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WORK EFFECTIVELY WITH CUSTOMERS AND

COLLEAGUESD1.HRS.CL1.18D1.HOT.CL1.01D2.TCC.CL1.01

Slide 1

Subject Elements

This unit comprises three Elements:

Communicate effectively

Establish and maintain effective relationships with colleagues and customers

Work in a team.

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Assessment

Assessment for this unit may include:

Oral questions

Written questions

Work projects

Workplace observation of practical skills

Practical exercises

Formal report from supervisor.

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Element 1:


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Performance Criteria for this Element are:

Relay information in a clear and concise manner using appropriate communication techniques

Use language and tone appropriate to a particular audience, purpose and situation, taking into account the relevant factors involved

Use active listening and questioning to facilitate effective two-way communication with others.

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Identify potential and existing conflicts and seek solutions in conjunction with all involved parties

Complete routine workplace documentation accurately in a timely manner.

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When working in the hospitality industry, there is a need to communicate with both customers and colleagues.

What is a colleague?

What is a customer?

Who are all the colleagues and customers you communicate with?

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Who do you communicate with?

Depending upon the enterprise or specific situations, customers and colleagues can include:

Workmates

External customers and clients

Members of other tourism and hospitality industry sectors

Individuals or groups such as consultants and committees.

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Who do you communicate with?

Government agencies and private organisations

Local residents

Visitors

Media

State guests and their entourage

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Where do you communicate?

Communication may take place in many locations including:

In an office environment

Back of house

Front of house

Reception areas.

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Where do you communicate?

On tour

On site

At an event

Using a phone.

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Types of communication

Basic communication options include:

Verbal

Written format

Non-verbal

Use of an interpreter.

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Effective communication

To help ensure your communication is polite, professional and friendly, the following tips will assist:

Follow all establishment policies

Use a person’s name where it is known

Be honest

Use ‘please’ and ‘thank you’ a lot.

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Effective communication

Don’t interrupt

Speak at an appropriate pace and volume

Make sure your non-verbal language matches the verbal communication.

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Language and tone

When communicating with others it is vital to make sure that the language and tone is appropriate to the nature of each individual communication.

What is appropriate language?

What is appropriate tone?

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Internal and external customers

All ‘customers’ to a business are important.

What is an internal customer?

What is an external customer?

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Need for effective communication

All communication, whether verbal or written, needs to be effective in order to demonstrate our intention to:

Meet customer and colleague needs

Deliver service and responses quickly.

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Need for effective communication

To help achieve effective communication:

Every message must have a purpose

Messages should match the interests and abilities of the receiver

Unnecessary words should be eliminated

Chosen words should be within the experience range of the receiver

Verbal messages should be clear and concise.

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Written communication

Use graphics or pictures

Use different languages

Easy to read

Encourages people to read it

Be available in ‘take away’ form.

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Two way communication

Communication is ‘two way’:

Message – outgoing communication

Feedback – inbound communication.

It must be clear that the message was understood by the receiver.

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Communication

Communication involves sending and receiving messages via:

Verbal communication

Non-verbal communication.

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Verbal communication

Verbal communication includes:

Language or speech

Questioning, listening and answering.

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Non-verbal communication

Non-verbal communication includes:

Body Language

Facial expressions

Eye contact

Gestures

Posture.

Slide 23

Communicating with customers

Communication with the customers visiting your property is primarily aimed at providing information about:

Products

Services.

Product knowledge relates to an understanding of both products and services.

Slide 24

Communicating with customers

It involves providing:

Answers to questions asked

Information tailored to the needs of each individual customer.

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Improving product knowledge

Speaking with colleagues

Attending staff meetings

Attending product launches

Speaking with customers to obtain feedback, opinion and thoughts

Speaking with friends and family.

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Improving product knowledge

Speaking with sales representatives

Speaking with industry representatives

Listening to, or reading, the media

Visiting other venues within the industry to see what they are doing.

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Types of product knowledge

General property features, services and facilities

Special features

Benefits available to customers

Disadvantages

Price.

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Types of product knowledge

Special offers

Availability

How to purchase or order.

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Answering customer questions

If a customer asks a question and you don’t know the correct answer you should:

Be truthful

Apologise

Inform them you will find out the answer to their question

Find out the information

Pass on the information.

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Communicating with colleagues

Operational performance

Upcoming events

Products and services information

Promotional activities

Specific customers.

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Non verbal communication

Non-verbal communication is anything other than words that communicates a message.

The way we stand

The way we talk

The clothes we wear and the accessories we use

Our facial expressions.

Slide 32

Non verbal communication

Five aspects of non-verbal communication:

Emblems

Illustrators

Affect displays

Regulators

Adaptors.

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Reading body language

Kinesics

It is the art of decoding body language:

Personal space

Touching.

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Orientation and posture

Standing side by side

Standing in front of someone

Sitting

Standing

Walking.

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Facial expressions

What constitutes facial expressions?

What can facial expressions tell you?

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Eye movement

What do each of the following eye movements tell you?

Eye contact

Looking away

Looking down

Not making eye contact.

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Gestures

What do the following gestures indicate?

Pointing

Throwing up the hands in alarm

Moving the head or other body parts

Using wide and energetic gestures

Mirroring the stance of the other person.

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Silence

Do you like silence in a conversation?

What does ‘silence’ tell you?

When is it good to be silent?

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Listening

The use of questions and effective listening are keys in nearly all effective two-way communication.

What is the difference between ‘hearing’ and listening’?

Are you are good listener?

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Effective listening

Encourages others to fully transmit their message by indicating our interest and concern

Ensures receiver has all the relevant facts

Improves relationships

Assists in problem resolution

Allows for proper understanding between people

Reduces many conflicts

Improves staff morale

Raises workplace productivity.

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Types of listening

We have two listening options:

1) Active listening

Listening only

2) Reflective listening

Verbal feedback that ensures the channel of communication continues clear and without conflict.

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Active listening

Showing sensitivity to the speaker and showing all due respect

Displaying empathy with the person speaking

Demonstrating your attention to all the non-verbal signals you send

Not interrupting the speaker.

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Active listening

Encouraging the other person to continue talking by using encouraging behaviour – nods, murmurs, short words of encouragement

Concentrating on what is being said rather than allowing yourself to drift off while thinking of something else

Not being judgmental about the way the speaker looks, or what they are saying.

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Reflective listening

Paraphrase what the speaker says – sum up and repeat

Read between the lines of what is actually being said

Utilise questioning to sum up or clarify

Continue being non-judgmental

Refrain from making comments or interrupting

Continue being sensitive.

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Questioning

What is the importance of questions?

When should you use them?

What types of questions can you ask?

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Closed questions

Closed questions are asked in such a way as to elicit only a ‘Yes’ or ‘No’ answer.

When is a good time to use closed questions?

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Open questions

These are questions that probe the talker for more information and encourage them to supply further detail.

They are questions that begin with:

What

Why

How

Where

When.

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Methods to aid effective listening

Effective listening requires practice and concentration.

Prepare yourself to listen

Become interested

Keep an open mind

Identify the main idea.

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Methods to aid effective listening

Listen critically

Don’t get distracted

Take notes

Help where necessary

Reflect on what has been said

Keep quiet.

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Identify potential conflict

Whenever a potential or existing conflict is identified, action must be taken to attempt to resolve the issue.

It is never acceptable to ignore this situation and simply hope things will resolve themselves.

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What is conflict?

A conflict is a state of opposition between persons or ideas or interests.

What causes conflict in your workplace:

Between staff and customers?

Between staff and colleagues?

What do you do about these conflicts?

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Conflict with colleagues

Some reasons include:

Pressure of work

Lack of, or bad communication

Prejudices

Ineffective working systems

Difference in opinions

Difference in beliefs

Misunderstanding

Team member not pulling their weight.

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Conflict with customers

Some reasons include:

Lack of, or poor, service Expectations not being met Dissatisfaction with the accommodation or services Unhygienic conditions Low comfort levels Rowdy and unacceptable behaviour

or comments A mistake with an account Error in the reservation Special requests not being adhered to

Slide 54

Conflict warning signs

Various ‘warning signs’ which may be displayed by either another colleague or customer that can indicate that a problem exists or is imminent.

The warning signs given by a colleague are usually quite different to those observed in a customer.

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Colleague warning signs

Avoids verbal and visual contact

Indulges in negative facial expressions

Makes negative remarks

Makes rude gestures or remarks.

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Customer warning signs

Looks angry or aggressive

Appears flustered or frustrated

Contorted facial expressions

Glances around as if seeking assistance

Physically touches another guest or colleague

Becomes too loud.

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Customer warning signs

Slamming room doors

Throwing something

Being argumentative.

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Conflict resolution

How are conflicts resolve in the workplace?

Which conflicts are you are to resolve your self?

Slide 59

Conflict resolution techniques

Listening and discuss the conflict

Listen to what the parties involved have to say

Collect facts about the situation

Discuss specific points for better understanding

Sends message that you are genuine in your attempts to resolve the situation.

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Show empathy

Show an understanding of another person’s feelings

Put yourself into the other person’s shoes

Aim to ‘take the customer’s side’

Acknowledge person’s emotions and feelings

Don’t take the matter personally

You represent your company.

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Compromise

What can we do to try to put it right?

Be flexible in your approach to the situation

Find an acceptable solution that is less than the initially expected position

All parties involved accept the resolution that is finally agreed on.

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Co-operating

Cooperate with the parties involved

Agreeing with the parties in a positive manner

Working with them to find a speedy resolution

You must never agree with the parties’ requests or demands if they are not in line policies and or beyond personal jurisdiction.

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Define the conflict

Verbally summarise the conflict

Define the key points

Write down key details to show the customer you are taking the matter seriously

Ensure all parties involved are in agreement with your summary

Be prepared to amend or add to your summary.

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Develop solutions

Any solutions will depend on workplace policies and procedures

Ask conflicting parties for suggestions on satisfactory resolutions to the situation

Wherever possible, try to accommodate the parties’ suggestions, but accept that this is not always possible.

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Personal characteristics to handling conflict

Be assertive

Be constructive

Be well-informed

Act on workplace policies and procedures

Exercise patience

Show tolerance

Understand the total picture

Compromise

Be consistent.

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Workplace documentation

What is ‘workplace documentation?

What workplace documentation do you complete?

What is the purpose of workplace documentation?

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Purpose of written documentation

When identifying your purpose, determine first:

Key message you want to give your reader

Action you want your reader to make in response to your written communication.

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Written documentation

Types of common workplace written documentation includes:

Letters

Memos

Faxes

Emails.

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Each department will have their own specific documentation.

What documentation is prepared for the following departments?:

Food and Beverage

Front Office.

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Food and Beverage documentation

Reservations

Menus

Banquets

Conferences

Financial documents.

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Front Office documentation

Activity Sheets

Registration Cards

Guest Accounts

Customer Surveys and complaint forms

Currency exchange documents

Payment forms, vouchers, letters and receipts.

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Element 2:

Establish and maintain effective relationships with colleagues and customers

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Meet both internal customers’ and external customers’ needs and expectations in accordance with organisation standards, policies and procedures and within acceptable time frames

Assist to resolve workplace conflict and manage difficulties to achieve positive outcomes

Use formal feedback and informal feedback to identify and implement improvements to products, services, processes or outcomes for both internal customers and external customers.

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Handle complaints positively, sensitively and politely in consultation with the person/s making the complaint

Maintain a positive and co-operative manner

Use non-discriminatory attitudes and language when interacting with customers, staff and management consistently.

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Meeting customer needs

As a staff member, it is your role to fulfil the needs of all stakeholders of the business.

This includes both the ‘internal’ and ‘external’ customer.

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Internal customer

An ‘internal’ customer is anyone who is associated with the provision of services to customers.

In summary this includes:

Management and staff of the organisation

Suppliers and contractors who provide services to your organisation.

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External customer

An ‘external’ customer is anyone who receives the products and services provided by the organisation.

In summary this includes:

Customers who enjoy the ‘offerings’ at the venue

Customers who enjoy the ‘offerings’ that are supplied to them, at a location not at the venue.

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Internal customer needs

Knowledge

Skills

Training

Equipment

Time

Appropriate allocation of work

Support

Fairness.

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Identifying internal customer needs

In meetings, whether at a departmental or senior management level

In staff briefings at the start of a shift

During a shift as needs arise

In staff debriefings at the end of a shift

Through comments in handover documents between shifts

Through emails, memos and telephone calls.

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External customer needs

Generic customer needs

Value for money

‘Offering’ reflecting what was advertised

Expectations met or exceeded

To feel respected

To feel welcomed

To be served by friendly staff.

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External customer needs

Generic customer needs

To be dealt with in a prompt and courteous manner

To receive assistance when necessary

To be in comfortable, clean surroundings

To feel remembered and recognised

To be heard and understood.

Slide 82

External customer expectations

Customers have perceived expectations of what level of service they expect when visiting a venue arising from:

Past visits

Advertisements and promotional messages

Competing hotels

Industry standards

Comments from family, friends and colleagues

Price charged for the offering.

Slide 83

Specific target market needs

Each target market in your business has their own unique needs.

What are the needs for the following market segments:

Business

Women

Family

Leisure

Elderly

Groups.

Slide 84

Identifying external customer needs

Staff must be proactive and try to anticipate the needs of customers where possible.

This can be achieved through:

Observation

Asking questions

Putting yourself in the shoes of the customer.

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Special needs customers

Customers who come to us with special needs may be categorised as:

Disabled

Unable to speak local language

Having other special needs.

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Disabled customers

Don’t ignore them

Treat them the same way as other customers

Greet them warmly and in a genuine and friendly manner

Make an offer of assistance in relation to what you can offer or do for them

Don’t assume you know what they want

Ask questions and listen to the responses

Talk to the disabled person initially and then to their support person if there are difficulties.

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Customers who are unable to speak local language

Use gestures

Prepare multi-lingual documents and signs

Employ bilingual staff.

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Overseas customers

People from different countries have their own needs.

What needs do the following markets have:

American

German

Jewish.

Slide 89

Resolving workplace conflict

Regardless of how smooth the operations of a hospitality operation runs, with endless interactions and actions taking place on any given day, at times things may not go to plan and conflicts arise.

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Workplace conflict can be defined as any conflict that takes place in a workplace.

This could be between:

Staff at all levels of an organisation including line staff, supervisors and managers

Staff and suppliers

Staff and customers

One customer and another customer.

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A conflict normally will exist where a person feels:

A product or service is not as expected

Their opinion, advice, customs or beliefs are more appropriate than that of another person

They were not treated in a fair, helpful or polite manner.

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When trying to resolve workplace conflict:

Consider every conflict as important

Try to handle the conflict as soon as possible

Every conflict has a solution

Try to approach the experience in a positive manner

Try to look at the situation in a factual manner

Be flexible in your approach to reach a suitable solution

Involve both parties

Be diplomatic and sensitive.

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Feedback

Every complaint or conflict identifies a flaw in some aspect of an organisation’s operations and delivery of service.

Feedback, often through complaints, provides a platform towards improvement.

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Collecting feedback

Formal Feedback:

Customer comment cards

General Manager cocktail parties

Interviews and follow up calls

Meetings

Performance reviews.

Slide 95

Collecting feedback

Informal Feedback:

This information may come in the form of ‘gossip’ or ‘through the grapevine’. However it is the provider of the largest amount of feedback.

General discussion

Observations.

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Handling complaints

Regardless of how successful your organisation is, complaints will always arise.

Complaints can come from:

Staff

Management

Customers

Owners

Suppliers

General public.

Slide 97

Scope of authority

Most staff are given guidelines as to what action they can take in the workplace without having to get special permission from management.

The scope of authority may relate to:

Their ability to act on behalf of the venue

Their authority to spend money on behalf of the venue

Their authority to act in given situations.

Slide 98

Organisational policies

These policies, when handling complaints, may address issues such as: Who should deal with complaints at different levels

When management should be involved

The limits of scopes of authority

Situations under which the property will not try to resolve a conflict

Documentation that needs to be completed to record the complaint

Training that staff should receive to resolve issues.

Slide 99

Resolving complaints

The following are keys to successfully resolving customer dissatisfaction:

Listening to the issue

Offering a solution

Agreeing on a solution

Taking action

Checking with the customer

Changing any necessary standard operating procedures.

Slide 100

Referring complaints

At times, you may need to refer a complaint to another person.

You might simply be unable to do, or authorise, whatever it is that is required to resolve the complaint.

Slide 101

Referring complaints

An escalated complaint

When a customer:

Becomes agitated

Is swearing, making threats or drawing substantial attention

Is alleging impropriety, dishonesty or other fraudulent activity on behalf of a staff member

States they intend taking legal action

Intends referring the complaint to the authorities or media.

Slide 102

Positive and cooperative manner

When responding to conflicts and customer complaints, regardless of what is happening and how stressful the situation is, you must remain:

Professional

Positive

Cooperative.

Slide 103

Positive and cooperative manner

A positive and cooperative manner can help to:

Smooth over a potentially problematic situation

Demonstrate your willingness to resolve the issue

Create an initial friendly atmosphere

Maintain positive customer relations.

Slide 104

Non-discriminatory attitudes and languageAll staff must be aware of the differences that exist between all stakeholders of the organisation.

A hospitality business is truly ‘international’ and has many ‘differences’:

Backgrounds

Beliefs

Religions

Cultures

Countries.

Slide 105

Expectations of overseas customers

Customers from other countries and cultures could have differing views in terms of:

Customer expectations

Levels of formality and informality

Appropriate non-verbal behaviour

Communicating sincerity

Dress and appearance.

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Strategies to meet ‘global expectations’

Culturally-based communication differences

Politeness and respect

Be formal and direct

Using the guests’ correct names and titles, pronounced correctly.

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Establishment organisation

Bilingual staff

Documents in different languages

Supplying food and beverages found in their home countries

Providing news, newspapers and magazines

Having homeland music available

Selection of staff from different cultural backgrounds.

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Language difficulties

Speak clearly

Speak at normal volume

Avoid idiomatic language

Give the guest your full attention.

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Non-verbal communication and messages

Body language

Gestures

Eye contact

Smiling.

Non-verbal communication means different things in different cultures.

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Stress

Stress occurs in both customers and in staff who are serving them.

What stresses do visitors have?

What stress do staff members have?

How can you reduce these stresses?

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Element 3:

Work in a team

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Request or provide assistance so that work activities can be completed

Provide support to colleagues to ensure achievement of team goals

Discuss and resolve problems through agreed and/or accepted processes.

Slide 113



Recognise and accommodate cultural differences within the team

Identify, prioritise and complete individual tasks within designated time lines

Acknowledge and respond to feedback and information from other team members.

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Teamwork

Teamwork is classified as the collective actions towards a number of people towards a collective goal.

In a hospitality or tourism organisation, no one person can meet the needs of all customers.

It requires the collective efforts of many people to achieve success.

Slide 115

Teamwork

Whilst each business will have a range of goals, in essence the primary goal is to:

Provide an enjoyable experience for customers

For a reasonable return on investment

In a safe and lawful manner.

Slide 116

Team

A team is often characterised through:

Having a common goal

Working interdependently

Independent job functions

Enjoyment working

Accountability

Empowerment

Understanding the importance of teams.

Slide 117

Assistance from others

Not everyone can do everything!

On many occasions we need the assistance of others because:

We don’t know how to do it

We don’t have the time

Others are better equipped to do it

We need more than one person to do it.

Slide 118

Assistance from others

Who can you ask for assistance?

The people you may ask to assist can vary, but will commonly include:

Others from your team

People from other, but related, departments

Managers and supervisors.

Slide 119

Providing assistance to others

In the same way that you may need help from others, you must be similarly prepared to render assistance to others when it is called for.

What assistance can you provide?

Slide 120

Providing assistance to others

Why provide assistance?

The intent of helping team members is:

To ensure that team goals are achieved

To deliver excellent service to customers

To prove your commitment to the team

To encourage team members to help you when you need assistance.

Slide 121

Providing support to others

What is the difference between providing ‘assistance’ and ‘support’?

Slide 122

Providing support to others

Support and assistance is quite similar and often the two are interlinked.

Simply, where assistance may require you to undertake some activities on their behalf, support may involve:

Providing guidance

Offering encouragement

Making recommendations or suggestions for improvement.

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Support, trust and respect

Never participating in gossip or talking negatively

Not spending time with customers who want to criticise work mates

Not blaming any work mates

Not taking the credit for what another staff member has done

Supporting decisions that colleagues have made

Treating co-workers in keeping with any cultural individualities that apply to them.

Slide 124

Support, trust and respect

The key is to remain detached, stay professional and let your actions speak for themselves:

Trust the people that merit your trust

Support those who warrant your support

Respect those who deserve your respect.

Slide 125

Discuss and resolve problems

It doesn’t matter how well thought out and prepared you are, at times problems will arise in a hospitality and tourism business which require your team to work together to find a suitable solution.

Slide 126


Many of the problems that occur are out of your control and may result from:

Weather

Flight delays

Lack of supplies

Electricity problems

Emergency.

Slide 127


Every organisation will have policies and procedures for handling unexpected problems.

Where none exist, as a staff member you should:

Use common sense

Don’t panic

If a solution is clear, put this into place

If no solution is clear, seek the assistance from the necessary colleagues

Notify management and other staff members.

Slide 128

Cultural differences in teams

The hospitality and tourism industries boast staff from a variety of backgrounds.

This often means you will be working with people from different cultures.

This means you will need to recognise and accommodate relevant cultural differences.

Slide 129

Cultural misunderstandings

Common reasons for cross-cultural misunderstandings:

Promotions and authority issues

Rostering

Interrelations between staff and sections

Interpersonal relations

Traditional nationality-based hostilities.

Slide 130

Addressing cultural misunderstandings

Action should focus on:

Providing additional information

Active listening

Acting as a mediator

Team building

Questioning

Observing body language

Seeking advice or assistance.

Slide 131


Creating a climate of tolerance

Implementing team building exercises

Providing training and education

Providing mediation and counseling.

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Benefits from creating and maintaining a harmonious multicultural working environment include:

Compliance with Equal Opportunity requirements

Improved levels of goodwill and tolerance

A happier workplace culture

Continuing jobs, profit and growth

Increased return rate of customers

Reduced likelihood of industrial disputes.

Slide 133

Prioritise work activities

Prioritising your tasks means that you will have to determine which tasks are the:

Most important and should be done first

Which ones can be left until later.

Slide 134

Completing work activities

Work quickly

Practice being interrupted

Practice tact and diplomacy

Take a minute to plan and prioritise

Ask for help where required.

Slide 135

Feedback from team

From time to time your colleagues will provide you with feedback and information. For them not to do this would mean they are not doing their job.

This feedback and information can be:

Positive

Negative

Neutral.

Slide 136

Positive feedback

Positive feedback can involve team members passing on a comment they have heard about your excellent service.

You should take a second or so to rejoice in such feedback

Accept it and enjoy it because you’ve earned it

Never simply dismiss it or brush it off

Never say something like “Oh, it was nothing”, or ‘Just doing my job’.

Thank the person.

Slide 137

Negative feedback

Take the negative feedback in the right way:

See it as an opportunity to improve

Don’t dwell on the negative message

Don’t shoot the messenger!

The keys are to:

Listen to the criticism

Determine objectively if there is truth in it

Work out how to rectify things.

Slide 138

Neutral feedback

Neutral information can occur when staff members deliver updates or new information about what’s happening

The result of this information is usually that you will need to factor it into your work and the priorities you have already set.

Slide 139

Thank you!

Slide 140

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appropriate tone

workmates external customers

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