How to be a good hotel room attendant

The foreman of a modern hotel is at the lowest level of hotel management in terms of management level. He directly faces employees and customers, supervises and manages employees, and plays a connecting role. light. Therefore, some management scholars give hotel supervisors multiple roles: a leader, a messenger, a mentor, a referee, a model, and a consultant. Some scholars have summarized nineteen types of taboos for restaurant foremen, such as those who favor subordinates, those who do not pay attention to listening, those who are dogmatic, those who are arbitrary, and so on. These are the expectations and advice put forward by hotel leaders or scholars to the foreman. Every hotel foreman should keep it in mind or take warnings. When I provide supervision and management training for some hotels, I often ask employees, "What does a foreman look like in your mind?" Based on their own feelings, some employees put forward many very loyal and insightful opinions to their direct supervisors, which are worth pondering. How to be a good room foreman

1. A modern hotel foreman should be truly talented and able to work hard

Employees participating in the seminar agreed that a competent foreman should first be familiar with the tasks involved in him (her) ) The business knowledge of his own job and relatively strong operational skills. He should be a "little expert" in this aspect. If a foreman does not fully understand the procedures, standards and quality inspection specifications of the work he is responsible for, or is not skilled in operations, it will be difficult to manage his subordinates well, and sometimes he will even make fun of his subordinates. Sheraton Hotel's ability training for new employees is divided into four levels: (1) Having received training; (2) Meeting the basic required abilities; (3) Meeting the basic required abilities and Sheraton guest satisfaction standards; (4) Meeting the basic Required competencies and Sheraton guest satisfaction standards, and efficiency. As a foreman, in terms of the business knowledge and operational skills he should possess, he should be able to meet the requirements of the fourth ability level mentioned above. Even a foreman who has just changed his job should strive to meet this requirement as soon as possible.

The foreman must not only master certain business knowledge and operational skills, but also have a certain management theoretical foundation. Many foremen, when training their subordinates, talk clearly about the level and standards of a certain job, but why do they do this? Or should we pay attention to avoid this? Qia Qia talks very little, the training is mediocre, and employees are not in a high mood to participate in the training. This is a manifestation of the lack of basic theoretical literacy, and efforts should be made to make up for it. Now is the information age, with new knowledge, new technologies, new concepts, and new theories emerging one after another. If you don’t keep pace with the times and actively learn, you may fall behind, especially the older “old” foremen. You can’t just stick to your old skills. Book. Besides, the customers we are facing now are more knowledgeable, more demanding, more rational in their consumption, and more picky. It is even more difficult to serve "God". Foremen who are on the front line of management must be good at grasping new situations. Only by constantly studying the new needs of customers can we lead employees to continuously innovate services.

Some employees said, "Another very practical question is whether the foreman should work with his subordinates?" Because some foremen think: "I am already busy enough with in-class inspections, how can I have time to do it with the employees?" In fact, the foreman can squeeze out a little time to lead the employees to do it, especially at the critical moment of service work, which can motivate At the same time, some problems can be discovered from the process of working together, which is conducive to improving supervision and management. It is difficult for a foreman who only talks but does not do anything, or only knows how to reprimand his subordinates, to establish real authority in front of his subordinates.

2. The foreman in a modern hotel should be fair and impartial in dealing with people and do not engage in alienation.

Some employees think: "Although the foreman has a small job, he is the most direct boss to the employees." , if the relationship is not good, the 'small shoes' may be enough for you!" Their one wish for the foreman is: be strict and do not be afraid, as long as the treatment is fair and there is no "judgment", everyone's psychology will be different. Clothes.

Usually, employees have two major objections to their foremen. One is that the work assignment is unreasonable, and the other is that the handling of the problem is not fair.

One day a hotel housekeeper complained to me: "Today the foreman assigned me to clean 13 rooms. Some employees did much less than me. I tried my best and it took me a long time to finish cleaning. The foreman checked When I was in the room, I caught some minor mistakes in my cleaning and punished me to do it again. I was really unconvinced."

Whether this employee is psychologically unconvinced is justified or not, it is difficult to determine based on the above alone. However, I think that if the foreman clearly explains the day's work tasks and division of labor (including the employees who need to be taken care of), that is, the work arrangement is as "transparent" as possible, and the workload distribution is generally reasonable, I think most employees will be reasonable. of. Due to various reasons, the cleaning progress of each employee will be different. When it is time to get off work, the foreman will coordinate appropriately and organize employees to help each other to reflect the spirit of unity and mutual help within the team. Employees who are lagging behind in cleaning will also be encouraged and educated. As for the problem of the foreman not letting go of some minor problems during ward rounds, it should be affirmed that "strictness" is correct, but "strictness" should be measured in a certain degree, and "strictness" should be focused on methods. For important issues, especially those that may cause customer complaints, we must pay close attention and deal with them seriously. It is said that a hotel's quality inspector spent more than 40 minutes inspecting a room and found more than 10 problems, such as a little floating dust on the carpet in the corner, a little water stain on the purified water tray, and a little short hair on the bathroom floor. Dropped a penalty ticket and left. It may be difficult for the employees involved to be convinced by a treatment like this, and it will also be difficult to truly achieve the purpose of education and rectification. For problems in the work of the cleaners, the foreman on duty should not only check afterward, but also conduct spot checks during the cleaning process. If problems are found, they should point them out in a timely manner and help correct them. Strengthen quality control during the cleaning process, rather than blindly "settling the general ledger" afterwards. method. Problems that are found to be serious should be summarized and analyzed in detail at the pre-shift meeting the next day to attract everyone's attention. For those major problems that are indeed caused by a weak sense of responsibility or problems that persist despite repeated admonitions, they will not only be punished to redo the work, but also points and bonuses will be deducted, making the person concerned feel "painful".

Whether the foreman and the employees can get along sincerely, what the employees value most is whether the foreman is a decent person. Although some foremen are not very capable and capable, they are good at getting along with their subordinates honestly and establish a relationship of friendship and trust with them, making employees proactive. This kind of team generally has strong cohesion. As for those foremen who bully the weak and the weak, engage in estrangement, or even create small circles, most employees look down upon them. How can we start to build a good team and team? Another important aspect for a foreman to win the hearts of employees is to respect their personality. Don't put on an "official" air in front of employees and reprimand them at every turn. Most employees have their own expertise, and foremen should sincerely learn from them and ask for advice. Don't think that this will reduce your own value. On the contrary, the more sincere you are to your employees, the more your employees will treat you as an intimate. Foremen should take the initiative to do ideological work for employees. If there is something wrong with employees, on the basis of clarifying the facts, they should criticize what should be criticized (appropriate attention should be paid to the method). They should not "point fingers", and should not always make "small reports" to their superiors. ”, allowing superiors to “regulate (press)” employees, which will increase employee opinions and is not conducive to the fundamental solution of the problem. For employees who have made mistakes, you should enthusiastically help them instead of sarcasm; for new employees who ask some very simple questions, you should patiently answer them head-on instead of being dismissive and hurting the new employees' self-esteem.

3. Modern hotel foremen should be good at communication and coordination.

Communication is not only the transmission and exchange of information, but also the exchange of feelings and opinions. How effective the foreman's supervision is and whether he can communicate effectively with employees is the key. How do foremen communicate well with their subordinates? Employees expect foremen to focus on the following aspects:

(1) Pay attention to the two-way nature of communication. When arranging work or talking to individual employees, you should pay attention to listen to the opinions of your subordinates, broaden your thinking, and understand what employees are thinking mentally. Even if sometimes the employee's opinions are incorrect, you should let him finish what he has to say, and then correct the incorrect opinions. Do some explanation and persuasion work.

(2) You should realize that your attitude when talking to your subordinates is more important than the content of the conversation.

For example, if an employee makes a mistake, if the foreman comes from the perspective of care and love, even if the criticism is harsh, the employee will be grateful to you from the heart; if you complain and are sarcastic, even if the employee realizes the mistake in his heart, he will think that you are using the problem to tease him. . Some foremen should also change the habit of pitying and praising their subordinates, and always pay attention to and explore the areas where employees are worthy of praise, so that those who are praised feel happy and doubly moved. "Those who care about me are my foremen."

(3) Cultivate the good habit of listening to the opinions of subordinates. Some foremen think they are smart and often fail to listen to the suggestions of their subordinates, especially those employees who cannot grasp the key points of their speech. They will be upset when they see him giving advice; some are narrow-minded and will not give advice to employees who do not share the same feelings. After listening to a little bit, he immediately interrupts, making the other party unable to get off the stage. These are not open-minded practices.

(4) Pay attention to communication skills and value the power of language. Coordination is another important task in the foreman's supervision process. In addition to paying attention to internal coordination within the team, one must also be good at coordinating with other teams, departments and superiors. Those foremen who only focus on their own work and do not pay attention to mobilizing the enthusiasm of all parties will often end up in the embarrassing situation of getting twice the result with half the effort, no matter how hard and tiring they work.

4. The foreman of a modern hotel should be flexible and be able to correctly implement the intentions of his superiors

The foreman should be able to accurately understand the work assigned by his superiors and implement it conscientiously. During the implementation, we should not just act as a mouthpiece and memorize dogma. Instead, we should combine the actual situation of the team and the changes in the requirements of receiving guests, and on the premise of adhering to service quality, we should be flexible, appropriately adjust specific operating procedures and specifications, and be creative. Carry out work in an efficient manner and continuously enrich the characteristics of personalized services of the team and the level of their own supervision and management.

When you encounter difficult problems at work, you must analyze them carefully, think diligently, and deal with them promptly and decisively while meeting the guests' requirements as much as possible. Don't wait for the superior's reply before doing everything, because This will delay the service time, offend or even lose some customers.

5. Modern hotel foremen must have the courage to take responsibility and not cover up their own mistakes

Employees admire those foremen who have the courage to take responsibility and do what they do. They insist on doing what is right, and have the courage to admit their mistakes and correct their mistakes when they do something wrong (including giving wrong guidance to employees). They do not emphasize objective excuses, let alone pass the responsibility to others. When employees make mistakes at work, they do not just blame their subordinates, but look for the reasons from the leadership's perspective, analyze their own responsibilities, learn lessons from them, and make improvements. Even if employees are criticized by superiors for their mistakes, they should not vent their grievances on employees.

Most employees are proud to have such a foreman. In order to encourage foremen to carry forward the spirit of responsibility, it is absolutely necessary for hotel decision-makers to grant them certain powers to handle emergencies on-site.