Analysis of the Staybridge Suites Service Score Decline By Codie Meehan Problem Statement for Staybridge Suites The hotel has seen a decline of the service scores both in the rolling 12 month average and the rolling 3 month average The decline has dropped the hotel from being ranked the ID: 541491
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Slide1
quality management and statistical analysis project
Analysis of the Staybridge Suites Service Score Decline
By:
Codie
MeehanSlide2
Problem Statement for Staybridge Suites
The hotel has seen a decline of the service scores both in the rolling 12 month average and the rolling 3 month average. The decline has dropped the hotel from being ranked the 1 Staybridge in the guest service scores to 11 according to ranking of the 12 month rolling averages. The 12 month rolling average is the score that determines whether the hotel will win an award at the 2014 IHG Conference. Also, quality service is an important factor in driving revenue.
The problem we are facing is determining the reason for the decline in customer satisfaction.Slide3
DECLINE IN OVERALL
CUSTOMER SATISFACTION
SCORES
FRIENDLINESS OF STAFF
CLEANLINESS
CONDITION
CAUSES OF
DECLINE IN OVERALL CUSTOMER SATISFACTION –
“When you have a serious problem, it's important to explore all of the things that could cause it, before you start to think about a solution” (
Pavey, n.d., para. 1).
More people per room; i.e. families, group reservations
Only one part-time maintenance person
Training
More people
per
rooms; i.e. families, group reservations
Quicker Turnover of Rooms
Not making personal connections
Longer Wait Times for Reservations/Check-in/Checkouts
Need additional training on service recovery
CHANGE FROM MOSTLY
A CORPORATE DRIVEN
MARKET TO A
GROUP/LEISURE MARKETSlide4
Cause and Effect Analysis
In the third quarter of 2013 the hotel lost a piece of extended stay corporate business. The loss of this account has caused the hotel’s stream of revenue to change from extended stay to being driven from short-term corporate, leisure and group business. In 2014 we have seen a drop in the overall satisfaction scores of the hotel. The effects of the revenue stream could be causing the decline in services scores. There are three areas on the survey that could be effected and they are: Cleanliness, Condition and Friendliness. The chart on the next slide shows a good side by side comparison of the averages for these categories and the overall satisfaction over the first four months of both 2013 and 2104. It is from these charts that I can identify the main driving factor in the decline of service scores as being friendliness of the employees. This score is effecting the ratings of the overall satisfaction scores.Slide5
Service Score Averages by Category
January-April2013 vs. 2014Slide6
Force Field Analysis: Hiring to improve Friendliness Score and Overall Satisfaction
Driving Forces
Restraining
Forces
Improve wait time for reservations/check-ins/check-outs/breakfast bar
Relieves stress from front desk and housekeeping during busy times
Allow the team more to time to individualize their conversations with the guestsTraining for new employee and prompt cross training of current staff
Increase payroll costsTime has to be dedicated to trainingIn order to stay in budget it will require cuts in other expenses to accommodate the increase in payrollDriving Forces Restraining Forces 4 3
“It is a powerful method of gaining a comprehensive overview of the different forces acting on a potential organizational change issue, and for assessing their source and strength” (Management Techniques: Force Field Analysis, 2009, para. 1)..Slide7
Schedule General Manager or Assistant General Manager on a mid-shift to help cover evenings at the desk when we are busy.
Create a check-list for the Manager on Duty to include assisting Front Desk, Housekeeping, and Food & Beverage during the weekend.
Provide current staff with more in-depth training on customer service and guest recovery actions.
Cross Train current team in the different departments to help accommodate shortage of staff in other areas of the hotel.
Hire one part-time person to act as a floater between departments .
Actions to Be TakenSlide8
Review budget to see what other areas can be cut in order to accommodate extra labor costs
Review schedule to make sure mid-shift is covered by a manager on busy days.
Create check-lists for managers on duty (MOD)
Schedule meeting with managers to go over MOD checklist items and hiring needs
Place ad, hire, train, and evaluate the new team member
Review current team members to see who can and who is willing to do crossing training in other departments
Follow-up ActionsSlide9
Evaluation of Corrective Actions
Follow up meetings with manager to ensure use of MOD checklist
Testing and role playing with employees to measure training efforts
Evaluating the service scores on a weekly basis with the management team and on a monthly basis with the entire team
Conduct an employee survey to see feedback about the improvements to staffing levels and trainingSlide10
Implementation Plan
General Manager
Assistant General Manager
Director of Sales
Create Analysis of Service Score Decline
Role Playing and Training
Meetings to Discuss Implementation and Outcomes of Scores
Schedule Manager for Mid-shifts
Hire New
EmployeeCreate MOD Checklist
Cross Training of Current Employees
Conduct
e
mployee job satisfaction SurveySlide11
Are the changes working to improve the friendliness and overall satisfaction score?
May Month to Date
Friendliness Score
10
Overall Satisfaction Score
96.67Completed ActionsService scores have improved but we are only 9 days into the new month. We have hired one new employee and are currently training.An MOD schedule has been made as well as a new checklist for the managers to use.A mid-shift manager is being scheduled on Fridays and Mondays to assist the front desk with heavy check-ins.
Actions Left to CompleteWe still need to do cross training with the other employees.We also need to create a test for each department to ensure understanding of job duties.We need to implement role playing in the monthly team meetings.We need to conduct an employee survey regarding job satisfaction.Slide12
Resources
Management Techniques: Force Field Analysis
. (2009, January). Retrieved from ODI:
http://www.odi.org.uk/publications/5218-force-field-analysis-decision-maker
Pavey
, S. (
n.d.). Cause and Effect Analysis . Retrieved from MindTools: http://www.mindtools.com/pages/article/newTMC_03.htmStaybridge Heartbeat Portal
. (2014). Retrieved from IHG Merlin: https://clientportals.ipsos.com/sites/IHGHotels/SB/SitePages/Report.aspx?rpturl=/RS_IHGHotels/GuestSummary&P=GuestSummary