Welcome to our HRM 1030 Class - Technology for the Hospitality Industry!

The best way to learn about technology is to use it. In this class we work primarily on the computer. A course specific website is setup for student’s to have access 24/7 to the class syllabus and school policies. In addition, chapter PowerPoint presentations are posted to the site, as well as, a variety of technology website links that student’s are encouraged to visit.

Technology is ALWAYS changing! What is current today may not be applicable tomorrow. Therefore, we must be on the lookout for changes, updates, and new technological advances in and around the hospitality industry. Our goal is not to be computer programmers; but, we must familiarize ourselves with the basics. As stated in our Managing Technology in the Hospitality Industry textbook,

". . . in order to use technology, a manager does not need to learn
the intricacies of electronic circuitry etched on silicon chips.
The manager simply needs to learn the commands by which
to instruct the system to carry out the desired functions."

Keeping this in mind, each week students are responsible for sharing with the class a current article that details something new, or a change, or an update in technology for the hospitality industry! Yes, the article has to be submitted electronically - via email to me, the instructor. But, students learn about technology by using it along the way. We tackle technology from as many aspects as we can from creating tri-fold brochures using Microsoft Word and learning the parts of a computer to watching videos on how advanced payroll systems are today!

There are a number of systems utilized in the hospitality industry with the property management system (PMS) being required among hotels, and the point of sale (POS) system being required within restaurants. During each class session, students access PMS simulation modules designed to take them through basic hotel responsibilities from the check-in process to balancing the end of a shift. As a highlight to the course, students are welcomed into area hotels and restaurants to see firsthand the ins and outs of a real-life PMS and POS.

Technology in the hospitality industry is moving and here at The Chef’s Academy we’re moving right along with it!

Please note that HRM 1030 is just one of the industry specific courses offered in our Hospitality & Restaurant Management Program. Join us to learn more about the ever-changing world of technology!

Jokima Hiller, MBA, Hospitality & Restaurant
Management Program Coordinator
Blog Editor – Emily Warner-Hoover, MLS, Librarian

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When Everybody's Late!

Written By:
Jokima Hiller, HRM Program Coordinator at The Chef’s Academy
Jill Woods, GM & Advisory Board Member at The Chef’s Academy

Please note that names have been changed to protect the innocent!

It was approximately 1:00am in the morning as I sat in my office hovered over a garbage can with one eye on the camera that was focused on the hotel’s front desk. I was sick and it had been at least a decade since the last time I had vomited. Yet I, General Manager of a hotel with a full and capable staff was stuck working at a time when I felt my worse. Why? Let’s look at the events of the day . . .

Donny, who was the night auditor, was late. His shift started 2 hours ago and he insisted that he was “on his way!” But, the damage was already done – my bed, medicine, and easy background music would have to wait.

It was approximately 3:00pm in the afternoon as I single-handedly managed two lines at the desk checking guests in, answering the phone, making reservations, and being as helpful as I could to a lobby full of people in spite of my painful stomach ache. Tyrone was late and Tracy couldn’t stay not one minute over. She “had plans” and Tyrone was not answering his cell phone. The damage was already done as guests were forming their first impressions of our establishment.

It was approximately 7:45am in the morning as I jogged down the halls of the hotel delivering USA Today newspapers with the hotels cordless phone strapped to my side, wiping sleep out of my eyes, wishing I had brought some medicine for my headache, and hoping no one was waiting at the unattended front desk. Tracy was late, no reason was given when she strolled in at 8:00am, one hour after her shift was to start. The damage was already done as proven by the electronic customer surveys that came in that afternoon with comments like “Sure missed getting a morning newspaper today.”

When everybody’s late, a business, especially one in the hospitality industry, tends to die a slow and painful death. We sell experiences in our hotels, restaurants, cafes, shops, clubs, casinos and when everybody’s late guest experiences become negatively impacted. What kind of experience did we sell that day when Donny, Tracy, and Tyrone were late? Keep in mind this was just ONE department! What if similar circumstances were happening in the housekeeping, maintenance, and sales areas?

A manager of a business walks a fine line each day, trying to be sensitive to an employees’ life outside of work while trying to keep the business profitable so the employee still has a job to go to. This is a challenge all businesses are facing especially in these economic times. What sounds like a nightmare day and evening for one manager is actually the sign of a much larger problem. What if that manager had appointments scheduled that day that could have greatly impacted the hotels success and job stability for all involved? What if other employees were stepping in to fill the gap accumulating costly overtime? What if this manager had the swine flu and risked infecting guests and employees?

Each employee makes a daily choice to positively or negatively affect others on their job. Review your attendance practices at school, events, at work and assess the damage. You are a necessary part of the business you work for . . . is your impact positive or negative? Just think of what might happen if everyone was on time! Let’s rewrite the story . . .

It was approximately 1:00am in the morning as I sat in my room hovered over a garbage can with one eye on the Soap Net channel. I was sick and it had been at least a decade since the last time I had vomited. I, General Manager of a hotel with a full and capable staff was stuck at home resting, taking my medicine, trying to get better. Why? Let’s look at the events of the day . . .

Donny, Tracy, and Tyrone were on time, early even, when they heard their manager would be out-of-the office. They knew how important they were to the overall operations of the hotel. When everyone’s on time, business can operate as usual! No damage is done.

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It Takes Two To Tango

Greetings Readers!

I LOVE to dance! In fact, get me out on a dance floor and I'm there until the last song is played! I used to be the same way when it came to handling guest complaints. . .I would dance around issues and argue with the guest ensuring I had the final word. It didn't take me long to realize that this kind of attitude and action is detrimental to an organization's operation especially one that is known for its service like a hotel and restaurant.

Yes, guests may approach an employee ready to argue, but if you think about it, the argument can only begin if the employee follows suit. It's important that we all think before we speak and not fall into a dance of back and forth (the tango) with the guest. It takes two includes not only the guest but the employee!

At a very young age, my employer entrusted me with making sure our guests were happy and I took that responsibility lightly. Guests would approach the front desk or stop me in the hallway and I immediately went on the defensive. I even had a language of my own I used to NOT acknowledge the guests concern. Also, Sundays (our biggest day for check-outs) was labeled "No Refund Sunday!" Here's how my fancy footwork would begin:

"Why didn't you contact the front desk last night when you first noticed the leaky faucet?"

"Did you request a rollaway when you made your reservation?"

"So, you're telling me that you're room was dirty and you still stayed in it?"

"I'm sure no one told you movies were free!"

"Non-smoking is a request, not an obligation the hotel has to uphold!"

A two minute check-out at the front desk where I worked would turn into an hour long interrogation as I asked the guest numerous questions trying to get them caught in a lie. My hope was that they would just give up and walk away and my dance routine would end! Although, I had gotten really good at this, my actions resulted in many guests walking away dissatisfied or vowing never to return. No, it wasn't just me - I had actually learned the tango from my supervisor. But when comment card scores dropped and guest complaint letters increased, it was evident I had to either get off the dance floor or come up with a better routine!

Shortly thereafter, my department launched an internal campaign based on the slogan "There is no such thing as a SCAM Artist." The purpose of this was to get us all to believe every guest's issue is as important as the next and should be acknowledged and treated as such. Not everyone sets out to tango with a hotel or to "get over" on us, so we shouldn't approach each situation ready to dance. Equipped with a new attitude and a new outlook on the art of dance, I changed my routine:

"I understand the leaky faucet kept you up last night."

"It is unfortunate a rollaway was not available at the time of your request."

"There's no excuse for your room not being ready."

"I'm sorry there was a misunderstanding concerning the movie charges."

"What can we do to make things right?"

Dancing can be fun when the music is right and the dance floor is crowded! But, when it comes to serving the guest, leave your slick moves behind. Remember it takes two to tango, the argument doesn't have to begin if you make the right moves.

Jokima Hiller, MBA, Hospitality & Restaurant
Management Program Coordinator
Faculty Advisor, Travel & Tour Club
http://www.thechefsacademy.com/

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“We Change Lives, One Student at a Time!"