complaint forms
Currency exchange documents
Payment forms, vouchers, letters and receipts.
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Communicate effectively
Performance Criteria for this Element are:
Meet both internal customers’ and external customers’ needs and expectations in accordance with organisation standards, policies and procedures and within acceptable time frames
Assist to resolve workplace conflict and manage difficulties to achieve positive outcomes
Use formal feedback and informal feedback to identify and implement improvements to products, services, processes or outcomes for both internal customers and external customers.
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Communicate effectively
Performance Criteria for this Element are:
Handle complaints positively, sensitively and politely in consultation with the person/s making the complaint
Maintain a positive and co-operative manner
Use non-discriminatory attitudes and language when interacting with customers, staff and management consistently.
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Meeting customer needs
As a staff member, it is your role to fulfil the needs of all stakeholders of the business.
This includes both the ‘internal’ and ‘external’ customer.
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Internal customer
An ‘internal’ customer is anyone who is associated with the provision of services to customers.
In summary this includes:
Management and staff of the organisation
Suppliers and contractors who provide services to your organisation.
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External customer
An ‘external’ customer is anyone who receives the products and services provided by the organisation.
In summary this includes:
Customers who enjoy the ‘offerings’ at the venue
Customers who enjoy the ‘offerings’ that are supplied to them, at a location not at the venue.
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Internal customer needs
Knowledge
Skills
Training
Equipment
Time
Appropriate allocation of work
Support
Fairness.
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Identifying internal customer needs
In meetings, whether at a departmental or senior management level
In staff briefings at the start of a shift
During a shift as needs arise
In staff debriefings at the end of a shift
Through comments in handover documents between shifts
Through emails, memos and telephone calls.
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External customer needs
Generic customer needs
Value for money
‘Offering’ reflecting what was advertised
Expectations met or exceeded
To feel respected
To feel welcomed
To be served by friendly staff.
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External customer needs
Generic customer needs
To be dealt with in a prompt and courteous manner
To receive assistance when necessary
To be in comfortable, clean surroundings
To feel remembered and recognised
To be heard and understood.
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External customer expectations
Customers have perceived expectations of what level of service they expect when visiting a venue arising from:
Past visits
Advertisements and promotional messages
Competing hotels
Industry standards
Comments from family, friends and colleagues
Price charged for the offering.
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Specific target market needs
Each target market in your business has their own unique needs.
What are the needs for the following market segments:
Business
Women
Family
Leisure
Elderly
Groups.
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Identifying external customer needs
Staff must be proactive and try to anticipate the needs of customers where possible.
This can be achieved through:
Observation
Asking questions
Putting yourself in the shoes of the customer.
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Special needs customers
Customers who come to us with special needs may be categorised as:
Disabled
Unable to speak local language
Having other special needs.
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Special needs customers
Disabled customers
Don’t ignore them
Treat them the same way as other customers
Greet them warmly and in a genuine and friendly manner
Make an offer of assistance in relation to what you can offer or do for them
Don’t assume you know what they want
Ask questions and listen to the responses
Talk to the disabled person initially and then to their support person if there are difficulties.
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Special needs customers
Customers who are unable to speak local language
Use gestures
Prepare multi-lingual documents and signs
Employ bilingual staff.
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Special needs customers
Overseas customers
People from different countries have their own needs.
What needs do the following markets have:
American
German
Jewish.
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Resolving workplace conflict
Regardless of how smooth the operations of a hospitality operation runs, with endless interactions and actions taking place on any given day, at times things may not go to plan and conflicts arise.
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Resolving workplace conflict
Workplace conflict can be defined as any conflict that takes place in a workplace.
This could be between:
Staff at all levels of an organisation including line staff, supervisors and managers
Staff and suppliers
Staff and customers
One customer and another customer.
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Resolving workplace conflict
A conflict normally will exist where a person feels:
A product or service is not as expected
Their opinion, advice, customs or beliefs are more appropriate than that of another person
They were not treated in a fair, helpful or polite manner.
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Resolving workplace conflict
When trying to resolve workplace conflict:
Consider every conflict as important
Try to handle the conflict as soon as possible
Every conflict has a solution
Try to approach the experience in a positive manner
Try to look at the situation in a factual manner
Be flexible in your approach to reach a suitable solution
Involve both parties
Be diplomatic and sensitive.
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Feedback
Every complaint or conflict identifies a flaw in some aspect of an organisation’s operations and delivery of service.
Feedback, often through complaints, provides a platform towards improvement.
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Collecting feedback
Formal Feedback:
Customer comment cards
General Manager cocktail parties
Interviews and follow up calls
Meetings
Performance reviews.
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Collecting feedback
Informal Feedback:
This information may come in the form of ‘gossip’ or ‘through the grapevine’. However it is the provider of the largest amount of feedback.
General discussion
Observations.
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Handling complaints
Regardless of how successful your organisation is, complaints will always arise.
Complaints can come from:
Staff
Management
Customers
Owners
Suppliers
General public.
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Scope of authority
Most staff are given guidelines as to what action they can take in the workplace without having to get special permission from management.
The scope of authority may relate to:
Their ability to act on behalf of the venue
Their authority to spend money on behalf of the venue
Their authority to act in given situations.
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Organisational policies
These policies, when handling complaints, may address issues such as: Who should deal with complaints at different levels
When management should be involved
The limits of scopes of authority
Situations under which the property will not try to resolve a conflict
Documentation that needs to be completed to record the complaint
Training that staff should receive to resolve issues.
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Resolving complaints
The following are keys to successfully resolving customer dissatisfaction:
Listening to the issue
Offering a solution
Agreeing on a solution
Taking action
Checking with the customer
Changing any necessary standard operating procedures.
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Referring complaints
At times, you may need to refer a complaint to another person.
You might simply be unable to do, or authorise, whatever it is that is required to resolve the complaint.
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Referring complaints
An escalated complaint
When a customer:
Becomes agitated
Is swearing, making threats or drawing substantial attention
Is alleging impropriety, dishonesty or other fraudulent activity on behalf of a staff member
States they intend taking legal action
Intends referring the complaint to the authorities or media.
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Positive and cooperative manner
When responding to conflicts and customer complaints, regardless of what is happening and how stressful the situation is, you must remain:
Professional
Positive
Cooperative.
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Positive and cooperative manner
A positive and cooperative manner can help to:
Smooth over a potentially problematic situation
Demonstrate your willingness to resolve the issue
Create an initial friendly atmosphere
Maintain positive customer relations.
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Non-discriminatory attitudes and languageAll staff must be aware of the differences that exist between all stakeholders of the organisation.
A hospitality business is truly ‘international’ and has many ‘differences’:
Backgrounds
Beliefs
Religions
Cultures
Countries.
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Expectations of overseas customers
Customers from other countries and cultures could have differing views in terms of:
Customer expectations
Levels of formality and informality
Appropriate non-verbal behaviour
Communicating sincerity
Dress and appearance.
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Strategies to meet ‘global expectations’
Culturally-based communication differences
Politeness and respect
Be formal and direct
Using the guests’ correct names and titles, pronounced correctly.
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Strategies to meet ‘global expectations’
Establishment organisation
Bilingual staff
Documents in different languages
Supplying food and beverages found in their home countries
Providing news, newspapers and magazines
Having homeland music available
Selection of staff from different cultural backgrounds.
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Strategies to meet ‘global expectations’
Language difficulties
Speak clearly
Speak at normal volume
Avoid idiomatic language
Give the guest your full attention.
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Strategies to meet ‘global expectations’
Non-verbal communication and messages
Body language
Gestures
Eye contact
Smiling.
Non-verbal communication means different things in different cultures.
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Strategies to meet ‘global expectations’
Stress
Stress occurs in both customers and in staff who are serving them.
What stresses do visitors have?
What stress do staff members have?
How can you reduce these stresses?
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Communicate effectively
Performance Criteria for this Element are:
Request or provide assistance so that work activities can be completed
Provide support to colleagues to ensure achievement of team goals
Discuss and resolve problems through agreed and/or accepted processes.
Slide 113
Communicate effectively
Performance Criteria for this Element are:
Recognise and accommodate cultural differences within the team
Identify, prioritise and complete individual tasks within designated time lines
Acknowledge and respond to feedback and information from other team members.
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Teamwork
Teamwork is classified as the collective actions towards a number of people towards a collective goal.
In a hospitality or tourism organisation, no one person can meet the needs of all customers.
It requires the collective efforts of many people to achieve success.
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Teamwork
Whilst each business will have a range of goals, in essence the primary goal is to:
Provide an enjoyable experience for customers
For a reasonable return on investment
In a safe and lawful manner.
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Team
A team is often characterised through:
Having a common goal
Working interdependently
Independent job functions
Enjoyment working
Accountability
Empowerment
Understanding the importance of teams.
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Assistance from others
Not everyone can do everything!
On many occasions we need the assistance of others because:
We don’t know how to do it
We don’t have the time
Others are better equipped to do it
We need more than one person to do it.
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Assistance from others
Who can you ask for assistance?
The people you may ask to assist can vary, but will commonly include:
Others from your team
People from other, but related, departments
Managers and supervisors.
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Providing assistance to others
In the same way that you may need help from others, you must be similarly prepared to render assistance to others when it is called for.
What assistance can you provide?
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Providing assistance to others
Why provide assistance?
The intent of helping team members is:
To ensure that team goals are achieved
To deliver excellent service to customers
To prove your commitment to the team
To encourage team members to help you when you need assistance.
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Providing support to others
What is the difference between providing ‘assistance’ and ‘support’?
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Providing support to others
Support and assistance is quite similar and often the two are interlinked.
Simply, where assistance may require you to undertake some activities on their behalf, support may involve:
Providing guidance
Offering encouragement
Making recommendations or suggestions for improvement.
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Support, trust and respect
Never participating in gossip or talking negatively
Not spending time with customers who want to criticise work mates
Not blaming any work mates
Not taking the credit for what another staff member has done
Supporting decisions that colleagues have made
Treating co-workers in keeping with any cultural individualities that apply to them.
Slide 124
Support, trust and respect
The key is to remain detached, stay professional and let your actions speak for themselves:
Trust the people that merit your trust
Support those who warrant your support
Respect those who deserve your respect.
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Discuss and resolve problems
It doesn’t matter how well thought out and prepared you are, at times problems will arise in a hospitality and tourism business which require your team to work together to find a suitable solution.
Slide 126
Discuss and resolve problems
Many of the problems that occur are out of your control and may result from:
Weather
Flight delays
Lack of supplies
Electricity problems
Emergency.
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Discuss and resolve problems
Every organisation will have policies and procedures for handling unexpected problems.
Where none exist, as a staff member you should:
Use common sense
Don’t panic
If a solution is clear, put this into place
If no solution is clear, seek the assistance from the necessary colleagues
Notify management and other staff members.
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Cultural differences in teams
The hospitality and tourism industries boast staff from a variety of backgrounds.
This often means you will be working with people from different cultures.
This means you will need to recognise and accommodate relevant cultural differences.
Slide 129
Cultural misunderstandings
Common reasons for cross-cultural misunderstandings:
Promotions and authority issues
Rostering
Interrelations between staff and sections
Interpersonal relations
Traditional nationality-based hostilities.
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Addressing cultural misunderstandings
Action should focus on:
Providing additional information
Active listening
Acting as a mediator
Team building
Questioning
Observing body language
Seeking advice or assistance.
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Addressing cultural misunderstandings
Creating a climate of tolerance
Implementing team building exercises
Providing training and education
Providing mediation and counseling.
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Addressing cultural misunderstandings
Benefits from creating and maintaining a harmonious multicultural working environment include:
Compliance with Equal Opportunity requirements
Improved levels of goodwill and tolerance
A happier workplace culture
Continuing jobs, profit and growth
Increased return rate of customers
Reduced likelihood of industrial disputes.
Slide 133
Prioritise work activities
Prioritising your tasks means that you will have to determine which tasks are the:
Most important and should be done first
Which ones can be left until later.
Slide 134
Completing work activities
Work quickly
Practice being interrupted
Practice tact and diplomacy
Take a minute to plan and prioritise
Ask for help where required.
Slide 135
Feedback from team
From time to time your colleagues will provide you with feedback and information. For them not to do this would mean they are not doing their job.
This feedback and information can be:
Positive
Negative
Neutral.
Slide 136
Positive feedback
Positive feedback can involve team members passing on a comment they have heard about your excellent service.
You should take a second or so to rejoice in such feedback
Accept it and enjoy it because you’ve earned it
Never simply dismiss it or brush it off
Never say something like “Oh, it was nothing”, or ‘Just doing my job’.
Thank the person.
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Negative feedback
Take the negative feedback in the right way:
See it as an opportunity to improve
Don’t dwell on the negative message
Don’t shoot the messenger!
The keys are to:
Listen to the criticism
Determine objectively if there is truth in it
Work out how to rectify things.
Slide 138
Neutral feedback
Neutral information can occur when staff members deliver updates or new information about what’s happening
The result of this information is usually that you will need to factor it into your work and the priorities you have already set.
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