The Executive
HOUSEKEEPER
Vol 20
No 3
PP322210/00016
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Publishers LETTER
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elcome to our final edition of Executive Housekeeper for 2016. The years keep getting quicker! New technology, new demands, new clients. It makes the job of housekeeping ever more challenging and rewarding. Thank you for enjoying the content we bring you throughout the year. Speaking of new, we chat with Executive Housekeeper Jason De'ath of the recently opened Pullman Sydney Airport. An executive option around the airport, the hotel appeals to the corporate traveller with its high end features and design. Jason speaks about his experience getting the business off the ground. As this year comes to an end, so too does Professional Housekeeping Association NSW. An organisation which has involved many housekeepers and suppliers over its time, a champagne farewell sent the organisation off in style. We have a summary of the evening in this issue.
Looking ahead, our magazine will continue to deliver the advice and knowledge of our experts. Thank you to our regular contributors – in particular Dean Minett, Barbara Sargeant and Col Nation. Thank you also to our overseas writers - including Liz Lycette, Ralph Peterson and Janet Marletto. Here at the Executive Housekeeper, we are always looking for ways we can improve our service to you. If you would like us to follow up on a particular topic, or if you know someone who would like to be profiled, let us know. Likewise, if your department has a new product or system in place which might interest your colleagues, we would love to know about it. You can email us at admin@adbourne.com.au. Finally, we wish you all a Merry Christmas. The housekeeping clock never stops, but hopefully you have an opportunity to switch off and enjoy some time with family and friends. We will see you again in the new year! Neil Muir
View The Executive Housekeeper online now! Scan here or visit www.adbourne.com/exec-housekeeper
ADBOURNE PUBLISHING 18/69 Acacia Road Ferntree Gully VIC 3156 PO Box 735, Belgrave, VIC 3160 www.adbourne.com Editorial Contributor Thomas Johnson
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Adbourne Publishing reserves the right to refuse any advertisement without stating the reason. No responsibility is accepted for incorrect information contained in advertisements or editorial. (The editor reserves the right to edit, abridge or otherwise alter articles for publication). All original matter produced in this magazine remains the property of the publisher and cannot be reproduced without authority. The views of the contributors are not necessarily those of the publisher.
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Contents 6
PHAN news
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PEHN news
10 SEQPHA news The new world of customer service 12
15 How to deliver on your green cleaning commitments 16 So you think you can recycle... at work? 20 Brand scents for hotel, resort and tourism environments 22 The art of telephones 24 Chemical-free cleaning for health, not profit 27 Laundry services 30 Pest management In the hospitality industry 33 Getting into character 36 Welcome to Pinnacles Resort 38 Jason De’ath profile 43 Susana Norris profile 44 Why microlearning is the training method of choice 46 HITEC 2016 and the latest technology trends in Hotels 50 Hospitality robots deliver innovation 53 Hotel to Hands: Saving lives with free soap 58 Seeing spots 62 How to implement a chemical-free cleaning program in your motel 66 The changing face of hotel design 69 Product news
The Executive
HOUSEKEEPER
Cover images shows Pinnacles Resort, Airlie Beach
Vol 20
No 3
PP322210/00016
1
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PHAN NEWS
PHAN FINAL EVENT – THE FAREWELL
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fter the AGM on the 19th of July and the decision to close the Association was finalized the committee was busy organizing their final farewell on the 19th of August. Invitations were sent to the preferred suppliers and suppliers who supported PHAN throughout the years. Once the attendance numbers were finalized a venue was picked. As this was the final event for the Association the committee decided to pick one of the best venues Sydney had to offer- The Museum
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of Contemporary Arts event centre on the roof top. The committee was at the venue early to welcome the members and the preferred suppliers. As this was a farewell party, there was no formal agenda. There was a total of 60 guests. All the guests enjoyed the breathtaking view while sipping a glass of wine or bubbly from the rooftop of the Museum. Once everyone had time to say hello to each other, the guest were seated so that the wait staff could start the service. The three course delicious meal was carefully picked by the committee.
After the entrĂŠe was served Maureen made her final farewell speech and took us down the memory lane mentioning the names of the 1st committee and the other committee members who were in the association during the 12 years. Maureen thanked Paul from Valitel and Vanity group for initiating the birth of the association and for his support throughout the years. If not for Paul, PHAN would not have existed. Maureen also thanked the public officers who have worked tirelessly for the association and the four committee members Grace, Zarife, Nela and Lalini who have been in the committee for almost the entire duration. Grace thanked
Maureen for her motivation and her enormous contribution to the association as president. After the main meal the dance floor started to get crowded with the guests dancing to the great music of the DJ. The committee were sad but realized that it was a decision which had to be made with things changing in the hospitality industry and Executive Housekeepers have more responsibility and less time to be networking. The committee members and a few the members who were the last to leave the dance floor left with a heavy heart saying their final farewells but promising to meet at least every couple of months. ď Ž
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PEHN NEWS T
he new PEHN Committee was elected at the 2016 AGM held last month in October. We would like to congratulate everyone concerned.
RECENT EVENTS
President: Donna Musarella Vice President: Megan Johnson Treasurer: Jai Singh Secretary: Deb Bullock Committee Members: Jocelyn NG Marian Stratford Jodi Joeng Ian McGregor Decai Weng A huge thankyou to the retiring committee members for their years of dedication to the PEHN committee, Dorthe Jantzen, Marie Brereton and Margaret Fernandes. Left to right: Ian McGregor, Deb Bullock, Donna Musarella, Jai Singh, Megan Johnson
Donna Musarella the PEHN President was awarded the winner of Employee Excellence in Service- Accommodation Division at the 2016 AHA national awards for excellence. Donna was awarded Housekeeping Manager of the year at the AHA Vic state awards, which entitled her to be nominated in the national awards which were held in Queensland at RACV royal pines resort. Congratulations Donna on this wonderful achievement.
HAPPY HOUSEKEEPING WEEK
It has been a busy year and it's hard to believe another one has almost passed. We have had some wonderful events, including our big 20th Birthday bash back in June at the RACV City Club. We look forward to another exciting year in 2017 of events and friendships and would like to wish all our members and the readers of the Executive Housekeeper a very happy Christmas and prosperous New Year.
Pehn celebrated International Housekeeping week, by holding a movie night at Crown Hoyts cinema. A private cinema was booked for the PEHN members, there was a fantastic turnout on the night, everyone having a wonderful time. The movie was "Absolutely Fabulous". Popcorn, choc tops and drinks were enjoyed by all who attended.
Being a member of PEHN offers some wonderful social events and networking opportunities with like-minded people. Should you wish to join or find out further details please go to our website www.pehn.org. ď Ž
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SEQPHA NEWS W
elcome to our last edition of the year, I have been retired for 6 months now and I thought I would be bored, I sure was wrong I do not miss the stress or all those meetings and I love the lay ins of a morning instead of hitting that alarm at 5 am and I wonder how I ever had time to go to work. Well since the last edition we have raised $41,000 for Thai our beautiful wheelchair bound 18 year old who is so deserving. We had a raffle to raise money for a special car to transport him around which was run by the Queensland art union. A very big thank you to all our members who worked hard selling those tickets. We have had a breakfast at the Marriott Surfers Paradise, Riverview Hotel Brisbane and today we had our breakfast at Versace at Main Beach. This is one of my favourite venues as you indulge in a magnificent buffet breakfast with beautiful china and the cups are gorgeous with all that gold
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around them and tea is poured out of silver tea service you always feel very special. It was a lovely morning with two guest speakers, John spoke about the changes to chemical bottle labelling and MSDS which comes into effect in January 2017. Karen from One Step Further Training School of Excellence spoke about training on the job and how she has 18 hospitality students who are going on a 7 night P & O cruise around the Pacific. But no it is not for fun they will all be getting experience working in the various outlets on the ship in the Bars, Kitchen, Housekeeping. Thai the young wheelchair bound friend will be working on the tour desk, and because I have retired they have given me the job of chaperone, how wonderful and of course while they are working I will be relaxing. Colleen Reynolds one of our members is the 3rd person to retire over the last 12 months, so this morning at the breakfast we had a small presentation with flowers and Moet to an amazing lady. Colleen is always our Easter
Bunny at our Easter breakfast and I can assure you she has given us many laughs’ over the years and worked hard to raise money for the cancer foundation, we all wish her much happiness in retirement. Congratulations to Rachael Schwab from Weatherdon who is having her second baby due in early 2017. All the money raised from our raffles at the Versace breakfast is going to a special lady called Margaret, who has motor neuron disease which is getting progressively worse as the disease advances. The donation will go a long way in assisting help for her to change beds, and hang out washing along with other domestic duties she can no longer do. The Government only give her two hours per week for home assistance, Poppi one of our Committee members also organised at function at her home to raise money for this special lady, thank you Poppi for your kindness and generosity you are a valuable member of our Association.
We have very special members in our Association, whom are all so generous and I would personally like to thank them for all the wonderful work they have done with our fundraising and to Sandy and Ian who work so hard for the needy in our community and of course Melissa Bent who works so hard organising our functions and fundraisers they are all unique people and can do small things with great love to make something wonderful. A very merry Christmas and as Christmas fades to usher a new year may your new beginnings be renewed with happiness, hope and peace. On the road to success the rule is always to look ahead and may you all reach your destinations and may your journey be wonderful Happy New Year Libby Sharp – President SEQPHA. libbysharpsmail@yahoo.com.au
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THE NEW WORLD OF
Customer service
BY JANET C. MARLETTO
S
everal decades ago Tom Peters defined “fine service” in his major best seller, In Search of Excellence. At that time Nordstrom’s was the platinum example. Their “no hassle” return policy was just that even if they had not sold the item originally! There is the classic example of a “customer” who returned automobile tires! Nordstrom’s honoured the return and made service history because it sells clothing, shoes, accessories, and jewellery like other upscale stores. Sadly, that tire returning pseudo customer was a preview of what is seen all the time now. Before the Twenty-First Century dawned in 2001, the typical customer followed rules of etiquette, decorum, and politeness and had reasonable expectations of a graceful resolution. However, in this age of speed in all aspects of life: 24/7 news, all aspects of social media with instant access and communication, the world of customer service has morphed into the “be ready for anything” mode. This includes the “quick to rage” customer who seems to lack patience and often lacks effective communication skills. Consequently, the customer service person must be able to “detach” and remain calm, understanding, communicative, and positive. Kindness is powerful; superciliousness is deadly. If a customer detects a “smirk,” all credibility and rapport can be lost. I remember a situation at a luxury hotel where I was manager on duty. A hotel guest had a concern which was being handled by a front desk agent. All of a sudden the guest requested a manager. I arrived to find a guest who was offended by the facial expressions and body language of the front desk agent.
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The guest and I interacted professionally. I asked the guest to explain his concerns. All the while I listened and nodded at intervals to indicate that I was listening and understanding. At the conclusion of the discussion, I asked the guest what he would like to have happen. He enumerated his desires. They were reasonable and do-able. The guest was pleased and stated so. He also added that he appreciated how I had interacted with him. All of this comes down to clear and proper training and modelling. It is definitely worth the effort. Most people who handle customer service are either naturally pleasant or are trained to be so. Thus, a polite customer is treated professionally and kindly. However, in this “Instagram” world, it is not unusual for a finicky or displeased customer to express displeasure via the cyber world before sharing the concern with someone on site who can correct or improve the situation. This is the equivalent of judging and assuming before anyone was given a chance to reverse the situation. In fact, it is as bad as an enraged customer screaming at the customer service person or manager. This is the sign of a person lacking in sophistication and manners. We all have experienced less than satisfying customer service. Yet, it is excellent service that fills us with gratitude. It often surprises us too! For example, I had placed a number of items on hold at my local branch library. I had been waiting months for some of them. As luck would have it, I received notification that the majority of them were available at the same time. So, I went to the library and spoke with a librarian because I was not going to be able to read for several weeks. She announced that they offer vacation check-out by extending the
due date for a few weeks. This was ideal! What a great surprise and a wonderful service! Recently, I was preparing for a trip. I expected to rent a car so that I would be able to drive from the airport to the hotel and to various locations. Above all, I wanted to be able to drive to the airport by 4 o’clock in the morning. To be sure that this could work smoothly, a few days before departing, I called the car rental company to find out what the logistics are related to picking up and returning the car. The gentleman proceeded to inform me that if the shuttle was not available that I could take a cab and be reimbursed. I stopped him there and asked where the rental cars were located. (In the past they had been downstairs in the airport.) He said vaguely that they were “a distance.” He never defined that. Then I asked him about returning the car. That was cumbersome too. All of this was defeating the purpose of convenience. So, I called the hotel and learned that they had a complimentary shuttle within certain time frames and that they could recommend a cab driver. The service oriented hotel person affirmed that they had drivers who could assist me and that I could schedule them for my visit. Needless to say, I did that immediately and called to cancel my rental car reservation. Thanks to the excellent
drivers I had a way to the hotel after shuttle hours and a way to the airport at 3:45 in the morning! What great service! This was not a highly rated hotel; however, this level of service is high level... and totally appreciated! This kind of service causes a guest to overlook flaws. We would like to think that everyone is doing the best they can. People want to do well. The current trend of not training staff for fear of losing them to competition is counterproductive. Everyone suffers: the customer and the employee. This was evident at a huge store at a major attraction. There were staff members everywhere; however, almost no one could answer a question. This was the case in a nearby specialty shop as well. Very disappointing. Even in more modest locations, it is the same thing. Caring and informed employees shine like super stars because they are rarities. Customers return to stores and businesses where they are treated well. They enjoy interacting with knowledgeable and professional staff members.
birthday. The department store sends a discount for your birthday or account anniversary. These gifts act as appreciation for the customer. By reinforcing a connection between the customer and the business, there is a positive reaction on the part of the customer. What’s new? The application of gamification draws customers to the business. The business is rewarding the customer in advance. Years ago there was no such expectation. Now, the customers watch for these perks and even demand them. The boomerang effect happens when customers only shop when they receive some sort of monetary incentive. This cycling of rewards requires marketing expertise so that the bottom line does not crumble due to slumps. Some coupon givers manage the duration of the coupon very tightly. One fast casual restaurant allows only one coupon per table even when guests are paying separately. There is no extension of the effective date range. One retailer keeps track of “cash” gifts so that they cannot be used if they have been redeemed previously. Yes, customers sometimes
try to use them again. On the other hand if the customer earned the cash due to purchases of gifts for other people and the recipient returns the gift for real cash, the gift giver’s “cash” has been affected negatively... all without the knowledge of the gift giver. In this age of “gimme”, companies do their best to attract customers with discounts and gifts. Nonetheless, loyal clientele is more apt to return thanks to personalized service, because when there is a sense of generosity and kindness, it is a pleasure to shop or to do business with a company. The greatest gift of all is informed service thanks to competent training. Everyone acknowledges that losing staff is expensive. Yet, there is hesitation to train for fear of competition. The rewards of well trained staff include satisfied customers who sing praises of the excellent service to their friends. It is a win-win without a doubt. Janet Marletto’s profile is on LinkedIn; she can be contacted by e-mail: jmarletto@yahoo.com. She is available for effective mentoring and consulting
Above all, they spend more money at these locations. When this is the case, there are fewer disgruntled customers. Everyone does customer service by serving the customer. Even when things go badly, the customer has confidence that a fair and equitable solution will be found. This can be at a medical office, in a store, at a restaurant, at a hotel… anywhere. We all can identify with this: the replaced item at no charge; the unsatisfactory dish taken off the bill, an additional discount. These fortuitous actions are even sweeter when they were not requested. For example, the customer service person on the phone arranged for a credit on a cable bill because of so many hassles with billing and a clumsy website. The fast food attendant made up for an incorrect order with a complimentary item. The beautician gives a complimentary service on your
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How to deliver
ON YOUR GREEN CLEANING COMMITMENTS BY EMMA BERTHOLD, GOOD ENVIRONMENTAL CHOICE AUSTRALIA
Switching to “green” cleaning products is one of the easiest changes to make when seeking to improve indoor air quality in a building. Many conventional cleaning products contain a range of volatile organic compounds (VOCs) that can contribute to poor air quality and that may, in turn, trigger allergic reactions, headaches, eye irritation, and asthma problems. There are also many other potentially hazardous substances that can be found in cleaning products, all with their own harmful impacts on human health and the environment.
S
o how can those in the housekeeping industry know which products have the lowest impact, but are still effective and efficient cleaners? And, more importantly, how can managers make sure that every member of their cleaning and housekeeping team is aware of these products and the best way to use them? The benefits of establishing a green cleaning program are well documented. Using green cleaning products helps improve the indoor air quality of a building, which has been linked to better health for guests and staff alike. There are also obvious environmental benefits, and if the building has any sustainability performance requirements, using green cleaning products will contribute towards that as well. In order to fully reap these benefits, first there is the need for managers to select the right products in the right quantity for any motel or hotel. These then need to be used correctly, with cleaning staff following proper procedures and understanding the reasons behind choosing green products over conventional cleaning solutions. “Many people are already aware of the benefits of green cleaning
programs – but unfortunately, the products that managers are buying aren’t actually being used by cleaning staff in a lot of cases,” says Paula Clasby, Marketing Manager for Good Environmental Choice Australia (GECA). “Often it’s simply a case of a cleaning staff member not understanding the importance of green cleaning products, or perceiving them to perhaps be inferior to the conventional products they’ve been using for years already.” Understanding the sustainability credentials of a product can be difficult, and for someone who may not have a background in the specifics of sustainable cleaners, it can be a challenge to weigh up and compare all the available options. The easiest way to make sure a product is truly “green” is to look for evidence of third-party certification. An independent ecolabel, such as the scheme run by GECA, shows that a product has been assessed against health and/or environmental standards and is not simply “greenwashing” (making misleading environmental claims). GECA’s standards also require that all certified products are fit for purpose, ensuring that products aren’t only better for the environment, but that they will be effective cleaning solutions as well.
Once products are selected and purchased, there’s the issue of checking that cleaning staff are not inadvertently using different products in their place. “We’ve heard stories of staff members adding bleach to cleaning units that are designed to use only water, or insisting on using bathroom cleaners with a strong fragrance because that’s perceived as an indicator of an effective clean,” says Paula. ”So it then becomes a matter of making sure that all cleaning staff understand what they’re using and how it will benefit them.” It’s one thing to understand all the benefits of having a sustainable cleaning program – it’s another to ensure that everyone else shares that understanding. But the extra effort and education required is definitely worthwhile: choosing more sustainable cleaning products will benefit the health of staff and guests alike, as well as being better for the environment.
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So you think you can recycle...
AT WORK?
BY RYAN COLLINS, RECYCLING PROGRAMS MANAGER, PLANET ARK
Waste has become an issue that affects everybody’s business, whether through cost of disposal, sustainability objectives or both. Yet it’s one area of savings that is often unconsidered amongst many businesses.
R
ecent research shows over 75% of Australian businesses view reducing waste and recycling as part of being a sustainable and ethical business, yet a worrying 58% keep virtually no records on their waste management. Planet Ark’s 2016 report, What’s the Deal with Business Waste?, shows that failure to understand the quantity of waste and to monitor it are significant obstacles to implementing waste management practices that can have both environmental and financial benefits. Particularly in hotels where there are a number of different waste streams, conducting a waste audit is an important step in reviewing waste management practices. Diverting materials from the waste to the recycling stream could save your establishment money and even identify a secondary income stream. A simple example is that by flattening cardboard or crushing glass, a hotel can reduce the number of bins they need and essentially the cost of air being removed from its premises. Over 12.5 million tonnes of business waste is produced each year in Australia with the rate of generation exceeding the rate of economic growth. Just under half of the current waste stream goes to landfill, representing wasted resources and economic opportunities. Of this, accommodation and food services account for nearly 2.6 million tonnes per year of waste generation, with a particularly high rate of waste generation (about 4.5 tonnes per Equivalent Full-time Employee per year compared to Retail Trade which is at about 3.1 tonnes per EFTE per year). As you would expect, the waste stream for accommodation and food services is dominated by organic material, as well as a high proportion of packaging material.
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As well as cost, there are less obvious benefits to good waste management. Three out of four Australian businesses believe that good waste management improves public perception of the company. Having an environmental strategy, more transparency and accountability is something that an increasing number of guests now expect. Half of small to medium businesses state that motivating staff is a benefit of improving their waste and recycling practices. Many report an increased ability to attract and retain talented employees, as employees who perceive the business they work for to be ethical feel a greater sense of commitment. Green supply chains also promote efficiency and synergy among business partners, minimising waste and reducing costs. Businesses report time pressures as being the number one hurdle to making more changes regarding their waste reduction and recycling improvements. About one-third recognise they don’t have the knowledge to proceed, but there are tools available to help. Planet Ark’s Business Recycling website www. businessrecycling.com.au provides online and overthe-phone information, resources and service listings to help businesses to reduce waste and increase recycling, including details on where specific material types can be recycled across Australia. There’s also a step-by-step toolkit and plenty of tactics to help build a business case and get managers or colleagues on board, so put your hand up and start the conversation. You might find other colleagues are equally keen to make a positive impact on reducing the amount of waste generated at work.
THE COMPLETE PACKAGE
Contact Paul Yardley to discuss your room needs T 1300 659 053 M 0412 974 878 F 1300 659 063 E paul@yardley.com.au W www.yardley.com.au
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You can search for composters and other recycling equipment in Planet Ark's Recycling Equipment Catalogue http://equipment.businessrecycling.com.au Bin Trim is a free Excel tool for SMEs to measure their waste and provides tailored information to help reduce, reuse and recycle materials. NSW SMEs can also have a free assessment conducted by an EPA-funded Bin Trim Assessor. Taking advantage of free recycling programs like ‘Cartridges 4 Planet Ark’ or MobileMuster are other easy recycling wins.
• Avoid buying disposable products and unnecessary packaging where you can.
Tips for hotels and motels include:
• Implement better inventory control and reduction of unsold product waste.
RECYCLING • Implement a good solution for food waste, which can often be the biggest form of waste. A number of Australian hotels have their own composters, like Alto Hotel in Melbourne, and many pick fresh produce from their gardens. • Recycle glass, plastic, cardboard, papers, metal, aluminium and textiles. • Compost grass cuttings and garden waste. • Reuse grey water in the garden maintenance.
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WASTE PREVENTION • Buy container refills as opposed to individual soaps, much of which are wasted.
• Ask suppliers about take-back or reusable packaging. • Use rechargeable batteries in TV remotes and devices. • Use green electricity. • Fit energy-saving globes and room key tags to switch off lights.
Even a few of these measures can be enough to substantially reduce the amount of waste going to landfill and overheads in the longer term. Financial and environmental benefits are not mutually exclusive and embracing waste reduction and recycling can be a winwin for your business. Planet Ark’s National Recycling Week is taking place between 7th and 13th of November, 2016, and this year’s theme is So You Think You Can Recycle? Visit recyclingweek.planetark.org to find out how your workplace can get involved.
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Brand Scents
FOR HOTEL, RESORT AND TOURISM ENVIRONMENTS BY ANNIE HARPER, MARKETING & COMMUNICATIONS STRATEGIST, IDEA NATION
In an environment swamped with sights and sounds, Brandaroma, an Australian-owned world leader in fragrance branding understands only too well the power of scents to affect guests and differentiate brands. The company creates and markets bespoke scented trademark experiences, environments and products for commercial organisations, international, national and local hotel and resort groups, retail outlets and department stores, banks and even singers who use fragrancing to distinguish the concert experience for their fans.
A
s operators we are always mindful of finding anything that may help our understanding of, and relationship with, our customers. Understanding the role senses play in a person’s buying behaviour is one such area. So what do we know about how senses (sight, hearing, taste, smell, and touch) affect consumer behaviour?
SENSORY STIMULI Environmental stimuli, particularly visual stimuli, such as graphic design, ambient art, packaging, architecture, interiors design, lighting and colour usage have long been recognised as unwritten forms of communication with the power to affect consumer perception and behaviour.
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Knowledge now of how the brain interprets sensory cues and the effect of visual stimuli on consumer behaviour can be applied in hotel, resort and tourism environments and elsewhere, not only to communicate particular messages – think luxury, friendly, masculine, fun, serious and so on – but also to stimulate certain behaviours, such as staying and browsing (evaluation), purchasing (decision making), or returning (repeat visitation and loyalty).
environment appears increasingly busy and is one from which guests seek respite.
Reliance on the power of visual cues is understandable. The visual world in its many guises is enticing and seductive; however, all sensory stimuli carry meaning and it is possible to conjecture that designers underestimate, perhaps undervalue, the power of other senses to enhance the guest experience. By utilising only visual cues the experience for guests is less rich and thus less effective. Consideration must also be given to the reaction guests have to an overexposure to visual cues. A highly visual
It goes without saying that a guest’s experience is always multi-sensory. Until the mid twentieth century, the influence of other sensory stimuli on a person’s behaviour, apart perhaps from sound (music), has had little or no attention. Creating specific music for a given space to enhance mood and improve experience is accepted marketing practice. What is less common is the alignment of scented spaces and products that also aim to personalise and distinguish the brand experience.
Odours are intangible, highly elusive, and difficult to define and articulate, yet are known to affect people on ‘a physical, psychological and social level’. Research conducted into how smell/ scents affect a person’s behaviour has found that odour-based recall is stronger than sight-based recall. While vision remains our most powerful sense, when it comes to an emotional response, scent is a much more powerful trigger. Researchers Philippa Ward, Barry Davies and Dion Kooijman proposed that where ambient scent and environmental stimuli are congruent, ‘guests are able to develop a stronger brand image, and will respond more clearly, either positively or negatively to the proposition’. The possibility of exploiting scents to increase or maximise brand potential, where appropriate, is very real. There is a potential for scents to add uniqueness to experience, personal brand and desirability. In the same way that a perception of homeliness, induced by brewing coffee or baking bread just before an inspection, is said to expedite a house sale, experiments conducted by Dr. Alan Hirsch show that individuals who were exposed to ‘special odours in certain regions of a department store were more likely to linger, make purchases, and even spend more than non-exposed shoppers’. The same reasoning can be used for hotel, resort and tourism environments. Packaging holistic sensory experiences (multi-connectedness) is more than a gimmick. There is considerable scope for linking brand memories with signature scents particularly when linked to lifestyle indicators and image marketing, and provides organisations with the opportunity to reposition their brand by offering
an experience. In the same way marketing departments choose particular beauty products and soaps to represent the guest’s expectation of the brand Brandaroma can work holistically to also fragrance the lobby, hospitality, meeting and room environments to match the brand experience. As Brandaroma can attest, the growth in organisations wishing to align their brand with an olfactory experience has been phenomenal in the last ten years. The reasons to consider sensory branding can range from enhancing the ambience of an environment to connecting and communicating more with customers in order to provide a deeper, better experience that will inevitably contribute to emotional connection with the brand. Above all, to create an effective sensory offer, a brand must have a clear sense of itself, know who the customer is, and a passion for consistency. Not every brand is suitable. The effectiveness of scented branding initiatives can best be measured by customer feedback and repeat visitation. Olfactory sensory branding now offers a compelling final chapter for brands – appeal to the emotions. Sensory branding whilst complex and multi-layered reinforces the totality of a brand experience and offers another opportunity to improve the customer experience – a win-win for both brand and customer. It just makes brand scents! ‘Based on an article Annie has written for soon to be published book by brandmeister Ken Cato called Recognise Me - Collected thoughts about corporate identity and brand'.
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THE ART OF
Telephones T
here are some things in the hospitality world that are universally frowned upon. In a restaurant it would be dirty utensils or crockery, in an hotel it would be dirty linen or finding hair in a spa that isn’t yours. And in any service area, encountering staff that don’t smile is a huge no-no. But what about when you can’t actually see the other person or see the fruits of their labours? What about when the contact is non-physical, for example on the internet or on the phone? Surely service people will work that much harder to make a good first impression, realising that they are relying on their voice or their written word to make an impact?
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Sadly, we all know that apart from large organisations with large HR and training departments, the answer to that last question is a resounding “no”. And it’s such a shame because the telephone in particular is such a critical component within our “Moments of Truth”. Many people will remember that the Moments of Truth service approach was championed in the 80s by Jan Carlzon, the former head of SAS Airlines. Faced with a terrible reputation and poor financial performance, the airline was struggling until Carlzon turned it around. He did this by getting all his staff to recognise the importance that every customer interaction had on the total experience and that in fact every time they came into contact with a guest it was an opportunity to create either a positive
BY DEAN MINNETT or a negative experience for that guest. It was indeed a “moment of truth” for the company. I think many organisations forget about the telephone element because they can’t see it. When considering their business plan, most organisations think about the visual impact of their advertising, the approach by their sales people, or the training devoted to face-to-face interactions but often neglect to train their team on dealing with unseen customers. (And that includes internal customers!) Oral communication is made up of three elements - verbal (what we say), vocal (how we say it) and visual (what the other person sees when we are speaking). If the other person cannot see the visual elements then we really
have to ensure the other two are spot on! And just because you are busy doesn’t mean you should quickly say the name of the hotel/department and “please hold”. Why is the caller any less important than the person who is walking up to the desk? In the lead up to Christmas and the holiday season, many organisations will be even busier than usual and staff will be starting to feel the pressure, leading perhaps to more stressed interaction on the telephone. So what are some of the ways we can fix this? 1. Training! Yes, train staff in how to deal with customers over the phone and role play how to do this particularly when busy. It is well and good to have a script that sounds great when there is plenty of time, but nothing throws the script out the window faster than too many things happening at once.
2. A mirror. One of the early methods I learned for improving telephone technique was to have a mirror right in front of the receiver. Looking at our own scowling face is a good way to remind us how we probably sound to guests! On the other hand, if we remember to smile, this immediately comes through our telephone manner and creates a more lasting, positive impression.
4. E ncourage our team. Yes, we all work exceptionally hard and sometimes we do get tired. But at the end of the day, we are professionals paid to do our job and customers rely upon us to make them feel special. We need to encourage our teams to enjoy themselves and recognise the important work they do, in all departments.
3. A recording. Whilst I am not always a fan of recorded messages, I do think that a professionally recorded, but friendly message to unanswered customers is far better than a harassed staff interaction that many people receive. Providing options (but not too many) for being redirected helps, but the main purpose should be to keep the caller happily on hold until you are able to deal with them in a professional manner and provide them with the attention they deserve.
It is so easy to dismiss the importance of a telephone caller as someone we cannot see, but that caller could be a hotel reviewer, the next major client or maybe, just a normal guest who still needs to know that we care. Is it worth the risk to ignore them? Dean Minett has over 36 years of experience in the Australian hospitality industry and through his company Minett Consulting offers a full range of services to executives in the hotel and hospitality industry, providing expert advice on development and operations as well as mentoring, training and outplacement coaching. Email: minettco@bigpond.com
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Chemicalfree Cleaning
FOR HEALTH, NOT PROFIT BY NORA POTTER*
In the 25 years that I’ve been in the cleaning supply industry I’ve seen a massive change in the way people look at cleaning. I’ve watched the shift to be more environmentally safe and health conscious as a result of property group’s quest for Green Star Ratings, LEED, NABERS and now the new WELL Building standards. WELL building is about human health and wellness in buildings, something that was not even considered up until recently.
T
he use of cleaning chemicals and disinfectants can contribute to high levels of VOC’s (volatile organic compounds) in a building and can cause short and long term health issues ranging from eye, nose and skin irritation to known causes of cancer. This occurs from one of three ways chemicals can enter our bodies – inhalation (breathing), skin contact and ingestion (through mouth). Not too long ago commercial cleaners and housekeepers accepted that chemicals and all the associated problems were just part of working in this industry. Back then, there were no alternatives. But in the past 25 years I’ve seen the likes of asthma, dermatitis, headaches and other reactions to cleaning chemicals skyrocket amongst industry workers. One of my very first revelations regarding health issues for cleaners came about from a discussion with a group of housekeepers who spent many hours of their day in confined spaces. There were no windows or ventilation. I asked the group a simple question – what did they dislike about working with chemicals? One by one they started to tell me they hated working with the fumes, while one lady who was pregnant protectively held her stomach and said she had to wear a mask. There was also cases of headaches, asthma and dizziness. Taking antihistamines and pain killers was not uncommon. But it’s not just the cleaners that suffer but also the general public. Hotel staff have told me that requests from hotel guests for chemical free rooms are becoming more common as some guests are highly sensitive and react to chemicals. But the story that really hit home was the mother of two children in Canberra who was desperate for a solution as her children were having reactions to the chemicals used to clean their school. Even to touch a table cleaned with chemicals
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could give them an anaphylactic reaction. The previous schools had assured the family that green chemicals were being used but even those labelled 100 per cent ‘natural’ had fragrances in them that would trigger nose bleeds. There are two things that concern me. Firstly the chemical companies are aware of the hazards that their product ingredients can cause but disclosure is not essential. The chemical giants are aware that some of their fragrances are known carcinogens but still want to claim the solution is their ‘trade secret’. I am hoping that the Globally Harmonised System of Classification (GHS) that comes into play by January 2017 will at least reveal the many hazardous chemicals being used today. What is safe today may not be deemed safe in 2017. Chemical manufacturers have a choice of changing their formulas or simply placing a hazardous sticker on their bottles and Safety Data Sheets (SDS). Currently there are litigation cases around the world as a result of chemical mix ups and injuries because of chemical misuse in the workplace. Could this be the way we are heading in Australia? Secondly, all anyone needs to do is visit a site and take a look at the spray bottles. What I have seen time and time again are chemicals poured into incorrectly labelled bottles, or spray bottles that aren’t even labelled. Worst of all is the cleaners who mix chemicals to make them ‘stronger’, which is extremely dangerous. I’ve seen up to seven different chemicals on a cleaner’s cart and been able to reduce it to two. This country is a leader in so many other areas but worlds behind the rest of the world when it comes to standards and regulations in our industry.
Look after people’s health by eliminating toxic chemicals and that naturally helps the environment. Just like smoking is now banned in public places, I believe that in the future so too will be the use of toxic chemicals and fragranced cleaning products. There’s already a move towards better indoor air quality (IAQ). From cigarettes to asbestos; look at what we know today. The biggest myth in our industry is that if a surface is dirty we must use lots of chemicals to clean it. The problem is that the more chemical we use the more residue there is. The more residue there is the more dust and dirt gets attracted. It’s a viscous cycle. Green chemicals may be better for the environment than their traditional counterparts but for me, it’s about much more than just the environment, it’s actually about people’s health. Look after people’s health by eliminating toxic chemicals and that naturally helps the environment. It’s all comes down to education. Did you know fragrance is one of the hidden dangers that the GHS will expose? The fragrance in any cleaning chemical can comprise of 200 synthetic chemicals or more to generate that one smell, and yet the SDS will hide all those chemicals under the umbrella ‘fragrance’. Do we really need to have fragrance? It’s only the perception of clean. Fragrance doesn’t clean, it only masks an underlying cleaning problem. We need to eliminate the source of odours through efficient cleaning practice. Fragranced chemicals can cause headaches, asthma, nose bleeds and some of them are known carcinogens. I find it scary that some people are showing immediate reactions to chemicals where others may not ever know what harm has been caused until it’s too late. The more research I do into chemical sensitivity the more I have discovered what a huge and growing problem this is. Did you know 4 per cent of people in NSW are registered as chemically sensitive? But to some degree, aren’t we all? Housekeepers are the unsung heroes. They are exposed to chemicals for up to eight hours a day. Many suffer with asthma, dermatitis, allergies and are subjected to breathing in potentially toxic fumes as part of their job. I believe that if you truly care about your staff and the general public then you will look at alternatives to the traditional cleaning chemicals of the past. We can’t ignore what we now know about the effects cleaning chemicals have on our IAQ, people’s health and the environment. At this point in time we may not be able to replace 100 per cent of all cleaning chemicals, but by reducing chemical usage by 80 to 90 per cent commercial cleaners can live in a healthier and safer working environment and people in public spaces can breathe easy. *Nora Potter is director of Tersano Australia, www.tersanoaustralia.com.au Article republished with authority from INCLEAN magazine, September/ October issue, www.incleanmag.com.au
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South Pacific Laundry specialises in the provision of quality linen and supplies for the customer service and hospitality industries
Mackay
Adelaide
South Pacific Laundry South Pacific Laundry (SPL) has been a provider of commercial laundry and linen services to the hospitality industry in Melbourne for the last 20 years. Currently, the South Pacific Group is establishing a strong network of modern laundry across Victoria, New South Wales and Queensland with plans for Perth and Adelaide expansion and several more facilities up the East Coast of Australia in 2016. The relocation of our Sydney operations to a new larger facility in Bankstown together with the relocation of our Brunswick plant to Broadmeadows will establish South Pacific Laundry as the single largest privately owned laundry in Australia and in the Southern Hemisphere.
Contact Robert Teoh National PR & Marketing P: (03) 9388 5300 M: 0421 716 888 Coverage Australia wide
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SPL provides: • A 365 day service to all its clientele with a 24 hour turnaround. • Dedicated account managers and experienced support staff who are available 7 days a week. • A dedicated software design package and centralised billing system enables seamless transactions, paperless and customised reports. • Delivery rationalisation systems, providing and streamlining efficient delivery routes which will reduce the company’s carbon footprint. • Building of partnerships and sharing benefits with the customers from savings made through its constant laundry process innovations and group purchasing power of linen products. • Dry cleaning, Uniform cleaning services, Housekeeping services, Dust mat hire and Cleaning services. • Provision and supplying of Corporate uniforms and customised Amenities.
Pricing Information Contact supplier direct Delivery Free daily delivery within 25km city metropolitan areas Minimum Order Contact supplier direct
Full Contact Information *Albury only South Pacific Laundry 9-23 King William St Broadmeadows VIC 3047 P: (03) 9388 5300 F: (03) 9387 2399 E: customerservice@southpacificlaundry.com.au robert.teoh@southpacificlaundry.com.au
Laundry Services
BY PAUL CREEK
The linen service is an important part of the hotel industry with the expectation of clean crisp and ironed bed linen and fluffy white towelling to match. Can you imagine checking into a hotel with crumpled linen and stained towelling?
T
he housekeeping department needs to decide the best way to move forward with the laundering process to ensure the linen quickly prevails, costs are managed and hygienic results are achieved. There are many options to ensure a constant supply is available. These include a full in-house laundry, a hybrid or part inhouse laundry or linen totally outsourced. There may always be a small laundry in-house even if only to personal laundry. There is also the option to having an onsite guest “do it yourself” laundry which is very popular in resorts and long stay accommodation. The main issues are whether to fully launder in-house or to have linen supplied. A note that may suggest that the exercise be examined carefully and perhaps process all towelling on-site as it may save $100,000.00 per year depending on space available, location and capital outlay prospects. The positives and negatives here will also have similarly to the full laundry decision. Towelling needs less space to process. There is no correct method for the setup of internal laundry versus outsourcing. Then a hybrid system for towelling only is manageable and save costs may be in excess of $100,000.00 per year. Pressing needs to meet the standards and all possibilities need to be analysed to determine the best outcome. One system does not fill all hotels even if they are the same size as cost of m2 to build may also vary. Or the costs are high but the contractor is unable to supply an appropriate service.
DIFFERENT LINEN SERVICE SYSTEMS Hotels need laundry services to function well, though for a series of reasons these are not always operating effectively or efficiently. This results in many having managers grappling with the issue of whether to operate laundry services directly or to contract them out. There are many reasons for the inefficiencies and ineffectiveness of linen services. One reason is that management lacks experience with the finer details being missed resulting in poor quality outcomes or wasted resources (time and utilities). Poor laundering processes will also result in degradation of the quality of linen.
Furthermore, to qualify management as inexperienced, they rarely provide direct relevant training, unable to monitor and ensure quality and process standards are met; and general management issues for example; appraisals, evaluations and other staffing matters are ignored. The laundry costs will escalate if the business is not understood. “Busy staff” may be inefficient. It is important that all the machines are continually operating for ideal production results. There are three streams of operating laundry services. They are an internal on-premise laundry (OPL) fully staffed by the organisation; own a full functioning laundry and contract out the staffing component; or, send all the general linen out to a commercial contractor. There are advantages and disadvantages for each method, however it is still important for management of the facility to understand the linen service process and to manage all internal and external procedures tightly otherwise high costs will be experienced. The key steps with the laundry process are delivering and collection protocols, hygienic controls, safety issues, and staff training.
IN-HOUSE AND OUTSOURCING An OPL run by each facility is a series of systems incorporating the following process. Used linen is collected from the guest rooms and transported to be sorted in the laundry where it is laundered. The flow of the linen shall ensure there is no crossover of linen between the soiled and clean areas. Once the linen is washed, it is dried, folded and returned to the guest areas for reuse. Each action has “best practice” steps to be more effective and reduce operating costs.
THE ADVANTAGES OF AN OPL • Control and management of quality and stock levels on the premises. • Cost controls can be managed at the hotel. • The linen will be owned by the hotel. • Linen deliveries will be more timely and frequent without additional delivery cost. • Problems will be addressed quickly. • Laundry staff will be part of the hotel team and will “live” the overall service experience. • Staff are more likely to provide input into quality improvement initiatives. • Imprest systems can be well managed to ensure there are limited shortages. • Chemical costs can be better controlled.
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• Profits to contractor not needed to be paid, for example 20-30%.
• The commercial contractor will make profit for their own organisation, flat wash is cheap to process.
• A well planned laundry with the correct equipment and staffing attitude will be cost effective.
• If control of stock levels is not managed, over supply will cause high costs. Staff practices with handling of linen such as overuse – or clean linen just dumped rather than placed back in stock – will not be detected by the hotel.
• Able to undertake special tasks for instance; curtains, cleaning equipment, shower curtains, bedspreads without extra cost.
THE DISADVANTAGES • High cost of laundry build dollars per m2 may be excessive. • Undertaking stock control will result in additional process work needed in the laundry. • Staff are often inexperienced and management do not have time to provide appropriate training. • Lack of laundry supervision/management experience to ensure correct linen service procedures occur. • High cost of setting up full laundry department and subsequent operational costs will not achieve return on investment (R.O.I). • Labour costs if laundry is not managed well could be high plus on-costs of 30%-40% including workers’ compensation risk. • Staff selection for laundry may not always be the most suited. The laundry process is a demanding role, work place assessments should be made to ensure staff are suited to the physical nature of the work. • There is not space for the full complement of equipment, for example a chest of ironers or towel folding machines. • Benefits will not be achieved if high production equipment is not available. The second method, which many hotels are utilising, is hiring linen in.
THE ADVANTAGES • Most labour with related on-costs are included in the external services costs. • Production costs are included in the external services costs • Costs of workers compensation are undertaken by the external supply company. • Linen is supplied by the contractor. Although there may be arrangements for hotels to own high grade linen. • Staff are professional in the commercial laundry setting with appropriate equipment and training. • Will supply linen requirements as required.
THE DISADVANTAGES • Suppliers may have limited access and not be able to provide cost effectiveness or availability of service. • Quality of linen may be reduced due to high chemical usage.
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• Use of own linen at contractor will result in higher costs as it is laundered separately. • Lost linen is factored into the supply of linen cost. • Industrial issues may effect delivery times • Breakdowns of delivery vehicles may effect delivery • Inflexible when it comes to special requirements and additional costs may apply. • Small workable laundry is still required for guest laundry at hotel. • The facility will still need to employ staff to collect soiled linen, distribute clean linen, ring the orders through and wash all of the personal clothing. • Regional locations will not always benefit from outsource supplies if huge distances apply.
LAUNDRY PROCESS The processes of the laundry services as recommended in the Australian New Zealand Standard for laundry practices (AS/NZS 4146:2000) will be the basis of all laundry procedures. The main points of a linen service are the design, disinfection and general processes. A laundry design needs to comply with hygienic control issues with separate soiled and clean linen areas (or processes adapted so that no issue arises). Paul Creek consults to the aged, health and hospitality industries throughout Australia, Asia and the South Pacific. paulcreek@creeksolutions.com.au or 0425 356 134
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Pest Management IN THE HOSPITALITY INDUSTRY BY MARK SHEPHERD
I
recently asked those attending a national hospitality conference on the Gold Coast, the question: “Do you understand pest management?”
Most heads looked downwards and very few raised their hand. Following the above, and after showing seven photographs; an ant, a burnt out spa caused by rodents, cockroaches under a sink, a collapsed house as a result of termites, build up a pigeon faeces in an airconditioning intake tower, bed bug bites on a human, and a mosquito, I asked who understands what caused these events? What are the health and safety issues associated with these photographs? What is the life cycle of these pests? How much property damage do they cause annually? No one could answer me. There are many things to know about pests and there are two very important things to remember when dealing with your pest manager: 1. W e humans consider ourselves to be very intelligent. We have some fantastic chemicals to assist us with pest management. Nevertheless, some pests have been on this planet for more than 250-300 million years. Bearing this in mind, why do we still have pests? 2. P est managers get many services calls for many different reasons. What is most important for hospitality managers to remember is what we teach our candidates and clients is the 4 x No’s: No No No No
food, drink/moisture harbourage pest
These 4 x No’s are all about hygiene which is a significant part of Hotel Management. The question I always like to ask is, “How did you choose your pest manager? Was it price or service capabilities? Twenty five percent of those present raised their hand to selecting their pest manager on price. If you do not know pest management, how valued is this decision in the best interests of your Hotel and clientele? Price is what you pay and value what you receive.
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Some possible service capability questions you may wish to ask: • Ask about the pest, the biology, life cycle, behaviour and identification. • What non chemical techniques are used? • Explain integrated pest management strategies. • The above are especially critical in managing bed bugs • How does your pest manager support you with beg bugs? Up to date information, work procedures to help you and your Team, training of your Team, minimisation of your room(s) being out of service to minimise your loss income, client management/support when complaints arise, and so on. • Do they understand the importance of hierarchy of control • What do they understand about your business? • Who is handling your quotations? Are you dealing with the salesperson, business owner or a pest manager? Some possible checklist items for you to consider: • Insurances • Licences • Accreditations • Qualifications • Experience in your industry • How will perform the services? Is it the same pest manager each and every time? What contingencies are in place for holidays, illness or dismissal?
• Warranty or guarantee • Continual professional development • Pests • Products Possible services offerings: • Does their reporting cover the 4 x W’s. What it is, where it is, why is it a problem and what to do about it? • Do they offer photographic reports in support of their reporting? • Do they conduct trend analysis? • Can the pest manager offer a 24 hour a day, 7 day a week service with a can do now attitude? • What training and education do they offer your Team? • Keep an eye on your investment. If your pest manager is spending less time on site and using less products, are they prepared to reduce your investment in their services? • Does your pest manager have work procedures and documented management practices? • Do they complete site plans for your services? Some of my thoughts to help you are;
1. I t is not realistic to expect zero pests always. So what is your tolerance, and how do you manage this with your pest manager? 2. I believe people like doing business with people they like and trust, subject to performance. What does this mean? How do you achieve this? How do you measure your pest manager’s performance? Is your pest manager a “talker or a doer” when it comes to responding to your needs? 3. W e own a pest management Registered Training Organisation, consulting, auditing Company, and Urban Pest Management Company, including fumigation. After seventeen years of study, and working within Australia and overseas on pest management, I am still on a massive learning curve when it comes to understanding pests. I genuinely hope this article gives you some ideas to: 1) Quality improve your pest management decision making, 2) Maximise the performance of your pest manager, and 3) Get a return on your investment.
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THE BEST IN FULL SERVICE BEDDING SUPPLY
GETTING INTO
Character
How Role Playing Helps “Super-Workers Transition into Super-Visors” BY RALPH PETERSON
C
hris hung up the phone in frustration and then came back into the office. “What’s going on,” I said, gesturing towards the phone. I couldn’t make out what he was saying while he was pacing in the hallway, but his mannerisms gave it away. “New manager,” he said, sighing as he sat back down. He carefully placed his cell phone down on the table in front of him, taking time to make sure it was straight. Then he adjusted it. I smiled. “Come on,” I said, waving him in. “Tell me what’s going on.” He absentmindedly reached out to adjust the placement of his phone again, but didn’t move it. “I just don’t think she is going to make it,” he said and tapped the face of his phone. I nodded. “I talked to her yesterday about a floor tech that is not doing his job and told her she needed to write him up but…” He trailed off. “Ahh,” I said. I’ve worked with Chris a couple of times. He is an area manager for a large housekeeping company that works in nursing homes. The same company that hired me to work with them to both assess their current management training program, and propose ways to improve it. “How new is she,” I said sitting up. I fought the urge to start taking notes. He hired her about eight months ago, he said, but at a different building. He moved her to a new building four weeks ago when he promoted her to the management position. “Smart move,” I said. “Transitioning to management is tough, it is even harder when you are trying to do in an environment where everyone knows you as a housekeeper; even if you were the best one.” Chris nodded.
“Does she have any management experience,” I said. “Outside of your current management training program?” She didn’t. But he was quick to tell me again, how great of a worker she is and how confident he was in her abilities. “I told her to just make sure the building is clean,” he said, as if that was enough. “Did you hand her a mop when you told her that,” I said. He looked at me, not sure if I was joking. I wasn’t, but I smiled anyway. “Managers don’t generally clean buildings,” I said. He started nodding as if he knew what I was saying, but I don’t think he did. “Can we walk around,” I said getting up. We were at one of his buildings, in the conference room, for a meeting and we were both early. “Of course,” he said grabbing his phone as he got up. “Have you ever been here before?” I hadn’t. The nursing home is shaped like a big capital letter “E” and is four stories high. We walked from the North West corner, where the conference room is located, to the middle of the building and took the elevator to the top. As we did, I asked Chris what kind of training his new manager had with regard to writing people up. He smiled at me and nodded his head. “None that I know of,” he said. “Probably part of the problem.” We took a right and then a left off of the elevator. A placard on the wall let me know the unit was called “Mountain View.” I smiled to myself. Most nursing home units are called “Mountain View” or some such derivative. “That is one of the toughest things to do,” I said. Chris looked at me. “Writing someone up.” Chris nodded. “It’s tough
for anyone to do… even me, and I have a ton of experience with it.” “Me too,” Chris said. We had reached the end of the unit and had to turn around. I was hoping the other side of the building was going to be called River View, or Street View, or something. It wasn’t. It was called “Harmony.” “That’s the problem with our management training program,” he said. “It’s all ‘hands-on’ kind of stuff.” I shook my head. “I think it’s a great program,” I said. “Where else can you learn the finer points on how to clean toilets, buff floors and fold laundry?” We both laughed, but I was being serious. One of the things I love most about this company and their management training program is, it doesn’t matter if you are hired to work in the field, in the corporate office, or are a consultant like me, if you are hired for a management position or above, or if you are promoted to a management position, you have to start out in the ‘hand-on’ management training program, which means you have to clean toilets. It is the great equalizer and helps ensure that everyone both understand the business that they are in, (housekeeping) and it takes away any pretentions someone may have. “The challenge that you have, is most of your managers are being recruited from your current employee pool. Meaning, you’re promoting your best workers to supervisor roles, and most of the time, they have no idea what it takes to be a good supervisor.” He shook his phone at me. “I know. I’m dealing with one of them right now,” he said. I nodded in agreement.
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“As good as your “hands on” management training program is,” I said using air quotes. “It lacks the managerial soft skills training that every manager must be equipped with in order to be effective. The ability to redirect someone, or address an attitude, or bickering among staff members. How to set expectations; how to hire, train, promote and even how to have those difficult conversations when you have to write someone up.” Chris kept nodding. “I read a statistic once that said more than two-thirds of all first time managers fail within their first 90-days.” Chris was punching in a security code to the stairwell when I said that and as he pushed the door open, he whistled in amazement. “Two-thirds,” he repeated. “I know,” I said following him down a flight of stairs. We walked out onto the third floor, it looked the same as the fourth. “The main reason for the failure is due to both, a lack of training and, equally as bad, a lack of exposure to those instances when the new manager is going to have to deal with an employee who has an attitude, or displays passive aggressive behaviour or when people need to be redirected and written up.” “It’s like teaching my kids how to drive,” he said, understanding the problem. “I have two teenagers and one just got their leaners permit. The other one will be getting theirs next year. I make her drive every chance I get. I know that the more she see things and experience them for herself, the better.” “That’s good,” I said. “That’s a great analogy. However, the difference between learning how to parallel park, for instance, and learning how to give an employee a warning notice is, you can drive around any block and find a spot to practice parallel parking. That is not always the case when you are learning how to write up an employee.” He nodded. We went from one end of the third floor to the other. “Do you want to see the second floor,” he said. I didn’t. He punched the security code for the stairwell and we
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went all the way to the ground floor. On the way down, I started telling him about this play I was in, when I was in the fifth grade. The play was called, “The Silent Mr. Moody.” “I played a Police Officer,” I said. “Police Officer Brown.” As we walked back to the conference room I could see that a few of the other area managers had shown up. “The play was about a robbery that was seen by this deaf guy. But then, they think it is the deaf guy who did it… Anyway…” I was talking fast, wanting to make my point before we got to the conference room. “The opening scene in the play was me, as Officer Brown, arresting Mr. Moody, the deaf guy.” Chris looked over at me and smiled. He had no idea where I was going with this story, and he seemed to almost pick up his pace. “Here’s the thing,” I said. “I didn’t know how to arrest someone.” Chris nodded but kept walking. I stopped. “Hold on,” I said grabbing his arm. “This is important.” We were close to the conference room and I knew once we got in there, I wouldn’t be able to make my point. “I didn’t know how to be a police officer. I didn’t even choose the part. My teacher did. He handed me a blue hat, a small pad of paper and some plastic handcuffs and told me I was going to be a police officer. When I protested and told him I didn’t know how to be a police officer he told me no one knows how to do anything without practice. ‘Take these,’ he said, handing me a blue police officers hat, a small note book and plastic handcuffs. He told me to take them home and practice pretending to be a police officer. “Have fun with it,” he said. “Start arresting people.” Adam, one of the other area managers came down the hall, and seeing us talking, stopped. “I arrested my mom while she was making dinner, my sister for not putting her plate in the sink, and our dog for barking at the door. I tried arresting my dad, but his arms were too big. I think I just handcuffed him to the chair or something.” Adam smiled and gave us both a questioning look.
“I’m telling a management story,” I said. “Pay attention.” “My point is, once I started pretending to be a police officer; the more I started acting like a police officer at home, the easier it was for me to act like one when the play started.” Adam was still smiling, though completely lost. “We are talking about how to train new managers on how to write people up,” I said. Adam nodded. “So what does that have to do with being a police officer,” he said. “Nothing,” I said. “The story is not about being a police officer, it is about learning how to be a police officer, or a housekeeping manager, for that matter. It is about learning how to arrest someone or write someone up, or handling a difficult situation before you actually have to do it.” They both nodded. More people started showing up for the meeting so we began walking toward the conference room. “The best case scenario is to have the new manager shadow you, so that they can see how you handle tough situations. But that is not always practical. Sometimes you can go months without having to redirect someone, or write someone up. “So, the second best case scenario is to get your new managers to start thinking, talking, and acting like they are in those situations. That way, when the time comes up, they will be able to do it with ease. It’s all about role playing and getting into character,” I said. “I think one of the best things we can do for our new managers is to share all of our stories about all the times we have been in a difficult situation, dealing with attitudes, or having to write someone up. Give them different situations and scenarios to ponder and ask how they would handle it. Let them take the problem home, let them kick it around for a bit, trying it on and getting into character. “That way, when they do run up against an attitude or a disgruntled employee, or have write someone up or even let someone go, they will already have some practice doing it.”
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WELCOME TO
PINNACLES RESORT
Pinnacles Resort is the ultimate in 5 star luxury self contained accommodation situated in Airlie Beach, the gateway to the Great Barrier Reef and Whitsunday Islands. Positioned high on the hill of Golden Orchid Drive, our apartments enjoy breathtaking 180 degree views of the gorgeous blue waters of the Coral Sea with the beach and restaurants located only 300m away. Pinnacles offers 29 highly spacious 1, 2 and 3 bedroom self contained apartments all featuring full kitchen and laundry facilities with either an internal spa bath or outdoor jacuzzi. Our stylish accommodation provides guests with the perfect “home away from home”. Onsite facilities include a 20 metre ozone wet edge pool, infrared and traditional sauna, gym & tour desk.
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Jason De’ath
PROFILE
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otels often focus on creating a ‘wow factor’ for guests. It’s a concept born from the increasingly competitive hotel market – a constant need to reinvent and re-inspire to get guests into rooms. When the Executive Housekeeper of the brand new Pullman Sydney Airport, Jason De’ath talks about a ‘wow factor’, he speaks of something that sets the hotel apart from its competitors. Targeting guests caught in the often mundane and repetitive corporate travel cycle, Pullman Sydney Airport makes every effort to spice up an otherwise monotonous routine. “The new hotel has been designed for hyper connected travellers with reference to aviation and airports,” says Executive Housekeeper Jason De’ath. “It starts when the guests walk into the lobby which is integrated with Mobius Bar & Grill. Looking up, they see expansive glass screens with moving images projected onto them which respond to the various moods and times of each day”. Turn right to the open-plan Mobius Bar & Grill for a drink, and guests are greeted with an impressive stainless steel bar reminiscent of an aircraft fuselage. Corridors on every floor replicate airport runways, complete with red landing lights and compass bearings.
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BOARDING CALL The 12-storey, 229-room Pullman Sydney Airport, located just 600 metres from Sydney Domestic Airport, has passed its first test flight, having achieved a healthy occupancy despite being open only four months. Jason took the position one month before the hotel opened its doors, and admits it’s been a challenging ride at times. “We have a high turnover of guests who stay for one night instead of three or four, which means housekeeping times need to be flexible due to varied departure and arrival times. Our team are also catering to guests impacted by delayed flights which means rooms may need to be cleaned twice a day.” The aesthetics of each room is another challenge for housekeepers. Glass panels feature predominantly in each room, so housekeepers must inspect their work closely to remove fingerprints. The impressive open plan design of the room features a glass wall which separates the bathroom from the bedroom. Rooms on the corners of the hotel provide expansive views of the airport, city and Botany Bay. The hotel is experiencing strong interest in its three meeting spaces, which can cater for up to 280 guests, ideal for workshops or showcase events. A private boardroom with video conferencing can be reserved for full-scale presentations. All event spaces are equipped with the latest high-tech AV for event organisers to connect with ease Situated right next to Australia’s busiest airport (and the 36th busiest in the world), the acoustics of the hotel are second to none. The hotel’s General Manager Bernie Boller says the rooms are extremely quiet, “The walls separating each room have been specially constructed to minimise sound transfer between rooms or from corridors, whilst windows are double glazed and provide excellent sound proofing from external noises. The location of the hotel is not under any direct flight path so aircraft noise is not noticeable.”
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As 2017 approaches, Sydney looks forward to the opening of the new Sydney International Convention Centre, and with high occupancy levels across the CBD, and limited new room inventory, we see the airport precinct and Mascot business hub becoming a new playground for business and leisure guests,” Mr Boller says.
OUTSOURCING BENEFITS As Executive Housekeeper, Jason is the only staff member in the department directly employed by the hotel. He oversees up to 30 housekeepers who are outsourced to Global Hospitality Solutions; a company Jason says he has a strong historical relationship with. The hotel staff in general reflect a variety of cultural backgrounds. “Staff have been sourced from within Accor Hotels and from other operating hotels, overseas and locally. There are a dozen languages spoken among the 100 staff directly or indirectly employed by the hotel.
BIG SMOKE The fast pace style of work appeals to Jason. After growing up in Toowoomba, Queensland, Jason got his start in the industry as a room attendant at Radisson Plaza in Sydney. Over three years, he worked his way up to Supervisor, before heading to agency International Hotel Services. Craving a ‘hotel to call his own’, Jason became Executive Housekeeper for the first time at Parkroyal Darling Harbour. He moved to Novotel Sydney Central, where he was heavily involved with the building’s redesign and redevelopment. Although a change of pace in his next role was, in his own words, “this could be interesting and different” “I spent six months working on Hayman Island (off the coast of Central Queensland). It was my dream job, but sometimes when you get your dream job, it’s not all it’s made up to be.”
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Jason resigned, and was scooped up by Pullman Sydney Airport almost immediately after and is happy to be back in the big smoke! “Accor Hotels knew me, and I knew Accor Hotels,” Jason says. “I’m very happy to be part of opening team of this on trend new 5 star property . Down the track, I’d like to become Rooms Division Manager, but I’m not attracted to a GM role.” With the hotel now up and running, Jason is motivated by the desire to attract more regular guests. He uses housekeeping as an opportunity to impress those who stay, in the hope word of mouth about the hotel’s cleanliness and quality will spread to other frequent flyers. The hotel’s GM is fully confident in his executive housekeeper, too. “As a highly experienced HK Manager, Jason’s knowledge within the 5-star hotel sector has ensured the hotels presentation and high standards are delivered to the global Pullman Hotels & Resort brand portfolio. Currently, Jason has engaged with local suppliers to ensure talent and suppliers are sourced locally and that we are engaging within the local community,” Mr Boller says.
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UVC LIGHT HAS BEEN USED FOR STERILISATION AND AIR AND WATER PURIFICATION FOR DECADES With the advent of deep space missions and the space station, NASA had to find a way of prolonging the life of fresh produce which was being destroyed by ethylene gas produced by the ripening process. Hence the birth of the Photo Catalytic Oxidation (PCO) Technology.
A few companies in the US took on the technology, and by conducting further research, have found that it could not only eliminate ethylene, but had the capacity to eliminate mould spores, bacteria, VOCs, MVOCs, viruses, smoke, odours and many other allergens.
Unlike Ozone producing machines, these air purifiers can be used in the presence of humans and pets with no detrimental effects. Using the imported US made components, Air Oasis (Australia) has started producing a range of Australian made air scrubbers, aimed at the hospitality industry, gymnasium, clubs and other venues where fast and high volume air purification is required. These air scrubbers are custom built to suit any client requirements. The HCT355 is fitted with 3 filters, a Merv8 dust filter, a Merv13 HEPA filter and an active carbon filter. Also in the package, there is 2 14inch AHPCO cells and it’s powered by a German made fan capable of producing 3000 cubic metres of air per hour. This should clean the air in an average hotel room in the 30 minutes it takes a housekeeper to service it.
Air Oasis was one of those companies that took on the technology, and improved it by developing their own Advanced Hydrated Photo Catalytic Oxidation (AHPCO). For the past 20 years they have been producing different models of air purifiers that have been sold in several countries including Australia.
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Oasis (Australia)
ABN: 57 490 551 752
PO Box 300 Thornleigh NSW 2120, Australia T: +(61) 1300 79 11 39 F: +(612) 9979 2100 E: info@airoasis.com.au w: www.airoasis.com.au
Susana Norris
Learning from this experience, Susana was then able to assume almost all roles within the department and eventually this led to her becoming a Housekeeping supervisor at The Regent. Susana left the Hotel Sofitel in 2000 and took on the role of Housekeeping Manager at the Rydges Hotel, St. Kilda Rd where she stayed for 1 year.
Susana Norris is the Housekeeping Manager at the Batman’s Hill on Collins in Melbourne. Susana has worked in Housekeeping for 27 years after arriving from the Phillippines in 1989 where she had worked as a private nanny/housekeeper to Australian and American families after leaving High school.
S
he started in Housekeeping at The Regent, Melbourne (now the Hotel Sofitel) as a room attendant, not realizing at the time where this would lead her. After six months at The Regent, Susana applied for a Housekeeping traineeship with Barbara Sargeant who was the Executive Housekeeper. This 12 month accredited traineeship (Tourism Training Victoria) was unique in the fact that except for a few weeks spent in the various sections of Front Office, was entirely spent in learning the multi dimensional facets of Housekeeping.
She joined AHS, the outsourcing company as a Housekeeping Manager working at Quay West for 3 years, Hotel Como for 2 years and then acting as a troubleshooter across various other hotels within the AHS portfolio having been promoted to the position of Quality Manager. She left AHS when her husband became ill. Susana now manages the Housekeeping department at the 190 room 4 star property located near the very busy Southern Cross station in central Melbourne with a tough but fair hand. She operates with a staff of 32. The hotel also has several function rooms and a restaurant and bar which Housekeeping clean. Susana is passionate about people and loves to emphasise the importance of clean rooms and giving good service to the guests at all times no matter how busy the hotel is. She insists that first impressions of the guest are very important. She recruits all her own staff and trains them through the “buddy system” where new staff work with a trainer room attendant for 2 weeks before being left alone. Staff clean approximately 12 rooms in 5 hours. The hotel provides incentives for staff and after a successful probationary period, they receive a dinner for 2 in the restaurant and after 1 year's employment, a one night accommodation voucher. She acknowledge that this helps to retain staff.
PROFILE The hotel has been transformed over several years morphing several buildings into one. This proves tricky at times with logistics as there is no designated service lift for linen trollies etc. The hotel is currently introducing a special corporate deal to one wing of the hotel. This offer will include breakfast, full use of the gym and complimentary waterbottle. The hotel is also planning on expanding it’s business as a wedding venue. The sweeping staircase from the lobby to the ground floor is reminiscent of scenes from “Gone with the wind” Susana has faced challenges since taking over the Housekeeping department having to retrain many staff who had become complacent and where standards had slipped. This kept her busy but focused after the loss of her husband who she nursed while terminally ill. Outside of work, Susana experienced good support from the Filipino community during her loss and in return now she is the Secretary of the Cebuano Association. Their mission is to help support their countrymen back in the Phillippines helping to raise funds for much needed items such as shoes for street kids and funding teachers to train farmers to tend their own lands. After the recent typhoon, the local community raised over $25,000. Susana also has a passion for gardening and enjoys socialising with her friends when not at work. To survive in Housekeeping for 27 years is to be commended but to still demonstrate passion and dedication to the end product takes a special person. I am sure that Susana will be around for many years to come.
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Why microlearning IS THE TRAINING METHOD OF CHOICE FOR SAVVY HOSPITALITY ORGANISATIONS BY ROB VAN ES, COO, REFFIND
Most businesses understand the importance of training employees adequately. Training has implications for health and safety issues, customer service quality, and business performance. The challenge has been finding a balance between giving employees the training they need, and keeping them productive on the job.
A
s a result, many smart companies are embracing a new trend in training, known as microlearning.
Microlearning delivers content to employees in short, specific bursts, which are usually completed in four minutes or less. This lets facility managers get the updated information and training they need without distracting them from their daily operations. Research shows that companies that provide microlearning are 30 per cent more likely to improve customer satisfaction scores year-on-year.1 This suggests that microlearning is a successful way to impart information and improve employee performance. Mobile platforms are ideal to maximise the impact of microlearning. Hospitality workers aren’t generally behind a computer with spare time to participate in training. Letting staff use their mobile devices to consume training information increases the chances they will review and retain training materials, simply because they’re so easy to access and take so little time out of the employee’s workday. This acceptance and retention of training becomes particularly important when it comes to workplace health and safety, and legal compliance training. Using microlearning also makes it easier for workplaces to provide training modules run by various trainers. This is valuable because it lets the organisation tap into the specific expertise of different staff members to ensure the training provided is well-targeted and high-quality.
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Microlearning also makes it possible for organisations to deliver training from external experts. External trainers can provide additional value to the training program, providing new perspectives and information. Using a microlearning platform means the experts don’t have to come to the office to deliver modules, which reduces costs. Training also needs to appeal to the large proportion of tech-savvy millennials in the workforce who are used to instantaneous communication, flexibility, and connectedness. These workers are already accustomed to using their phones for every aspect of their lives, from booking concert tickets and communicating with friends to managing personal finances and gaming. It’s therefore a short step for these employees to use their phones to receive job-related training and information. A mobile platform lets companies deliver key training, safety, and customer information to staff in a timely manner, regardless of their work hours or location. Using the principles of microlearning, REFFIND delivers short, instructional bursts of content via a mobile platform, quickly commanding attention, facilitating learning, and generating retention. For example, when Neil Perry and his fellow Rockpool directors created Burger Project, a new range of fastcasual burger outlets, they needed to provide food hygiene and kitchen-safety training to employees across multiple stores with varied work hours. Their casual employees didn’t have access to company computers, and couldn’t necessarily congregate in one place at one time to receive training. The company quickly realised the
need for a mobile platform that could deliver training and information to their employees anywhere and at any time. The Burger Project team chose the REFFIND platform, which aims to provide organisations with high levels of staff engagement, training, and improved safety practices in a fun and accessible way. The Burger Project team will use it to distribute short-form training videos on basic food-handling skills, workplace safety, manual handling practices, customer service, training, and supervising. New hires will conduct their initial training via their smartphone and will be prompted to complete a follow-up quiz to ensure they understand the key training messages. Providing ongoing training is key to sustained high performance. Microlearning lets organisations keep facility managers’ training up-to-date without investing excessive time in refresher courses. Instead, employees can consume short microlearning courses on their way home from work or while they have a coffee in the morning.
Companies that have a reputation for providing ongoing training are also more likely to attract employees of the highest calibre. Microlearning can be used for everything from customer service and workplace policy communication to making employees aware of workplace issues such as fatigue, mental health, best practices, and more. It can help connect employees across multiple locations and build camaraderie. Engaging, mobile-based learning empowers staff to work in a more efficient and supported manner, anywhere, anytime.
REFERENCES 1. Microlearning helps employees re-learn concepts quickly, Aberdeen Research (2016)
ABOUT THE AUTHOR Rob van Es is chief executive officer at REFFIND. Rob has more than two decades of experience managing sales for high-tech start-up and later-stage companies. He has also worked at multinational companies Hewlett-Packard and IBM.
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HITEC 2016
AND THE LATEST TECHNOLOGY TRENDS IN HOTELS BY TED HORNER , TED@HORNERTECH.COM.AU
This year’s event was held in New Orleans with a record number of more than 6300 attendees and 342 vendors plus 105 speakers covering a wide range of topics. I regard HITEC as the premier Hotel Technology conference/exhibition in the world and this year was my 28th year in succession at this event.
S
o what did I glean here are some points/ideas I picked up along the way.
• “42 percent of millennials sleep with a phone in the bed.” (Scot Campbell of Caesars Entertainment)
MILLENNIAL GUESTS
• 5 out of 5 millennial panellists said they did not watch live TV anywhere. (Opposites Attract: Bridging Generational Divides panel)
The demographics of millennial travellers were a major topic this year and the focus of a few panel sessions. Some interesting statistics and comments stand out: • 75 percent of 18 to 34 year olds in the U.S. took at least one trip in 2014 and the average amount spent was $3,000 per trip. (John Fountain of Cox Hospitality Networks) • “85 percent of millennials are willing to be tracked.” (Katie Briscoe of MMGY Global)
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• “The biggest innovation in in-room technology is casting. The ability to watch Netflix on your hotel TV screen cast from your iPad is being driven by millennials. Guests want bigger screens.” (According to Tailoring your Guest Experience to Newer Generation panellists when John Fountain, Cox Hospitality Networks asked ‘what is the biggest in-room innovation in the last few years?’) • “Millennials are tech dependent, not tech savvy.” (Peter Klebanoff of The Consultancy at Pointer’s Ridge)
CUSTOMER EXPERIENCE The opportunity and challenge for hoteliers is that the number of customer touchpoints is limitless and accessible 24 by 7. Therefore, every customer experience is unique. These statistics and comments from the conference stand out:
• “91 percent of travellers share their experiences online, 73 percent post each day and 75 percent of travellers share after their trip.” (Katie Briscoe of MMGY Global) • “Guests check-in from the parking lot, therefore everything has to be ready – they don’t step up to the front desk anymore or ask what my room number is?” (Ash Patel, Tower Investment Group)
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• 5 out of 5 millennials (100 percent) stated that email and YouTube are the best way for a hotel to communicate with them. (Opposites Attract: Bridging Generational Divides panel) • “It is about how I experience the hotel. If the environment is warm and everyone is friendly I will post [on social media].” (University of Florida student when asked what a hotel has to do to get guests to post.) • “93 percent of individuals say personal contact is irreplaceable; 80 percent want authentic interactions.” (MMGY Global and Amex Travel Journey Makers, June 2013) • “We are no longer offering a hotel room for a night. We are offering an experience.” (Jiggar Patel of Alliance Hospitality LLC) • “A guest is a guest is a guest.” (Scot Campbell of Caesars Entertainment when asked how you differentiate people when offering Wi-Fi in the rooms versus people just walking through the lobby of your hotel.) In a nutshell, the take-home message from the conference is that all of the technology and the data must be used to enhance the positive experience for the guests.
IN ROOM ENTERTAINMENT
BIG DATA Today’s hotels have unprecedented access to big data. But to take advantage of it they must connect the IOT to capture customer insights and while there they can also interact with customers or present them with recommendations and services that meet their needs. To get to this state requires putting the data assets in a reusable and repeatable manner. Hotels must also keep data cleansed and manageable. Analytics now is begging to dominate IT agendas and spend. Surveys show that an investment in analytics will deliver the greatest business impact.
The in-room entertainment space is getting very exciting with the amount of content and integration between guests own device and the TV in the guestroom. In the past this integration was clunky and involved too many keystrokes and as a result many guests gave up. However now it is quite simple for guests whether they have an Apple or Android phone to stream their own content onto the TV in the guestroom.
• Providing better easy to use guest focused solutions
NEW TECHNOLOGY
• Getting more technology in guest rooms at an affordable price
For me, one of the most exciting things I saw at HITEC was a new vendor IrekonU that has developed an integration bus which has been installed at Citizen M in Europe. This new technology allows all the different solutions to communicate with each other without the direct vendor to vendor interface process. A system sends all of its information up to the integration bus, then all the other systems listen to the communication flowing on the bus and grabs the information it needs. This allows a property to change any part of their operation solutions and not have to even notify any other systems of the change. I believe this system has the ability to revolutionise our industry as it will replace the need for vendors both new and old to have to develop specific interfaces to the existing PMS or other systems currently installed at hotels.
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INTERNET OF THINGS (IOT) The cost of sensors and sensor based devices is falling rapidly in 2016 more than 5.5 million new things will get connected to network infrastructure every day. Consumers are already using these devices to automate their homes to perform mundane tasks such as adjusting the thermostat remotely. Hotel can use IOT technologies to further enhance their services. Delivering the right services to the guest at the right time could boost in stay revenue, lead to repeat business, lower the cost of customer acquisition, and enhance guest satisfaction. Gartner forecasts that 6.4 billion connected devices worldwide will be in use in 2016 and this number is projected to grow to 20.8 billion in 2020.
The new buzzword is Data is the new oil.
SUMMARY The vision for the connected hotel and the investment required should focus on the following,* • Leveraging technology to lower operational costs
• Using technology to create more personalised experiences • Offering more technology driven mobile entertainment options • Finding mobile technology for more personalised hotel experiences • Adopting informational and context aware apps for activities within a hotel • Gaining more technology to attract meeting planners *Summary findings from 2016 Deloitte technology trends report. NB .If you are interested in the above technology trends register for Teds Technology Summit on August 17th at Telstra Customer Insight Centre in Sydney www.tedsconference.com.au
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Hospitality robots
DELIVER INNOVATION
BY MARTIN KEETELS, KONICA MINOLTA’S BUSINESS INNOVATION CENTRE
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Australia welcomed a new innovation in hospitality last week: Konica Minolta introduced a friendly robot who is set to make ordering room service more fun while enabling human staff to focus on higher value tasks.
K
onica Minolta’s Asia Pacific Business Innovation Centre (BIC) recently showcased the robot and our robotics strategy at events in Sydney and Brisbane. They introduced the robot to current clients, potential customers, partners and tech geeks alike. The robot collects and delivers room service meals and drinks from the hotel kitchen and bar, and also greets guests. The robot has sophisticated avoidance technology that scans the room for obstacles as it goes. If you are standing in the robot’s way, he will politely ask you to “please stand aside” so he can roll past, playing music as he goes. He is also lift integrated, which means the robot can call the lift, choose the floor, and then ride it without human intervention. If the lift is full, he will wait for the next one.
represent the future of delivering above and beyond customer expectations. There are other advantages to service robots. The robots drive social media presence for our hotel clients. Guests typically take a “selfie” with the robot and tag the hotel in their posts on Facebook, Twitter or Instagram. This drives occupancy, increases the revenue of the room service function and bolsters the overall profitability of the hotel.
The robot also calls the room’s occupant when he reaches the front door. When guests enter their pin code into the robot’s tablet interface, his cargo capsule opens, handing over the room service order to the guest. The robot will improve the room service experience. From a guest’s perspective, there is no need to tip him and you don’t have to be too worried about what you’re wearing. Importantly, the robot will free up hotel employees to focus on higher-value tasks in the hotel environment. The robot can also greet guest in the lobby. Hotels can use this service to inform guests of hotel amenities, upsell special offers, or ask them to complete a survey. This means the robots can do two shifts per day; greeting hotel guests during peak hours for check-in, and then helping to deliver room service orders after 6 pm. Patrons often comment that service robots are cute, but they much more than simply fun accessories for organisations. These robots are revolutionising the way hospitality businesses operate on a day-to-day basis, helping them deliver better customer experiences, better support their staff, reduce costs, and streamline processes in a highly competitive market. As small differences in customer service have real impact on hospitality businesses’ bottom lines, service robots
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Hotel to Hands
SAVING LIVES WITH FREE SOAP
Soap Aid is pleased to announce the outstanding achievements of its partnerships with over 300 Australian and New Zealand hotels, motels and accommodation providers.
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ecently several hotels were recognised for their particular environmental efforts and awarded with Soap Aid’s ‘One Tonne’ Certification. These awardees achieved the milestone of collecting one tonne of partially used or discarded hotel soap for recycling. According to Soap Aid’s CEO, Mike Matulick, “Soap Aid’s mission to save children’s lives through improved hygiene whilst positively impacting the environment is made possible with the support of the hotel and accommodation industry. We congratulate and thank each of these hotels and their teams for collecting
and recycling 10,000 bars of soap for communities in need”. Every year 1.4 million children under the age of five die due to the hygienerelated diseases diarrhoea and pneumonia – two illnesses that are entirely preventable. Handwashing with soap is a simple, effective
behaviour that can save lives. Soap Aid provides free soap and education to improve hand hygiene and prevent the spread of infectious diseases in communities in need. Soap Aid developed a unique ‘Hotel to Hands’ model and through its partnerships with the hotel industry and Rotary is able to collect, sort, clean and reprocess discarded soap. Soap Aid currently arranges soap collections from Melbourne, Brisbane, Canberra and its surroundings, Dubbo, Wagga Wagga, Sydney and Perth. “We are constantly working to expand our collection areas, however hotels based outside these locations are encouraged to join the community and organise their own returns to Soap Aid’s Melbourne depot,” explains Mike. Since its creation in 2011, Soap Aid has produced over 440,000 bars of soap and has distributed to communities in India, Cambodia and
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The Grand Hyatt is the first hotel in Melbourne to achieve this milestone. Barbara Sargeant, Soap Aid’s Ambassador presents The Grand Hyatt’s housekeeping team and senior managers with their 1 tonne certificate.
Indonesia, as well as 50,000 soap bars to Fiji to support relief efforts after Tropical Cyclone Winston. This soap has reached 350 boys and 261 girls from four schools on Naviti Island as part of Emergency Hygiene Kits. In Australia, infectious diseases such as trachoma are causing serious health issues in some remote indigenous communities. Trachoma is a contagious bacterial eye infection that causes extreme inflammation, which can lead to blindness. This year Soap Aid has partnered with WA Country Health Service in its ‘Squeaky Clean Kids Program’. The aim of this program is to reduce the incidence of infectious diseases in remote communities, specifically targeting trachoma infections. Soap Aid will provide soap and hygiene education resources that aim to reach 63 Aboriginal communities with populations of up to 19,500 across
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schools, households and community facilities.
Hotels wanting to join Soap Aid’s ‘Hotel to Hands’ community and
Radisson on Flagstaff. Margaret Fernandes –Executive Housekeeper at the Radisson on Flagstaff and team with their 1 tonne Certificate.
Hilton South Wharf (L-R) General Manager Craig Bonnor, Manu Kaur (room attendant) and Vicki Curran, Executive Housekeeper receiving their 1 tonne Certificate. Sofitel Melbourne L-R : Marian Stratford (Executive Housekeeper), Barbara Sargeant and Clive Scott (General Manager)
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help Soap Aid continue its mission and reach more disadvantaged communities, can visit Soap Aid’s website www.soapaid.org and register online. Donors, supporters, corporate sponsors and hotel partners can keep up to date with the latest news by following and supporting Soap Aid on its social media. Facebook: www.facebook.com/soapaidltd/ Instagram: www.instagram.com/soap_aid/ LinkedIn: www.linkedin.com/company/soap-aid Twitter: twitter.com/SoapAid_Org Hilton Sydney L to R Josselynne Henin (Soap Aid ambassador) Leonie Looser (Hilton Sydney) and Nela Neves (Soap Aid ambassador)
Hotels that have been awarded ‘One Tonne’ Certificates: • The Grand Hyatt Melbourne • Sofitel Hotel Melbourne • Crown Towers Melbourne • Radisson on Flagstaff Melbourne • Hilton South Wharf Melbourne • The Langham Hotel Melbourne • The Swanston Hotel – Grand Mercure Melbourne • Hilton Sydney
The Langham Melbourne L to R Dona D’Abreu (assistant Housekeeper) and Azra Kolak (Executive Housekeeper
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The Swanston Hotel – Grand Mercure (Below) Barbara Sargeant (Soap Aid ambassador) presenting the One Tonne Certificate to the housekeeping team.
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Seeing spots BY COL NATION
As I travel around, I often look through the visitor comment books left in some accommodation. One common statement is “The place was spotless”. But it only takes one spot for carpet or furniture not to be spotless any more.
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uests are great. They provide our livelihood if we choose Blah. to work in hospitality. But guests are people too, and people have accidents. When we ourselves go on holidays or business trips we sometimes let our hair down and it’s certainly not uncommon for people to relax just a little too much, or drink just a little too much, or eat just a little too much. This is great because, as you well know, this is how the hospitality industry earns a living. So with this in mind we cannot really complain when a guest has a little accident with the red wine, or a larger accident brought on by too much of a good thing and leave us with the spots to clean up afterwards.
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Spots and stains on furnishings are a fact of life in this business. In this article I will hopefully show you a few tips that will help deal with life’s little (or big) accidents. Spots and stains in carpet can be simply categorised into just four categories. Each category needs to be dealt with differently. 1: Dry soils – Sand, grit, dust, clothing fibres, skin flakes. 2: Water soluble soils - Sugars, starches and salts. 3: Oily soils – Ice cream, gravy, cooking oils, sun crème, makeup, pollution.
4: Dyes – Artificial dyes like coloured drinks, and natural dyes (tannins) as in tea, coffee, red wine and mineral oxides, like rust. There are of course, combinations of the above. But there are some simple rules for stain removal that can help you, your staff and even your guests, deal with most accidental spills. If it is dry soil, don’t worry, it will vacuum out. If it is water soluble then it can be removed with just water.
Oily soils need detergents to turn them into a water soluble state that can then be removed with water.
towel instead of drying on the surface of the carpet. You then throw the paper towel away along with the stain.
Dyes are dyes. Dyes will not clean out with normal cleaning. On wool and nylon carpets, foreign dyes like red cordial will require specialist treatments to de-colour and possibly recolouring to bring back the original carpet colour. So leave the dye stains to the experts.
Rule 2: Clean like with like. Like dissolves like. You may remember that from high school chemistry. Most of what we eat and drink is water soluble and therefore only water is required because it is already water soluble. Most spills are simply water soluble.
The 2 rules for spot cleaning:
If they are not water soluble then they may be in the oily range and may respond to a simple detergent solution such as a carpet spotter. Detergents are made from oils, whether they are made from mineral oils or things like palm oil, detergents and soaps make oily soils into a water soluble state, so you can now rinse this residue with water.
Rule 1: Blot, Dilute and Blot. Rule 2: Clean like with like. Rule 1: Blot, dilute blot. Blot up as much of the spill as possible using paper towels or a sponge. If you get to it early you will eliminate most of the problem if not all of it with nothing more than the blotting. Then if there is any stain remaining, dilute it with water (if appropriate, see rule 2). Don’t pour on a bucket of water, just re-wet the area with about the same volume of water as the original spill, if this means drops of spills then use drops of water. Then blot again. Repeat this until the stain is gone or you get no further improvement. Then cover the area with a thick wad of paper towel and sit a flat object on the top of the paper towel. Leave this sit over night if possible. This draws any residue up into the
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So, fatty or oily spills need detergents. Housekeeping can deal with these using a WoolSafe Approved detergent spotter. This leaves us with the dyes. Dye stain removal is a specialty area. Don’t use bleaches as these will either dissolve the wool fibres or leave you with a big white mark instead of the little red mark. There are specialists who can deal with these and you can find them on the WoolSafe website at www.woolsafe.org A simple answer to solving guests little accidents is to provide a simple “spill kit” in each guest room. A roll of paper towel or a ‘Slurpee’ sponge and a spray bottle filled with noting but water. There are no fancy chemicals required. This is all they need to deal with most spills. Many guests will happily clean up their spills if they are given these simple tools. If the kit doesn’t work, then at least they haven’t done any harm or set it in. Cleaning staff or professional cleaners can deal with the remainder later on. Tea, coffee, wine, beer, soft drink, cordial, alcoholic drinks, milk, and medicines and the like are all simply chemicals such as sugar, starch, flavours, and colouring matter, dissolved in water. These will often take a minute or two to penetrate into a fibre. These will dissolve in water if attended to early. Simply blot – dilute - blot and most of the problems are gone. Sometimes there are fats in the spill such as gravy and milk. The water soluble component can be removed with the blotting and diluting action but some of the fats and oils may remain. There is no panic with these as they do not cause damage to the fibres and can be dealt with using detergents later on when cleaning is carried out. Colouring matter such as the dye in red cordials and the colouring in some alcoholic beverages is usually standard food colouring which is an “acid dye”. Acid dyes are used by carpet manufacturers to dye both wool and nylon carpet.
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So a red drink spill simply dyes the carpet if left too long on the carpet. Is it any wonder kids run around like lunatics after an afternoon on the red cordial? Applying a detergent to a red cordial spill will only help it penetrate into the fibres where it will become a stain. But water will simply dilute the cordial without changing the chemistry of the cordial and it will simply blot up into the paper towel. If a guest can simply blot up a spill with their spill kit sponge or towelling and spray it with water and blot again, then you can eliminate many of your problems. Simply provide the following directions in your spill kit. Spill kit directions. 1: B lot with paper towel. Do not rub. (or sponge, as the case may be) 2: Spray with water, 3: Blot again with paper towel. 4: I f stain remains do not try other treatments, either call reception or leave it for our friendly house keeping staff. So now you don’t have to see red, or other coloured spots when a guest has an accidental spill and you can save yourself some money and time by giving the guest the power to help themselves and help you keep your place spotless.
ABOUT THE AUTHOR Col Nation is a specialty cleaning industry veteran with well over 30 years of experience. Colin is the owner of Abbsolve Services, a specialist cleaning service based on the Sunshine Coast in sunny Queensland specialising in stain removal on carpet and also cleaning of fabric and leather upholstery. He also does industry training and trains in carpet and upholstery cleaning and leather cleaning. Visit his website at www.abbsolve.com.au for more tips on cleaning and maintenance.
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How to implement
A CHEMICAL-FREE CLEANING PROGRAM IN YOUR MOTEL
BY MURRAY MCDONALD, DIRECTOR OF DUPLEX CLEANING MACHINES
The 3000 year old mop, chemicals and bucket method is fast becoming a process of the past for the motel industry. Over the last 15 years, the push for chemical free cleaning has increased dramatically, both domestically and commercially. One of the leading industries in this movement is the accommodation sector, with the term “green cleaning” becoming more widespread.
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mong the reasons for the chemical-free shift is the need for better cleaning efficiency and sanitisation through the use of a sustainable technology known as steam vapour technology and microfibre. As well as this, more guests and staff are developing allergies to chemical disinfectants, making steam vapour cleaning a popular alternative. Every motel can implement a sustainable cleaning routine that covers key priority areas. Here are three priority areas of a motel where a chemical-free cleaning program can be implemented.
MATTRESSES, UPHOLSTERY AND FURNITURE When it comes to chemical free cleaning of upholstery, furniture and mattresses, it’s important that whatever method is used, it needs to leave the surface thermally santised and deodourised, as well as caters for the removal of bed bugs. Bed bugs are difficult to kill and get rid of and are developing immunities to common pesticides. Therefore sustainable technology is now the key exterminator. Bed bugs are extremely vulnerable to heat. High temperature steam vapour of +160ºC instantly kills bed bugs and gets rid of their eggs.
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In order to effectively sterilise upholstery and mattresses, high temperature steam vapour at +160 degrees Celsius will not only eliminate bed bugs, but kill all bacteria and remove mould. It’s suggested to find steam vapour cleaners that are at 5% water content,
therefore the steam vapour that is produced is “dry”, which won’t leave your surfaces damp and risk further mould growth. In regards to tools and attachments to complete these cleaning applications, using a lance to expose infestations to extreme heat can be effective
in cracks such as baseboards, windowsills, door jams, bed frames, and around telephone jacks to get rid of bed bugs and kill bed bug infestations including bedbug eggs.
eliminate all bacteria. The heat also thermally melts grime and destroys mould spores and the steam vapour’s pressure blasts grime out of hard to reach areas.
vapour and the brush is used to detail clean smaller areas like taps, drains, rails, toilets etc. The steam mini mop can be used to clean larger areas like floors, walls and shower recesses.
Using a tool with a microfibre attachment is the most effective way to trap the high temperatures produced by steam vapour. This technique allows the tool to be moved on top of and around infested areas to get rid of bed bugs.
The most efficient way to clean a typical sized bathroom with steam vapour is combining steam with a nylon detailing brush and a steam mini mop. The lance will provide a jet of high pressure concentrated steam
Murray McDonald is Director of Duplex Cleaning Machines and has over 25 years of experience in improving cleaning standards for the accommodation industry through chemical-free solutions. Visit www.duplexcleaning.com.au
ABOUT THE AUTHOR
CARPETS Cleaning carpets in motels can be tedious work and an OH&S issue if the incorrect processes are used. Chemicals are no longer an effective way for carpet cleaning with much of the chemical being left behind in the carpet fibres to attract dirt and cause allergies for guests. When the dirt gets trapped within the fibres, stains often reappear within weeks of cleaning. When implementing a high temperature steam vapour process for carpet cleaning, find a method that achieves a 4-in-1 process that is required for a high standard carpet clean – wash, scrub, steam and dry. Again, just like the process of cleaning upholstery, the steam used needs to be a “dry steam vapour”. This is so the carpet is dry in minutes eliminating downtime and the risk of mould build up.
BATHROOMS Using high temperature steam vapour and microfibre in the bathroom will not only produce an “infection control cleaning” standard of clean but could also take just 5 minutes to complete. Traditionally, bathrooms have been cleaned using the old spray and wipe method with strong chemical disinfectants. Steam at +155 degrees Celsius and 94% dry, can deoderise and santise a bathroom. With temperatures that high you can
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ADVERTORIAL
EMPIRE HOSPITALITY QUESTIONS
WHAT ARE THE MAIN BENEFITS OF OUTSOURCING? COST SAVING
T
he client is able to save money on their housekeeping cost per occupied room & the associated costs that are associated with operation of the housekeeping department. If all of the factors & cost are taken into consideration then there is always a cost benefit to outsource the housekeeping service in comparison to employing staff & running the department inhouse. These cost savings are highlighted in the key points below.
• Maintenance Reporting Procedure
SPECIALISTS
• Handling of Soiled & Reject Linen Procedure
The client is engaging trained, professional & experienced industry personnel specific to this field. All team members are specially trained and employed “site specific” for the client. The training and work carried out is specific to the client and their brand standards.
LOWER OVERHEADS
TIME SAVING
The client is able to lower their overheads by eliminating payroll expenses such as wages, payroll tax, superannuation, workers compensation, recruitment, training, sick leave, annual leave, maternity leave & long service leave. Insurance premiums that are based on an percentage of overall payroll costs will reduce as your payroll costs reduce. The ongoing costs of staff uniforms, chemicals and equipment repair and/or replacement is also eliminated.
The running of a housekeeping department is a very labour intensive & time consuming task. By outsourcing, this gives the client the time and freedom to concentrate on their core business without the day to day distraction of these operational issues. The time spent on sourcing & recruiting staff, interviews, payroll, linen control, stock control and lost property are just some examples of the potential time savings to be had & gained from eliminating these task for the hotel.
LESS EXPOSURE TO RISK
QUALITY OF SERVICE GUARANTEED
All housekeeping department team members workers compensation issues, management or claims are the responsibility of the service provider. The client has a considerable reduction in exposure to payroll or human resources issues and there are no staffing liabilities on their balance sheet.
GREATER FLEXIBILITY The client has a flexible work force at their fingertips to cater for the busy periods and quiet periods without having to worry about the fluctuating occupancies. This allows the client to only “pay for what you use” so to speak. They will simply have to pay for the standard fixed cost per occupied room, no more, no less.
INCREASED EFFICIENCY We fully manage the operation of the department which gives the hotel the ability & time to focus on their core business of generating more revenue in their Rooms Division, Food & Beverage and Sales & Marketing departments. All the guess work is taken out of the
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budgeting process as the cost is all fixed and only subject to the hotels varying occupancy.
Empire Hospitality prides itself on building and maintaining strong relationships with its clients ensuring quality of service and high standards. We make it our business to thoroughly understand your needs, expectations and brand standards. This will all be driven by the hard working, experienced, dedicated and knowledgeable team. What sort of training is required to be a housekeeper? The following must be covered in training to be a housekeeper:-
• Door Knocking Procedure • Stripping & Airing a Room Procedure
• Bed Making Procedure • Splitting a King Bed Procedure • Bathroom & Toilet Cleaning Procedure • Kitchen/Kitchenette Cleaning Procedure • Bedroom & Living Area Cleaning Procedure • Vacuuming and Care & Maintenance of Vacuum Cleaner Procedure • Floor Cleaning Procedure • Servicing a Room Procedure • Cleaners Trolley Stocking, Presentation & Care Procedure • Chemical Handling & Use Training • Fire Evacuation Training • OH&S Procedures Training Where do you conduct training? Is it conducted on-site? All training is conducted on site. What other staffing services can you provide? Can you provide temporary services for peak demands or for absent staff? Empire Hospitality specialises in providing all levels of highly trained housekeeping staff to Hotels, Resorts, Serviced Apartments & Motels. We are able to provide staff in the following areas:• Room Attendants • House-Persons • Supervisors • Assistant Executive Housekeepers
• Site Inspection & Induction of Property
• Public Area Cleaners
• Introduction to Manager & Staff
• Turn Down Attendants
• Housekeeping Storage Facilities
• Executive Housekeepers
• Explain the contents of the Employee Pack and Company Policies & Procedures
• Laundry Attendants
• Procedure for Signing Master Keys • Timesheet & Employee Paperwork Procedure • Lost Property Procedure • Replacements Procedure
• Uniform Attendants • Housekeeping Co-ordinators • Mini Bar Attendants We provide staff on an Agency basis or the Full Outsourcing of the entire Housekeeping Department.
At Empire Hospitality we pride ourselves in providing Quality Housekeeping Solutions.
Our focus is on the delivery of cost effective housekeeping services and we continually strive for service excellence, through this method we have built an enviable reputation as a market leader in housekeeping services by providing site-specific delivery to each of our clients. With proven experience in providing the best and efficient service, we are the housekeeping partners of the leading hotels and serviced apartments in Australia.
Contact us now on 02 9571 6811 or 0451 374 970 reception@empirehospitality.com.au I www.empirehospitality.com.au Empire Hospitality Australia Pty Ltd - Suite 102/243 Pyrmont Street - Pyrmont NSW 2009
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THE CHANGING FACE OF
Hotel Design
BY BRENDON GRANGER
H
otel design has long had a strong influence on a hotel’s aesthetic appeal, but as the needs of the traveller have evolved over the years, so too has the design that draws in guests. As technology rapidly improves and develops, it starts to have more and more influence on the needs of hotel guests, thus impacting hotel design. In many ways it is the evolution of technology that is most influencing the evolution of hotel design.
HOTEL LOBBIES VS COMMUNAL SPACES The design of a hotel lobby is vital in giving a strong and positive first impression. And since the impression that hotels want to give has evolved over the years, it stands to reason that the design of the hotel lobby needs to evolve alongside it. The importance of marble, grand stair cases and designer chandeliers is decreasing as millennial travellers (Millennials – also known as Generation Y – are the generation born between 1980 and 1995) increasingly become the most influential market. Since millennial travellers value experiences over products and services, hotel lobbies are being designed to act more as a communal space in keeping with the local culture, rather than a place to make a grand Hollywood-style entrance. Millennial travellers, as born collaborators, place a strong importance on being highly interactive. It falls upon hotel designers to provide these millennial travellers with interactive and social environments, communal areas in which they can get the full experience, whether this is social networking (in real life and online) or working away from the office. "Millennials aren't so interested in staying in their room, but congregating in compelling spaces with great design, music and a unique point of
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view," says Jason Pomeranc, CEO of SIXTY Hotels, a lifestyle brand that recently opened a property in Miami. In the UK, Laslett hotel, a new entry onto the London boutique hotel scene, capitalises perfectly on the rich culture of its Notting Hill setting. So much so that it has become something of a neighbourhood hangout, rather than the traditional style hotel lobby. There is a curated British library, local art on the walls, and shops and restaurants selling and serving celebrated local products. And it’s not just high-end boutique hotels adjusting their design motifs. The low-budget hotels and hostel chains are also changing their image in-line with millennial expectations. The European hostel brand Generation Hostels have created a series of ‘poshtels’ which incorporate lavish communal areas with bars, cinema rooms and even areas to take a yoga class. “We’re trying to capture people who are curious and people who want to experience design and want to experience something local,” said Josh White, Chief Strategic Officer for the chain. The most recent example of this change in design is the launch of the new edgy midscale brand by Hilton called Tru. “We are incredibly excited to be launching Tru by Hilton, which will serve the largest segment of the hotel market, but a segment where no brand is meeting guests’ current needs,” says Christopher J. Nassetta, President and CEO, Hilton Worldwide. “Tru will provide guests with a highquality, contemporary, consistent and fresh experience at a great value for customers, while at the same time delivering strong returns to our owners,” he says. The brand will appeal to a broad range of travellers who span generations
but think alike; they are united by a millennial mindset – a youthful energy, a zest for life and a desire for human connection. Tru by Hilton is “more than just a place to sleep, it’s a true travel experience designed to deliver a strong value proposition for owners and guests”. Tru by Hilton’s features include: • The Hive, a first floor experience that’s more than a lobby – 2,770 square-feet of open space with unique ways for guests to engage with others or spend time alone – in one of four distinct zones for lounging, working, eating or playing; • The Play Zone, filled with table games, a large-screen TV (offering guests more than 150 channels), and tiered, stadium-inspired seating; • A centrally located Command Centre – a re-envisioned front desk – featuring a social media wall with real-time content to foster engagement among guests, and a 24/7 market offering fun snacks and refreshments, single-serve wine and beer, healthy light meal options and sundries for purchase; • A complimentary ‘Build Your Own’ breakfast bar • A technology-forward mentality featuring segment-leading complimentary WiFi bandwidth allowing guests to download and stream content on their devices, plentiful power sources, and mobile check-in, room selection and Digital Key available through the Hilton Honors mobile app;
VITAL AMENITIES AKA TECHNOLOGY Millennials have grown up with technology, often viewing their smartphone as an extension of themselves that they would not dare part with. As digital natives, they are
the most avid users of technology, and use it to communicate almost exclusively, either via emails, texts or on social media. Nine out of 10 millennial adults across the world get dressed, brush their teeth and check their smartphones as part of their morning routine, according to the Connected World Technology Report. Since technology is so much a part of their lives, it has quickly become a prerequisite rather than a luxury. As such, hotel design has begun adapting to meet their needs. Where once large bed throws were the mark of a luxurious hotel room, it’s now far more imperative to have a good sized TV (46” plus) that allows guests to view their own content i.e. Netflix, easily and seamlessly as they do at home. Access to WiFi is mandatory. If a millennial were unable to check their smartphones, two out of five reported in the Connected World Technology Report that they “would feel anxious, like a part of me was missing.” WiFi that is unreliable or expensive (i.e. not free) is an easy way for hotels to score a black mark against their names in online reviews and on social media (and trust me, they’ll find a way to get online and tell the world about it). Excellent quality Internet and making it easy for guest to connect, charge and use all their various devices is crucial to total customer satisfaction. Additional outlets and USB charging points are beginning to appear in most hotel room designs, becoming as important as inroom coffee - if not more so, with your average guest travelling with at least three devices that require charging. Hilton’s new Tru brand will offer smart and efficiently designed guest rooms full of the things that matter most – all-white comfortable platform beds, 55-inch TVs, eight-foot wide windows, access to power everywhere, and surprisingly spacious bathrooms. The growing popularity of keyless room entry has shown how willing guests are to incorporate their mobile technology in the way they interact with hotels. This is allowing hotels to adopt new mobile technology - such as hotel apps/loyalty programs - to connect better with and
serve their guests. No one likes waiting in-line. Banks have been giving us technology based alternatives for years; it’s only natural that hotels do the same.
ENERGY EFFICIENCY Reducing energy use is also becoming an important part of hotel room design. Electricity usage is one of the highest operating expenses a hotel incurs and on average, 90% of wasted electricity usage comes from the guestroom, which can be a hotel’s most unmanaged resource. Guestroom’s Air Conditioning/Heating (HVAC) system can represent 70% – 90% of that wasted electricity. Fully automated solutions are now available which can detect whether or not a guestroom is occupied and either turn off the HVAC or set the temperature to one pre-determined by hotel management. Thereby allowing control over electricity usage while still maintaining maximum guestroom comfort levels.
AUTHENTICITY IS THE KEY Erin Green, vice president of development Americas of Rosewood Hotels & Resorts has said that “Authenticity is the new definition of luxury." In other words the perceived value of a hotel visit is now greater when authentic and unique experiences are involved. Creating a hotel experience that reflects the surrounding culture and community is a trend that is quickly spreading around the world, one that is highly encouraged by millennial travellers. “Authenticity is more important than room size, finishes, and brick and mortar. It’s about feeling like you’re in place,” said Russell Urban, executive VP, business development and acquisitions, of Destination Hotels. Those hotels that incorporate a local influence - whether it be art, history or architecture - into their hotel design are now more likely to be perceived as providing the real travel experience that millennial guests respond so well to.
THE GROWING INFLUENCE OF MILLENNIAL MINDSET Hospitality properties of all shapes and sizes are beginning to redesign
their properties to introduce new technologies and grow their brand appeal to this generation, and it’s easy to see why. There are currently 83.5 million millennials - more than one quarter of the population - in the US alone. And this number is only going to grow as Generation X ages, travels less and has less income to spend on hospitality. As the future of the travel market grows and develops new needs, it’s only going to become more important for hotel design to adapt to meet them.
DEFINITIONS/NOTES: Millennials – also known as Generation Y – are the generation of travellers born between 1980 and 1995. Millennials were the first generation to be born into the digital world; they’ve grown up in an age where technology is an everyday part of life and regular travel is very accessible. This has created a wave of so-called savvy travellers, who look for unique value in their travel destinations at an affordable price. Millennial Mindset – There are plenty of Generation X’ers (born between 1960 and 1980) who have a millennial mindset – That is they love technology, have a youthful energy, a zest for life and a desire for human connection. In case you haven’t guessed I am one of them.
ABOUT THE AUTHOR With a great passion for all things hotels, but in particular technology and a desire to help others his role as director at Technology4Hotels allows him to do both. Brendon has worked with hundreds of hotels to help them with their in-room technology. In the last few years he has helped them to increase guest satisfaction, strengthen guest loyalty and encourage repeat bookings as well as win awards such as the best business hotel, best city hotel, best upscale hotel and best luxury hotel in Australasia. Always going the extra mile, Brendon began his hospitality career over twenty five years ago working in 5 star hotels whilst completing his Bachelor of Business in Hotel Management. He has held various management positions within 5 star hotels, worked as a consultant in both hotel feasibility and technology and has an extensive background in hotel technology.
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Product NEWS GOOD IDEA 99
• Sleep and snooze function
Get Smart with the Nero Bluetooth clock radio, custom designed for use in hotels, apartments and resorts.
• 2 USB ports
As docking stations for phones and devices have become the norm there are three factors to remember:
Weatherdon Corporation’s top team of designers and manufacturers are also able to specify standards to meet the unique demands of the hospitality sector.
1. Access: Technophobes as much as the digital native will need to find the docking station easily. Make sure it is somewhere obvious to every guest.
Weatherdon is a family-owned and operated business established in 1975 and is the preferred supplier to more than 600 hotels in Australia and New Zealand.
2. Simple: Instructions need to be incorporated into the product or printed underneath, unlike at home where there is time to read instruction booklets or download a guide, guests won’t spend time learning how to operate a new system.
For more information please visit www.weatherdon.com.au Email: sales@weatherdon.com.au or call (02) 9906 2202
3. Time: Guests may have minimal time between arrivalsleep-departure and that precious time needs to be as fuss-free and streamlined as possible. Available in black, in addition to the traditional silver, to complement contemporary decors. • Compatible with any Smart Phone, Android tablet or iPad • FM Radio and dual speakers for a sharper sound • 22mm Blue LED display with high, low and off dimmer • 12 or 24 hour time and alarm settings
A STAR ACHIEVEMENT What better way to celebrate your 21st Birthday, than with a big shiny gold present? Well The Star has done just that with the arrival of 12 custom made bellboy trolleys from the material handling experts, Wagen. Meticulously engineered from the finest materials, the custom made Wagen “large premium” bellboy trolleys feature a stunning brushed gold finish, gold platted casters, flat-free tires and a recessed matt embossed with The Star logo. These trolleys are the piece de resistance for any hotel lobby. Although these golden beauties have been custom made for The Star’s 21st birthday, Wagen have produced variants for hotels such as the Sheraton On The Park, Four Points by Sheraton, the Melbourne Hilton, the Sofitel Sydney Wentworth and the Mantra Group.
Rob Harris, Wagen’s CFO says “At Wagen we pride ourselves on producing the world’s best trolleys. No matter how many trolleys we manufacture, we still find it a privilege to produce trolleys for clients such as The Star.” Wagen is arguably the most respected name in the business; designing, manufacturing and supplying a wide range of trolleys for the hospitality industry for over 40 years. Wagen’s reputation for being an endto-end solutions provider is second to none, servicing front of house, housekeeping and delivery docks. So whether you are after a finely crafted bellboy trolley or a bespoke back of house trolley, Wagen is your one-stop-shop for the most reliable trolleys in the market.
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MEET THE NEXT GENERATION IN FLOOR CLEANING TECHNOLOGY FOR HOTELS The launch of the ‘Duplex 280 Battery’ Distributors of the Italian brand of accommodation cleaning equipment, Duplex Cleaning Machines, today launched its latest 3-in-1 floorscrubber into the Asia-Pacific region. Director of Duplex, Murray McDonald, says the newly released Duplex 280 Battery is catered towards hotels and motels where traditional mops and vacuums may be used. “For smaller hotels and motels that require something more substantial than a mop and bucket due to hygiene and cross contamination reasons, the Duplex 280 Battery will get deep within the pores of a floor surfaces and
lift out dirt and bacteria, rather than move it around,” Mr McDonald said. “This machine is designed to combine the flexibility of a floor mop with the mechanics of a commercial floorscrubber. It’s cordless, battery operated and will wash, scrub and dry all types of floors in a single pass. “Nowadays, accommodation facilities are moving towards chemical-free cleaning and this new product requires no chemicals and minimal water use. “The Duplex 280 Battery is the latest generation of our Duplex Floorscrubber range, which has been in the market for over 25 years and caters to larger hotels and food and beverage facilities. We saw a gap in the market for floor cleaning in smaller sized facilities and we believe the Duplex 280 Battery will fulfil this need.” For more information, visit www.duplexcleaning.com.au
BLUE STEEL REFLEX
• Three heat settings
Perfect that signature look of style and personality with Weatherdon’s Nero Blue Steel tourmaline hair dryer.
• Two speeds
Guests will feel pampered with the Zoolander-inspired features of two speeds and three heat setting which cater for different hair types and textures such as Hansel’s delicate blonde locks. The mysterious and ooooh-so-cool one touch button seals the hair cuticle for long lasting hold and even more glamorous shine. The Nero Reflex comes in Derek Zoolander ice blue and packs an easy fold handle for discreet no-fuss storage. Stylists, models and guests alike will appreciate the tourmaline feature that emits the twin boosters of infra-red heat and negative ions. A gentle heat for minimum frizz and ever more shine ultimately makes hair stronger and more able to endure higher levels of heating. Be catwalk ready in minutes with 2100 watts of energy. • Tourmaline function • Neat and compact • Easy fold handle
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• Removable rear filter • No fuss storage • Cool shot button • Retract power cord • 1 year warranty • Colour: steel blue • Cable length: 165 • AUZ/NZ standards approval Weatherdon Corporation’s top team of designers and manufacturers are also able to specify standards to meet the unique demands of the hospitality sector. Weatherdon is a family-owned and operated business established in 1975 and is the preferred supplier to more than 600 hotels in Australia and New Zealand. For more information please visit www.weatherdon.com.au Email: sales@weatherdon.com.au or call (02) 9906 2202
Versatile carts and trolleys for the hospitality industry
Code 722498
Code 7224801 Code 722472
Housekeeping carts with lockable doors Janitors cart with lid
Laundry scissor cart 3 Shelf utility cart and compact serving trolley Kitchen grade stainless steel serving trolley
Code 722546
Code 722495B
Code 7224941
phone: 02 9906 2202
email: sales@weatherdon.com.au
www.weatherdon.com.au
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KS Portable KS Portable
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Designed specifically for the hospitality industry, ™ is a portable universal charging KS Portable Designed specifically for the hospitality industry, system with built-in cables all mobile devices. ™ KS Portable is a portable for universal charging
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capacity 18,000 mAh battery Ultra high capacity battery
In the box, recharge your KS PortableTM units with the Charging Tray. TM units A commercial grade charging solution. Inconvenient, the box, recharge your KS Portable with the Charging Tray. A convenient, commercial grade charging solution. KS Portable Security TM
With a safety slot, you can ensure the security of your KS Portable Security Kubes. Checking out a Kube is as easy as slipping the With a safety slot, you can ensure the security of your guest’s room key, credit card or ID into the adjoining Kubes. Checking out a Kube is as easy as slipping the slot. When Kubes are placed free upon tables, optional guest’s room key, credit card or ID into the adjoining locking points are available for added security. slot. When Kubes are placed free upon tables, optional locking points are available for added security. Time Out functionality Each Kube can be programmed with a variable timeout Time Out functionality function to limit user time and avoid power squatting. Each Kube can be programmed with a variable timeout function to limit user time and avoid power squatting. International Interior Images TM
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8 Phillip Crt, Port Melbourne, Victoria 3207 Australia +61 3 9673 1444 info@interior-images.com.au