STRIVING for excellence in customer relations is a highly desirable option for many businesses. But in one sector it's crucial. Hotels rely on word-of-mouth recommendations from clients. If they offer anything less than superb service, those recommendations never materialise.
There are almost 80 employees at the customer frontline of the Holiday Inn, opened in Glasgow in 1995. In 1997, they rose to the challenge of developing their skills and improving customer service through IIP.
''Our main emphasis for training was the hotel's food and beverage outlet,'' said Tony Wright, Training and Development Manager. ''It was new to the hotel and we wanted to make it stand out in terms of service - something that many hotel restaurants don't focus on.
''IIP was our way of strengthening our commitment to training and setting service standards within the industry.''
The Holiday Inn is owned and operated by Chardon Leisure Ltd, a company which has always invested in training and development. The Chardon Training Academy, where all staff train before going on to work at its hotels, opened in 1996.
''The company has always believed in investing in its workforce,'' said Wright. ''IIP is a continuation of this philosophy.
''Staff training is something every industry must have. We take on many recruits with formal qualifications, but often find that our expectations are too high - they don't have the necessary practical skills, so we have to start training again, building on what training they do have.''
After initial meetings between Ian Child, Manager of the Chardon Training Academy, Wright and GDA consultants, an IIP action plan was devised. Regular update meetings were held to ensure the training was properly implemented and that heads of department were kept appraised of progress.
''We already met a lot of the criteria,'' said Wright. ''The storyboard was easy to create and follow and interpreting the 'jargon' wasn't a problem. We had to make the time though, and it wasn't always easy.
''The procedures had to be spread throughout the hotel and department heads had to spend more time with the staff. When something is a recognised priority, you create the time for it.''
The process took eight months, and the Holiday Inn received its accreditation in February 1998. Staff reaction to training and development has been positive. Many join the Holiday Inn to begin their careers in the leisure industry - now with stronger skills and a commitment to the hotel, most will continue it there.
''The staff were keen to be involved in this,'' said Wright. ''In this industry, people move from hotel to hotel, but since we started the training, our staff turnover has decreased significantly.
''Most importantly, customer response has been positive. Our commitment to service and quality has been recognised by the industry - we hope to receive the Torch Bearer Award, which is based on guest feedback on products and service, in Atlanta this year.
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