HAS-REM-4001-1.1: Supervise & Develop Hotel Service Operations

This project analyzes the performance of a new service operation, LOBBY AMBASSADOR, in Singapore, focusing on implementing corrective action plans to improve performance. It evaluates actual performance against standards like quality, accuracy, and service delivery, identifying and addressing performance gaps. The Balanced Scorecard is used to measure service operation performance based on financial, customer service, learning and growth, and internal business processes. The project includes developing a service operations plan aligned with a consumer-focused strategy, communicating the plan to the team, analyzing performance data against key performance indicators and industry benchmarks, and implementing corrective actions. It also addresses managing staff shortages and supervising reservation staff activities, providing guidelines for implementing and monitoring changes.

Hotel Management 1
Hotel Management: Developing Service Operations

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Executive Summary
The main purpose of the report is to analyze the performance of new service operation of
LOBBY AMBASSADOR in Singapore country and implement the suitable or corrective action
plans in order to improve the performance of the service operation. The actual performance
outcomes can be analyzed against the performance standards, like quality, accuracy, and service
delivery on time, service effectiveness, and others. The performance gaps were analyzed and
evaluated by comparing the actual performance outcomes with the standards or expected
performance service outcomes and corrective actions were implemented to improve the customer
service operation performance. Balance scorecard was used for the measurement of the service
operation performance plan on the based on four performance criteria including the financial,
customer service, learning and growth, and internal business processes.
Contents

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Executive Summary.....................................................................................................................................2
Contents......................................................................................................................................................3
Introduction.................................................................................................................................................4
Task 1 Develop Service Operations Plan that is lined with the Consumer-focused Strategy.......................5
Task 2 Communicate Service Operation Plan to Team...............................................................................8
Task 3 Analyze Performance Data against the Key Performance Indicators and Industry Benchmarks to
Ascertain gaps...........................................................................................................................................10
Task 4 Implement Corrective Actions to Improve Service Operations Performance.................................13
Conclusion.................................................................................................................................................17
References.................................................................................................................................................18

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Introduction
Developing the hotel service operation management plan is related to the better
management of operations and resources for different departments, entertaining the guests or
visitors by providing them better quality of hospitality services, and meeting the stakeholders’
expectations by continuous improvement of the service operations. This assessment discusses the
service operation plan aligned with the customer-centered strategy, communicating this service
plan to the team, analyze the performance of plan against the industry benchmarks or key
performance indicators, and finally, the corrective action will be planned and implemented for
improving the performance of the service operation. Lobby Ambassador is taken as new service
operation for my department in Singapore (Ford, Sturman, and Heaton, 2011).
1
1 Ford, R., Sturman, M., and Heaton, C. (2011) Managing Quality Service in Hospitality: How
Organizations Achieve Excellence in the Guest Experience. New York:Cengage Learning.

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2
Task 1 Develop Service Operations Plan that is lined with the Consumer-focused Strategy
The performance operation plan for Lobby Ambassador Hotel services will include the
customer-focused strategy and service operational plan. The customer-focused strategy will
revolve around meeting the customers’ needs, interests, and expectation for keeping them
satisfied with the effective hospitality service quality. It sets out the future directions by keeping
the guests’ needs, preferences, and expectations at the center for delivering them values. The
customer-focused strategy will include best practices, like the quality and nutritious foods,
standard accommodation, safety arrangements, healthy environment and entertainment facilities
and operation management for returning them back to Lobby Ambassador Hotel service
operations.
The customer-focused strategy will be effective to inform and train the team members about the
service strategy commitment and service recovery plan (Plunkett and Reid, 2013). The strategy
statement will focus on the customer service operations and feedbacks on the service quality by
providing the effective training for delivering the excellent customer service and focusing on the
positive feedback to return the customers back to the hotel.
The service recovery plan will include greeting welcome on the arrival of guests, listening to the
guests attentively, hearing their concerns, communicating with them politely and positively,
apologies and ask questions, taking action, and follow-up by saying thank you on the departure
and get service feedback from the customers) because the poor customer service can result into
2 Plunkett, D. and Reid, O. (2013) Detail in Contemporary Hotel Design. UK: Laurence King
Publishing.

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the loss of the potential customers and the negative reviews from these customers that may affect
the brand positioning, hotel reputation, and performance of the operational plan.
The service operational plan comprises a chart that will emphasize the strategy components
(Mission, Vision, Values, Goals, and Strategy), plans to develop a customer-focused culture,
organizational functions, and resources needed and to meet the vision and mission for the
accomplishment of the business goals and objectives for the hotel operations (Hoque, 2013). The
vision will be ‘To become the most renowned hospitality service industry in Singapore’. The
mission statement is ‘to deliver the value and quality of the hospitality services that make them
proud, happy, and satisfactory’. The goals for the hotel operation will be entertaining the guests
with the quality foods service delivery, standardized accommodation and affordable services and
attaining the financial growth through the profitable service operations. The core values for the
hotel operations will include accountability, sustainability, reliability, differentiation, and
customer-focused, and hygiene environment. The strategy will include the cost leadership and
product/service differentiation to create value to the guests or customers.
The service operation plan will also include the risk assessment and management plan,
emergency plan and contingency plan, and service recovery plan. The risk management plan will
identify the potential risks (safety risks, stakeholder risks, security risks) and preventive action to
avoid such risks. The contingency plan will be related to taking decisions in the contingent
situations and emergency plan to find the emergency solution in the case of fire, accidents,
conflicts or disputes, or external attacks.
3
3 Hoque, K. (2013) Human Resource Management in the Hotel Industry: Strategy, Innovation
and Performance. UK: Routledge.

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The service recovery plan is a remediation plan that will judge the service efficiency when the
hotel service operations fail to meet the guests’ expectations. Additionally, there will be a
workforce plan for the standardization of the workflow processes and operating procedures. It
will include the consistent flow of the human resources or working staffs, procedure of assigning
their roles and responsibility, the process of carry-out tasks within the department, check-in
procedure, payment procedure, and front office department with the receptionists to the
customers’ query, reservation process, and information updates to the customers. The
performance service standards will include the quality and timeliness of services, accuracy and
speed of services, and safety arrangements and security plans for the occupational safety of the
guests and employees (Endter, 2011). The service operational plan will also include the
budgeting in the form of investment on the product operations, infrastructure, and resource
management for running the successful business ventures.
4
4 Endter, C. (2011) Managing People in International Hospitality and Tourism Industries.
London: Grin Verlag.

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Task 2 Communicate Service Operation Plan to Team
It is necessary to communicate the service operational plan to the team or stakeholders for the
effective execution and implementation of the plan. The service operational plan should be
shared with the team for keeping clarity and accountability of the elements or operational
procedures and decision-making in the operational service plan. The elements of the service
operational plan, like the goals and objectives, service standards for the achievement, service
recovery plan (recovery of the plan in the case of service failure), customer-focused strategy, and
operational guidelines for the better outcomes of the service operational plan, like better
decision-making, line of authority, chain of command, decentralized decision-making and right
communication model and channel, will be shared. The service operational plan is
communicated with the team staff so that the team members could prepare themselves to perform
their tasks, duties, and performance activities effectively for achieving the positive service
outcomes (Berger, and Ferguson, 2010). The team members should be allowed to participate or
involve in the meeting and decision-making process. The team members including the frontline
employees could be empowered to put inputs in the form of relevant suggestions, creative ideas,
or new plans for the improvement of the performance plan.
5
5 Berger, F. and Ferguson, H.D. (2010) Innovation: creativity techniques for hospitality
managers. USA: John Wiley& Sons.

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The team members’ ideas, opinions, and suggestions could be considered for the final decision-
making process. The priority will be held on the customer service quality and satisfaction. The
training and learning environment to the team members will assist to achieve the performance
objectives by reducing the chances of the failure to provide the quality service delivery to the
guests. The learning environment, effective communication and interaction, cross-questioning,
sharing ideas and plans, and positive environment can encourage the staffs to work with the best
efforts to give the quality service to the guests/ customers (Emerald Group Publishing Limited,
2015).
6
6 Emerald Group Publishing Limited (2015) New Perspectives in Hospitality Management.
Australia: Emerald Group Publishing.

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Task 3 Analyze Performance Data against the Key Performance Indicators and Industry
Benchmarks to Ascertain gaps
This part will analyze and evaluate the performance data by using the evaluation method,
evaluating the qualitative and quantitative data, and analyze performance gaps or inconsistencies
by using the performance indicators. This will include the collection of the data relating to the
performance result of the operational plan, analyze results, and finally, evaluate the performance
outcomes of the service operation plan.
There are several methods used for collecting the performance data that include the direct
monitoring, the guests’ feedback, customer surveys, staff feedbacks, and managers’ feedback
report. The customer surveys could be used to collect data from the customers by questioning
relating to their actual needs, expectations, and preferences. The guests’ feedback could also be
used to get the performance data by collecting the feedback or performance reviews regarding
the hospitality service quality. The management’s feedback report could be used to collect the
responses or feedback on the production outcomes of the staffs. After collecting data for the
hotel service operations, it could be analyzed by comparing the actual performance outcomes
against the customers or guests feedbacks, Manager’s feedback report will be used for analyzing
the performance gap, inconsistencies or variance in the service outcomes (Pechnlaner and
Innerhofer, 2016). The qualitative data is analyzed by organizing data, interpreting the
information, concluding on the results, and explain the findings and summary.
7
7 Pechnlaner, H. and Innerhofer, E. (2016) Competence-Based Innovation in Hospitality and
Tourism. UK: Routledge.

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After analyzing the performance gaps, the performance plan will be evaluated by comparing the
actual performance outcomes with the performance metrics or industry standards. The feedback
from the manager, stakeholder, guests, and team will be used to evaluate the performance plan
by comparing the actual performance outcomes against the feedback or performance metrics.
The customers’ complaints or reviews will be used to analyze the performance gap between the
service quality and customers’ expectations of performance, like the gaps in the accuracy,
timeliness, standardization, and quality of the service delivery (Ransley and Ingram, 2012).
Balance scorecard method is a measurement tool based on the performance indicators and
critical success factors. This tool will play an important role in ensuring the effectiveness of the
hotel service operations for the attainment of the performance objectives. The BSC will measure
and evaluate the performance of Lobby Ambassador Hotel service operations by combining both
financial and non-financial control measures. It provides a platform for the integration of both
non-financial and financial and measures, aligning the strategic planning and financial budgets,
and finally, communicating the feedback of the performance plan for increasing the business
performance in the future.
8
8 Ransley, J. and Ingram, H. (2012) Developing Hospitality Properties and Facilities. Burlington:
Rout Ledge Publication.

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The BSC is used to measure the performance of the service operational plan based on four types
of performance criteria or perspectives including the financial, customers, learning and growth,
and internal business processes. The financial perspective is related to the measurement of the
financial performance of the service operations by meeting the financial objectives, like
increasing the sales revenues, significant profits margins, smooth cash flow, and maximum
returns to the shareholders/ investors for the firm. The customer perspective is related to meeting
guests’ needs, interests, and expectations by enhancing the customer satisfaction and loyalty
through the effective foods service delivery, standard accommodation, good security
arrangement, pleasant environment, and low-cost hotel services to the customers (Sadi, Vitor,
and Antonio, 2010). The learning and growth perspective is related to managing the sustainable
operations and growth of the businesses through the learning workplace culture and training and
development programs to support the staffs in enhancing their skills and the competencies. The
internal business processes is final growth criteria or outcome that is related to ensuring the
effectiveness and standardization of the internal business processes for attaining the positive and
optimum outcomes.
9
Figure 1: Balance Scorecard Method
9 Sadi, S., Vitor, R., and Antonio, R. (2010)The Contribution of the Balance Scorecard as a
Strategic Management Tool in Management Report. [Online]. Available at:
http://www.scielo.org.ar/pdf/vf/v13n1/v13n1a02.pdf. (Accessed: 13 October 2018).