Many hotel people will have such doubts. Why can't we see a significant improvement in the overall service level when the training system of our hotel is very perfect? Is my staff not good enough?
Of course not. All enterprises can't escape the "2:6:2" rule, and employees in any enterprise are not born perfect. Excellent employees usually grow up step by step under the nourishment of excellent corporate culture and corporate training. After organizing so many trainings, I still haven't seen obvious results. Maybe there is something wrong with the method of training employees.
Take the world-famous Disney as an example, people often comment that "their employees are always full of energy" and "their employees are always smiling", while operators and managers engaged in hotel catering and other service industries often praise Disney's excellent service. It is often speculated that Disney must train its employees in smiling and greeting, but in fact, compared with these, they pay more attention to cultivating their sense of mission and execution.
Every employee who enters Disneyland will first understand the history and original intention of Disneyland, and at the same time clearly tell every employee that their real work content is "giving happiness", and all services will be carried out around this concept.
In the "Fantasy World" of Tokyo Disneyland, there is an amusement facility called "Snow White". Its design was inspired by famous fairy tales, but almost all the children who took the amusement facilities cried.
As a "qualified" service staff, what should you do in the face of crying children?
Here are two answers. One is to immediately come forward to comfort: "Hey, are you scared?" I'm really sorry. " ; The other is to encourage crying children: "You are brave, you are all right. Just had a wonderful adventure! "
There seems to be no problem with the two treatments, but after further consideration, you will find that the first one is not desirable. Because the original intention of this amusement facility is to let the children build a sense of accomplishment to complete the adventure through the design with adventure color.
The first way of comfort, however, has no way to erase the horrible images in children's minds, nor does it convey the designer's ideas, and may even leave a shadow in children's hearts, so that they will never choose this facility again.
The second one is different. He told the children that dark tunnels and witches chasing "harvesters" were all adventures. When you bravely rush through these challenges, there will be a wonderful performance behind every "organ door".
Such encouragement is not only a comfort for children to ease their fears, but also a process of building self-confidence and sense of accomplishment. This is the real "give happiness" service.
The difference between the above two different ways lies in the understanding of the work mission. The so-called mission indoctrination, in fact, requires employees to "give happiness" as the origin, constantly thinking about how to achieve a service model that meets the mission of the enterprise and constantly improve their work.
However, the mission is still a vague concept, and not every employee has the ability to make specific implementation plans according to the mission. More often, when faced with specific problems, many employees don't know how to carry out the "mission".
Therefore, conveying the mission and guiding ideology is only the first step. In addition, a concise and easy-to-remember instruction manual should be formulated, and then the hotel staff should carry it out repeatedly.
For example, in cleaning, we can define the corresponding operating points, determine the way and order of cleaning operations, and even refine how to wipe a table. In terms of language expression, we should also try to be concise and easy to understand. For example, we can use "please tuck in your abdomen" instead of "keep standing correctly".
Through the refinement and clarity of the operation process, it can effectively avoid the situation that hotel employees can't meet the most basic requirements. On this basis, matters needing attention should be further clarified.
For example, never say "I don't know" to a guest. If you really don't know what the guest is asking, just answer "please wait a moment, I'll ask for you", find the corresponding personnel to confirm and then feed back the answer or solution to the guest.
Some people will say that these are the most basic requirements, which can only ensure that all employees do not make mistakes, but it is difficult to be brilliant. This is the topic we will discuss next: how to continuously improve the professional level of employees.
In Disney, in order to improve the level of employees, they set up the "Action Oath", which needs to fill in four items:
Matters to be supplemented
Matters that should be reduced
Something new that should be started.
Things that should be stopped
Employees can fill in the corresponding content after each item according to their own situation. The content is set from easy to difficult, and it is upgraded regularly.
For example, in the "items that should be added", the beginning can be "look directly into each other's eyes when greeting guests" and "pick up the garbage immediately when you find it". After completing these small goals for one month, they can be upgraded to "smile when greeting guests and try to make them smile back at you" and "clean the surroundings as long as your hands are empty"
What needs to be clear is that when filling in the "Action Oath", you must do two things: enforceability and being hard on yourself. The first point is to help employees build confidence and grow step by step through effective implementation. Second, write the goal of "jumping can be achieved", give yourself some pressure and accelerate your growth.
These written tasks seem cumbersome and take up a certain amount of time, but laziness is innate and needs to be overcome by some means, and work consciousness needs to be gradually developed. In the initial stage, employees need to be clear about "what they should do", and the filling of "Action Oath" can also make employees constantly think about "what kind of service can make guests have a pleasant experience".
In this way, employees will gradually realize "what is their real mission". For managers, it is also possible to understand the employees' understanding of the problems existing in their work through the "Action Oath".
Finally, no matter how good the idea is, only execution and persistence are king!
Screenwriter: Shao Xiaodong
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