How to manage hotel rooms

How to manage hotel guest rooms

Guest rooms are a place for guests to rest and are also the main service products provided by the hotel to guests. The place where guests stay the longest in a hotel is the guest room, and the revenue from guest rooms accounts for more than half of most hotels' operating income. Therefore, the quality of hotel room management not only reflects the overall service quality of the hotel, but also directly affects the hotel's operating income.

What constitutes successful guest room management? What principles should be followed for successful guest room management? Below I will focus on two important factors in hotel room management that are easily overlooked:

1. Details and communication.

Some hotel managers may think that guest room management is only a matter for the room department manager and has nothing to do with others. This has led to the fact that many hotel room department managers now have arduous responsibilities for guest room products. The advantage of this is that the housekeeping manager can focus wholeheartedly on the quality management of the guestrooms, but the disadvantage is that excessive focus on the quality standards of the guestrooms may ignore the needs of the guests, and it is also detrimental to the personalization of guestroom products.

In the guest room management of my country's hotel industry, there is this bad habit of over-emphasis on experience, standards and industry norms while ignoring the needs of guests. These rooms are identical or similar in terms of decoration style, room facilities and even service procedures. Many travelers with extensive experience in accommodation will have this feeling: the hotel rooms are all the same, just with different names.

In fact, standards and specifications are only the initial stage of the hotel service industry, just like the cleanliness and convenience of the hotel. The ultimate pursuit of hotel services is to highlight its own characteristics and provide personalized services that meet the needs of guests. The details in the service process will be the focus of personalized service.

Take the turndown service as an example. The traditional turndown service is nothing more than lifting the bed cover for the guest before going to sleep, pulling back a corner of the blanket to facilitate the guest to sleep, and saying good night to the guest. . Such services undoubtedly lack personalized experience. If you use a white nightgown instead of lifting a corner of the blanket; the straps on the nightgown are rolled into a warm rose shape; the rose petals dotted on the nightgown not only distinguish the gender of the room owner, but also reflect the individual needs ; Placing small safety cards on the bed further demonstrates the hotel's humanistic care for guests. The details of these services completely distinguish the two guest rooms. Room detail services often have the following characteristics: they do not need to increase service costs too much. Cost is the biggest concern for hotel managers, but saving costs does not mean reducing service quality, but rather making rational use of existing resources to maximize efficiency. This is exactly what the detailed service of the guest rooms pursues; maximizing the subjective initiative of the service staff. In the service process, people are the main body of providing services. How to stimulate the service potential of service personnel will be the key to the success of detailed services; communicate emotionally with guests. Service must be integrated with emotion. Service without emotion will not only fail to impress guests, but also increase the difficulty of service.

Another success factor in housekeeping management is effective communication. The quality of room service depends to a large extent on the communication between housekeeping managers and employees, as well as information communication with other departments in the hotel. Sometimes, guests will not directly report their opinions on the service to the room attendant, but will report their opinions to other front-line employees of the hotel in another occasion or method. This results in room managers being unable to get feedback from guests in a timely manner. For this reason, some hotels will allow some front-line employees (such as lobby assistant managers, front desk staff, etc.) to participate in regular meetings of the housekeeping department in order to understand the needs of guests in a timely and multi-faceted manner to improve service quality. Room management is not a matter of one department, it must be completed by the cooperation of all departments in the hotel. The communication between guest room management and other departments is also conducive to reducing contradictions and conflicts at work, which indirectly promotes the improvement of service quality.

2. Service Quality Management

Room managers must frequently and repeatedly publicize, encourage, supervise, and spur department employees on the front line of customer service, and make simple, repetitive, and Boring labor becomes active and creative labor; tangible equipment, facilities and intangible services can generate maximum economic benefits and achieve the expected results.

To achieve this goal, we must focus on service quality management and start from four aspects:

First, standardization of service quality.

The housekeeping department stipulates that the provision of guest supplies for each guest room bed is one of the standardized management. If the guests staying in a single room are a couple, they should take the initiative to replenish a set of guest supplies for the guest. Individual guests may require more The allocation of multi-use items should be persuaded according to the situation, and we cannot unconditionally agree to all the requests of the guests. We formulate and implement standardized management of item collection and allocation, which provides an objective basis for solving problems that arise in actual work.

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